What is the relationship to the organization. Types of relationships within the organization. Functions of the collective agreement

The concept of "social relations"

A person is a social being who realizes his activities and interests within the framework of society. Therefore, a person can evaluate his properties and characteristics only within the framework of social relations that develop in social organization... In social relations, the most significant traits of a human character are manifested, which will either help a person to realize himself, or hinder the realization of his needs, interests and, in general, his self-affirmation.

Definition 1

Public (in other words, social) relations are various forms of interconnections and dependencies that appear when a person interacts with other members of society. Social relationships, in contrast to interpersonal and other types of relationships, are those relationships where people appear as a social “I”. That is, they do not fully reflect their essence as a member of the organization, but at the same time they exhibit the features that the organization or society requires of them.

Social relationships can be classified according to the following main features:

Social relations depending on the amount of power possessed by the participants in the organization and relations - both vertically and horizontally;
Social relations, distributed according to the ownership and disposal of property - estate, class social relations;
By spheres of manifestation - economic, political, social, religious relations at different levels of development of the organization. Each type of social relationship reflects a person's need for self-realization as part of a spiritual community, part of social relations or part of an economic structure;
Regarding the regulation - relations can be both formal (formal, built according to a predetermined system of norms and rules) and informal (informal, which arise in some organizations, as well as simply in relations between people at the level of friendly relations, etc.).

Official (formal) and informal (informal) relationships can also be of several types: long-term (relationships between colleagues and friends), short-term (casual acquaintances, fellow travelers), functional (the executor of the order and the customer himself), educational relationships (formed in educational and the scientific environment between students and teachers, as well as between colleagues who are knowledgeable in a particular scientific field), subordinate (the boss and subordinates who regulate their relations and do not allow them to go beyond the work collective). Another type of relationship in this group is causal (for example, victim and perpetrator).

Characterization of social relations in the organization

Social relations within one organization have their own specific features. First, such relationships are hierarchical (if the upper layers and the lower ones are management and subordinates). Secondly, it is the self-regulation of relationships. It is characterized by the fact that the relationship is initially subject to rules and laws, and the employee is notified of them. In accordance with these rules, he implements his activities, performs certain duties, for which he receives privileges (increased wages, paid vacations). Relationships in the organization are open, since only on such conditions is it possible to effectively develop relations between management and employees, to achieve the set goals.

Social relations in a group and organization are determined depending on the type of social ties. So, it can be the following types:

Social contacts are simple, elementary connections that arise between individuals. Such contacts can be short-term, or they can be long-term. It all depends on the goals that the organization and its members pursue, and on how long-term cooperation can be;
Social actions are those actions that are guided by other members of the organization (individuals). Social actions are rational, comprehended by all members and pursue specific goals;
Social interactions are systematic, regular (maybe even daily) interdependent actions of subjects that are directed at each other. Of course, interactions do not arise just like that - the members pursue a common goal, and I can split again after they achieve the desired result;
Social relationships are relationships that develop between people (or broader groups of people). Social relations are carried out in accordance with the laws that are prescribed within the framework of the social organization of society.

Social relationships are highly dependent on the typology of social action. Note that today in sociological science there is a single typology of social action of a person or a wider group of people:

Goal-rational action - this type assumes a fairly clear awareness of the goal set for the members of the organization. It is related not only to its immediate awareness, but also to the rational comprehension of all the means that are necessary to achieve it;
Value-based rational action is a type of action that is focused on certain human values (ethical, religious, aesthetic, spiritual, moral). These values are accepted by the individual, realized by him and developed depending on how strongly he is striving for their knowledge and acceptance;
Traditional action - is formed on the basis of imitation of certain patterns of behavior. The patterns are embedded in traditional culture and are not subject to criticism. If a person does not support them, he can be expelled from society for disobedience;
Affective action - its main characteristic is the determination of the emotional state of the individual. A person can perform actions in a state of passion without controlling his emotions, and in the future such actions can harm society.

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

LIPETSK ECOLOGY - HUMANITARIAN INSTITUTE

COURSE WORK

FOR THE DISCIPLINE "Human Resource Management"

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

DONE: Vasilyeva O.V.

ACCEPTED by: V. M. Kravchenko

LIPETSK 2008

Introduction

1. Relationships in the organization

1.1 The emergence of conflict situations in the organization

1.2 Prevention of conflicts

1.3 Anti-conflict motivation

2. Socio-economic and psychological support of personnel

2.1 Socio-economic support of personnel

2.2 Psychological support of staff

3. Organization of incentives for personnel on the example of JSC "Fat Plant"

3.1 General characteristics of the activities of JSC "Fat Plant"

3.2 Analysis of incentives on the example of JSC "Fat Plant"

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 resolved. In terms of its content, this kind of activity is complex and multifaceted. In addition, it requires a lot of human effort and time. Therefore, management is viewed as a special activity.

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

Conflict is a clash of opposing positions, opinions, assessments and ideas that people try to resolve with the help of beliefs 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 break out. The development of the conflict occurs according to the scheme: conflict situation + pretext = conflict.

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

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

This course work consists of two parts:

The first part examines the problem of the attitude of personnel in the organization and the system, methods of personnel support.

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

1. Relationships in the organization

Potential sources of conflicts are always present in the activities of any organization. The 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 consisted in the struggle of the progressive against the outdated, with various remnants, unfair actions. In other situations, conflicts have had the most negative consequences for the team. At the same time, deliberate efforts to resolve the contradictions that have arisen precisely through a conflict path led to irreparable losses - grievances, people's experiences, negative social attitudes. All of this naturally affects business relationships and paralyzes work. There were other situations when it was the conflict that helped to solve the painful problems. In other words, the very fact of the conflict cannot be treated unequivocally.

All human activity is conditioned by really existing 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, conditioned by internal motives, aimed at achieving their goals, realizing their own interests. The employee himself determines the measure of his actions, depending on the internal motives and conditions of the external environment.

Labor motivation - the employee's desire 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 required to obtain the good; price - costs of a material and moral nature associated with the implementation of a labor action.

Any activity involves certain costs and has a price. So, labor activity is determined by the cost of physical and moral strength. High work intensity can scare off workers if there are not sufficient conditions to restore working capacity. Poor work organization, unfavorable sanitary and hygienic conditions at work, and the underdevelopment of the social 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 with health for receiving various additional benefits.

With constant search better way realization of their needs are associated with various neuropsychological disorders, stressful and conflict situations that arise between groups in the process of communication.

All needs are social in nature. In the process of purposeful managerial influence, it is quite possible to influence the entire system of individual needs, and through the needs - on her interests, ideals, attitudes and, of course, on 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 human behavior, his attitude to business, to things, other people and to himself. The impact on the character of a 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: adherence to principles-unprincipledness; tactfulness - tactlessness; organization - disorganization; hard work-laziness; overestimation of their capabilities - underestimation of their strengths; self-criticism - non-self-criticism; exactingness to oneself, undemanding to oneself; greed-wastefulness, etc.

A lot in the organization depends on the team. The labor collective represents a specific socio-psychological education, in the center of which is the system of interpersonal relations, manifested in the form of mass-group activity. Each member of the work collective, group sets a specific task for himself, focusing on a specific system of values. Any personality has its own system of values, and the totality of individual values constitutes the value-orientational unity of the collective. If the team possesses this unity, which develops in joint useful activities, then professional interpersonal relations in the team will be streamlined. In 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 into the background: in the course of active work, there is almost no room for personal experiences. This is the work situation, the achievement of which is the optimal limit for the leader.

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

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

The informal structure of the team emerges spontaneously. Often, the emotional intensity reaches such a level that it is regarded by people as more significant than the relationship based on official regulations. Informal groups are created outside the competence of the leadership. The laws of communication, which underlie the activity of people, ignore the will of the leaders and make themselves felt in any collectives.

The informal structure of the labor collective is characterized by the presence in each formed group of its own leader, who somehow surpasses other members of the group, possessing special personal characteristics.

In each collective, usually several informal structures are formed, and in each structure its own direction is revealed. This naturally affects the professional activity of the work collective: disunity disorganizes collective actions, cohesion organizes them.

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

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

In working groups, informal structures are formed with their own 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 unite their efforts in the general collective direction of activity.

Research by psychologists has shown that in conditions of group isolation, having a "good boss" is the most necessary factor in team leadership. People who are separated from related units are more often dissatisfied with their relationships with their bosses than with their workmates or neighbors. Conversations with returnees from work in remote areas show that medical ailments, allegedly caused by unfavorable climatic conditions, are often not so. Seemingly bodily disorders are based on social factors related to interpersonal relationships.

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

Often the cause of neuroses is the "director's neurosis", which first arises in managers, who answer the most elementary questions with hot temper and often give conflicting orders. Their behavior makes the team nervous.

"Director neurosis" by induction is transmitted to mentally weak 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 evokes negative emotions, creates a negative opinion.

Informal groups arise in all departments. The leader himself, like any member of the team, is part of 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 their members are of decisive importance for the person entering them. Naturally, all of these groups can have a positive or negative orientation. Since reference groups are not closed systems, it is difficult to imagine what impact members of reference groups who are not members of work collectives have on their other members who are.

The management of the 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 employee's personality, taking into account the reactions to this influence on the part of the group members. The influence on relationships of those outside the framework of 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 to strive for the unity of the team in everything. The most important principles personnel management is the responsibility of each employee for his work and the knowledge of each employee to whom he is subordinate and from whom he should receive instructions. The management system is a hierarchy, it 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, coordination different functions, the organization of the hierarchy of the control system as a whole.

Middle and lower-level managers act as organizers of certain types of work: drawing up general plan business; bringing people together for work; its leadership; coordination of 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. A manager should not order his subordinates, but direct their efforts, help to reveal their abilities, and form a group of like-minded people around him.

The following socio-psychological aspects of management have acquired particular importance: - the stability of the official position - the main incentive to work; - dismissal on the initiative of the administration is relatively rare, since 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 life of the company; showing video and films; arranging holidays; days of rest, on which significant funds are spent).

Increasing 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: - attracting temporary workers during the period of cyclical growth; - maneuvering labor resources within the company; - retraining of employees and training them in new specialties;

Shortening of the working week during a period of deteriorating business conditions; - extraordinary vacations and early retirement. Employment stabilization measures are necessary to stimulate the desire of workers to increase productivity and efficiency of their work. Note that often many physical ailments and conflict situations are associated with the instability of the employee's workplace, his lack of confidence in his necessity and significance for the company. Therefore, all kinds of employment stabilization programs help employees rehabilitate themselves in difficult situations.

The collective occupies a central place among the main objects of management. 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.). The right to be called a collective social group acquires on condition that it has a number of characteristics: a socially useful goal, ideological spirit, solidarity, the presence of governing bodies. A developed team is, moreover, a self-governing and self-regulating system. For some structural subdivision received the status of a collective, the leader should develop quite definite collectivist qualities in his employees.

The labor collective is one of the collectives of the whole society. The spiritual side of the life of a work collective is its ideology (a set of ideas and views) and psychology (a set of certain socio-psychological phenomena). Among the latter, the following stand out: 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.

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

The professional sphere covers the relationship of employees that develop in the labor process. This area includes: subordination relations (manager-subordinate; senior-junior); coordination relations due to joint activities; in some cases also the relationship in the "man-technology" system, which is typical only for subdivisions. In the professional sphere, the employee acts as a professional specialist. However, the personality of an employee is not limited to the performance of a professional function. Any worker is a member of a voluntary society. These and similar functions are performed within the framework of the social and political sphere. In the sphere of life, material, cultural and everyday needs and communication needs are met. The sphere of life is the basis for the formation of small groups in a 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 exceeding four dozen members tend to break up into constituent groups. The combination of people of different ages in a team is preferable. Collectives made up of people of different ages give rise to different types of hobbies, complicate the organization of collective actions, and this requires great 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 collective activity is the main pivot around which the process of uniting a collective unfolds. The subject of such activity, of course, is the group activity of the collective, aimed at achieving a social goal.

The need for joint movement towards a common goal presupposes interaction between team members. And if the interaction fully involves all the members of the team in the movement, then many troubles, personal dislikes, antipathies, etc. remain overboard. In the conditions of such interaction, the target unity of the team is brought up, uniting to joint activities, there is no ground for conflict.

The role of the socio-economic formation in the formation of the socio-psychological climate of the production team is very important. In accordance with these most significant factors that ultimately determine the nature of interpersonal relationships in a team, are the totality of social relations of a given society, its socio-economic structure, and, as a consequence, 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 some production teams this cannot be harsh. There is a possibility that the features of the specific structure of relations in individual enterprises do not coincide 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 to ensure 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, disputes, hostility, tension and other emotionally negative phenomena. There is an opinion that a conflict is always undesirable, that it must be resolved immediately, since it destroys human relationships, and, therefore, adversely 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. Conflict helps to reveal a variety of points of view, gives Additional information, allows you to analyze a large number of alternatives, etc. This makes the process of working out a decision by a group or an individual leader more efficient, enables people to express their thoughts and feelings, to satisfy the need for respect and power. It also helps to more effectively carry out plans, projects 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 former lead 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 leadership, it can develop into dysfunctional.

In many cases, in a life situation, a person reacts in such a way as to prevent another from achieving the desired goal. Conflict often manifests itself when trying to convince the other side or a neutral mediator that "this is why he is wrong, and my point of view is correct." A person may try to convince others to accept his point of view or block someone else's using primary means of influence, such as coercion, reward, expert judgment, persuasion. The conflict model, therefore, contains: the situation, the sources of the conflict, the potential for the escalation of the conflict, the reaction to the situation, the realization 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 single out: 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: people's dissatisfaction, their poor health, an increase in staff turnover, the manifestation of unproductive competition with other groups, an understatement of opportunities for cooperation, an excessively strong loyalty to the team of one's group, the perception of the other side as an "enemy", a decrease in communications up to their complete disappearance , confusion of emphasis - placing more emphasis on “winning” a conflict than solving a problem.

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

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

The positive functions include: - relaxation of tension between the conflicting parties; - receiving new information about the opponent; - rallying the team of the organization in the confrontation with an external enemy;

Encouraging change and development; - removal of the submissive syndrome from subordinates; - diagnostics of the opponents' capabilities. Negative functions: - large material, emotional costs of participating in the conflict;

Dismissal of employees, decrease in discipline, deterioration of the social and psychological climate in the team; - the idea of 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 some of the employees; - difficult restoration of business relations. Let us dwell in more detail 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 an escalation of the conflict, it is taking measures to mitigate the situation. The communicative side is defined in this way: for both conflicting parties, it is necessary to have information that allows one to draw conclusions about the strategy and tactics of their opponent, the resources that he has. By expanding their information potential, the parties strengthen communicative exchange with each other, learning a much larger amount of information about the factors and reasons, interests and goals, positions and programs for overcoming the conflict.

Integrative function. An industrial conflict affects the balance of individual, group, collective interests, promotes group formation, the establishment and maintenance of the normative and physical boundaries of the group. This function is associated with 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 to favor in some way the members of one's own group as opposed to the members of another group. This effect can act in a variety of situations of social interaction, as if establishing in any case a “demarcation” line between those people who, according to some criteria, are interpreted as “ours” or “strangers”.

An innovative function. 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 occurs. A correctly resolved conflict improves the psychological characteristics of the team and causes an increase in social activity by changing 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 rating categories. Their value is situational. All transformations that take place during a conflict are simultaneous and interrelated. Only post-conflict analysis can deduce the real direction of the conflict.

The causes of conflicts are as varied as the conflicts themselves. It is necessary to distinguish between objective reasons and their perception by individuals. Objective reasons can be rather conventionally 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; - unsatisfactory communications. An important area of conflict analysis is the study of the relationship between various factors and causes of the conflict. The causes of conflicts are as varied as the conflicts themselves. Distinguish between objective reasons and their perception by individuals. Objective reasons can be fairly conditionally represented 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 has a responsibility to decide how to allocate materials, human resources, and finances among the various groups in order to most effectively achieve the goals of the organization. Allocating a larger share of resources to one person (leader, subordinate, group) means that others will receive a smaller share. People always want to get more, not less. Thus, the need to share resources inevitably leads to different types of conflict.

Interdependence of tasks. Since all organizations are systems of interdependent elements, inadequate work of one department or person, 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 repair service to repair equipment quickly enough. The repair manager, in turn, can blame personnel service that she did not take on the new workers 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 one-man management 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 units are subordinate to a common leader, the possibility of conflict is reduced.

Differences in purpose. The potential for conflict increases as organizations become more specialized and subdivided. This is because specialized units formulate their own goals and may place more emphasis on achieving them than on the goals of the entire organization. For example, a sales department may insist on producing more diversified products because this increases its competitiveness and increases sales. However, it is easier for a manufacturing department to achieve its goals if the nomenclature is less diverse.

Differences in beliefs and values. The idea of a situation depends on the desire to achieve a certain goal. Instead of objectively assessing the situation, people can only consider those views, alternatives, and aspects of the situation that, in their opinion, are favorable for 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 manager tends to believe that the 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 supervisor finds it necessary to closely monitor the work of their subordinates, differences in values are likely to cause conflict.

Differences in demeanor and living standards. These differences increase the potential for conflict to arise. There are people who constantly show aggressiveness and hostility, are ready to challenge every word, thereby creating an atmosphere around them fraught with conflict. Individuals with authoritarian, dogmatic traits are more likely to come into conflict. Differences in life experience, values, education, seniority, age also contribute to the emergence of conflict.

Poor communications. Poor communication acts as a catalyst for conflict, making it difficult for an individual employee or group to understand the situation or the perspectives of others. If management cannot communicate to subordinates that the new productivity-linked pay system is not meant to squeeze the juice out of workers, but to increase the profit of the enterprise and improve its position among competitors, then the subordinates may react inappropriately by slowing down the pace of work. Other communication problems that cause conflict are ambiguous quality criteria, inability to define the job responsibilities and functions of employees of departments, as well as the presentation of mutually exclusive job requirements.

1.2 Prevention of conflicts

To prevent an unwanted conflict means to “knock the ground” out of the situation when the emergence and development of a conflictual contradiction becomes real. First of all, it is necessary to prevent not the conflict itself, which is already taking place, but those conditions, reasons 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, such a great importance in practical work the manager has to identify the factors that prevent the emergence and development of conflicts. First of all, it should be called a verified personnel policy. The correct 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 a must. 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 not very busy, 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 remember 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 with a specific purpose. These goals often turn out to be opposite, competing, objective opposition arises. This kind of confrontation is often called positional conflict. The conflict is positional, because it is objectively set by the position of the units in the organizational structure. The benefits of such a conflict are often noted. The positional conflict enables the management to more objectively assess the actions of the units, since in the confrontation they are looking for more perfect arguments for their solvency, and are 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 in enterprises and organizations in different spheres of the economy, we can make sure that in most of them there is dissatisfaction with the system of remuneration of labor 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, the ethics of entrepreneurship, where all conditions are created for creative work, constant professional development of employees, where the attitude of management to other members collective - as partners, not employees. Practice proves that at this stage of paramount importance in anti-conflict management is the establishment and the strictest provision modern system labor motivation. This issue should be discussed in more detail.

Despite all modern methods of motivation (such as enrichment of labor), 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 material incentives, its structure and size are individual for each company, regardless of the type of business. Moreover, both the content of its elements and their structure are dynamic. At each stage of the firm's development, a specific economic and social task is set before the incentive system as a whole and each of its elements. As they are solved, the doctrine of the company changes, new package incentives. Only the main economic task of personnel management remains unchanged - an increase in labor productivity and a decrease in the wage intensity of the company's final products.

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

It is possible to distinguish 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; the way he relates to the company (its brand name, popularity in the market, its business position); how he perceives cash payments and how he relates to the quality of management "of the company, management, management. According to these indicators, employees can assess their job satisfaction by putting scores from 0 to 5, where 0 is very bad, 5 is excellent. After analyzing such data, in particular, related to cash payments, the relevant information is presented to the management. If people are unhappy with the pay, it does not mean that they are underpaid, they just think so. Analysis of such data provides information on the degree of employee satisfaction with the work.

There is no reward system that fully satisfies the entire staff of a company. If employees put one "five" - this is an alarming signal, in the company there is 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. 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 business innovations.

Social transfers (benefits, services) are usually distinguished: additional benefits, various types of insurance, benefits upon dismissal and services. Supplemental payments provide payment during times when a person is not working (includes vacation, vacation and holiday payments, childcare benefits, and additional unemployment benefits). Insurance is a different type of benefit. Workers' compensation, for example, aims to guarantee medical assistance in the event of an accident to the victim and his dependents, regardless of the culprit, as well as financial assistance. Most employers also provide group life insurance, employee hospitalization, accident and disability insurance. Many companies try to provide benefits for employees in the form of services (free or reduced price meals, provision of food at cost price, payment for advanced training, legal advice, soft loans, etc.).

2. Socio-economic and psychological support of 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 subdivisions. The tension, mistrust, and irascibility of employees immediately affect the quality of work, stability and the level of communication with clients.

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

Before deciding on activities that contribute to the 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 questionnaire, 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 options for questionnaires containing, for example, the following questions:

Whom would you like to see as your foreman?

Who would you invite to your birthday?

Summing up, such statistical indicators as the rate of staff turnover, 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.

Having collected the information, it will be possible to find out the prosperous units, units with impending or developing conflicts, the reasons for tense moments and conflict situations. Analyzing the information received, "troublemakers" are also identified, provoking a conflict in their unit.

After assessing the state of the socio-psychological climate, one can begin to identify effective methods for improving the situation, especially in the most "disadvantaged" units.

At this stage, methods of psychological influence are used:

Trainings to overcome stress and conflict situations;

Lectures on the topics of corporate ethics of relationships;

Seminars on the development of intuition, mutual understanding;

Meetings in the most "dysfunctional" divisions. It is necessary to apply methods of an administrative nature:

Conduct additional training for managers;

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

Many enterprises have limited opportunities for direct material investment in the social sphere. This encourages management to be more creative and to use indirect methods more widely. Expanding unconventional methods, it is possible to use various competitions aimed at both increasing sales and increasing cohesion in divisions. The best team, the best shift - these are some of the few mottos of the competitions. Interaction with supplier firms in advertising individual brands has become effective not only for sales results, successful cooperation, but also for the development of a sense of mutual support, creativity in achieving a common goal.

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

One of the main tasks of management is to develop a whole system of emotionally colored rewards.

Brigade competitions, brigade trips can 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 proposal system for each group of specialists. For example, joint leisure activities by separate departments - an evening in a bowling club, visiting interesting exhibitions and shows, sports and recreation facilities - swimming pools, tennis courts, purchasing tickets for theatrical, film and pop 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 really possess this knowledge and qualities due to the imperfection of modern educational institutions, the 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 their understanding of the possibility of problem-free employment, when the search for a job for them is a decision on the final choice of a particular place.

One of such levers should, of course, be an adequate level of remuneration. 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 towards anyone, even the highest guaranteed salary, as payment not for the results of work, but for the very fact of being in 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.

It is unreasonable to overestimate the salary of a newly hired employee at the initial stage. The director must have a reserve for raising the salary of the work, for additional bonus payments. Therefore, it is more practical to negotiate a starting salary for the first 1-2 months and at the same time 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 - 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 for the management to pay constant attention to the work of specialists, evaluate the results, and analyze the 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 among the employees of the organization is one of the goals of the manager. Of course, some leaders strongly believe that it is not their job to achieve overall satisfaction. But we must not forget that in the 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 improving service efficiency and, as a result, increasing profits.

2.1 Socio-economic support of personnel

The first and obvious direction of social work with personnel at the enterprise is special measures to meet the needs, interests and individual needs of personnel, without fail those provided for by the Constitution of the Russian Federation, labor laws and labor contracts.

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

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

Another way is to empower individual workers. On an individual basis, it is applied to the most qualified, proactive, responsible employees and consists in providing them for a certain period of independence and initiative in an extended range, so that they can, by showing innovation, find the unintended, but useful ways improving work at your workplace or a specific area of work.

There is also a proven way of creating self-governing 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 flexible work has also been developed. This is, for example, part-time work. For some, it opens the door to overcoming complete unemployment. Such workers work with gratitude to the enterprise that gave them the job, with zeal and hope for future full work, strive to establish themselves.

2.2 Psychological support of staff

The work of individual staff members and life outside the organization are associated with the possibility of various problems and even personal crises (setbacks at work, difficult relationships with one of the employees, conflicts or unpleasant events in the family, the need for treatment, overwork, lack of extremely necessary funds etc.). They affect the productivity and quality of labor, and prevent you from working carefully and with full dedication. 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 stressed, stressful conditions after some events (serious illness or death of someone close, fire and death of property, serious damage to a personal car, displacement at work or punishment that the employee is not happy with, etc.)

3. ORGANIZATION OF STIMULATION OF PERSONNEL ON THE EXAMPLE OF JSC "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.

JSC "Zhirovoy Kombinat" is one of the largest food industry enterprises in the Sverdlovsk region. Throughout its existence, the plant has been producing and selling products of the oil and fat industry. The main activities of the enterprise are the production of mayonnaise, margarine, vegetable oil, soap.

The history of the plant dates back to 1959, when the first line was launched, designed for the production of margarine and salomas. Constantly focusing on expanding the range and increasing the volume of products, the plant developed. In 1971, a soap-making shop was built, in 1996, shops for packing vegetable oil, the production of mayonnaise and mustard were put into operation. During the transition to a market-based management system, the enterprise relied on the technical re-equipment of the enterprise, on the improvement and automation of production processes. In 1996, 12.7 billion rubles were spent for these purposes, and in 1999 this amount was 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, design department, services of the chief mechanic, 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 tasks. First, to achieve high efficiency of continuous, mass production and thereby make your products inexpensive, available to customers with any income. Secondly, the use of a high level of technology, computer control of processes, strict adherence to all technological subtleties, strict bacteriological control, made it possible to create competitive, high-quality, environmentally friendly world-class products.

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

The legal status of JSC "Fat Plant", the rights and obligations of shareholders are determined in accordance with the Civil Code of the Russian Federation and the law "On Joint Stock Companies". The supreme governing body of a joint-stock company is the general meeting of 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 management levels. Currently, the production facilities of the plant are represented by four production workshops:

Hydrorefining,

Margarine,

Mayonnaise,

· Soap-making.

Sixteen auxiliary services work to service the main shops.

JSC "Zhirovoy Kombinat" has a high technical potential. The products are manufactured on highly automated production lines of well-known foreign firms. For the manufacture of polymer containers, advanced technologies and imported equipment are also used. The equipment required for the production is supplied from abroad, mainly from Germany. The plant has been cooperating with the "Sidel" corporation for many years and most of the recently purchased devices belong to this particular 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 enters into deals with American companies for the supply of egg powder, milk powder and tomato paste.

The product range of the enterprise includes mayonnaise, margarine, sunflower oil, ketchup, mustard, fats, and 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 production output is 2 thousand tons of mayonnaise, 40 tons of sunflower oil, up to 2000 tons of margarine, 400-450 tons of soap.

In personnel management of JSC "Zhirovoy Kombinat" are used the following groups methods:

· Administrative and organizational management methods:

1. Regulation of the relationship of employees by means of regulations on structural divisions and job descriptions,

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

Economic management methods:

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

Socio-psychological methods of management:

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

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

The main emphasis in the personnel incentive system is placed on material incentive methods. In accordance with the Labor Code of the Russian Federation, the plant independently establishes the type, remuneration system, the size of tariff rates and official salaries, as well as forms of material incentives. The main rules for remuneration and bonuses are set forth in the Regulations on the remuneration of employees of JSC "Zhirovoy Kombinat", approved by the order of the General Director (Appendix 2). All newly hired employees are obliged to familiarize themselves with this Regulation.

The plant pursues a policy of guaranteeing the stability of the wage system: it ensures the minimum wage guaranteed by law, workers are notified of the introduction of new and changes in the established wage conditions 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 the maximum amount. The tariff system of remuneration is used as a base.

The wages of employees are made up of:

Official salary,

Additional payments,

· The Ural coefficient.

Salaries are paid on the 8th day of each month.

The tariff part of the salary is formed as follows:

Official salaries for managers, engineers and technicians, specialists and employees are set 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 paying workers, the following applies:

· Time-based wages, according to the salaries approved in the staffing table, the size of which depends on the complexity of the work performed and wage grades;

· Piece-rate wages for actually performed work.

The following additional payments are established to 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;

· Additional payment 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;

· Additional payment for work in the evening and at night - in the amount and in the manner stipulated by the labor legislation;

· Additional payment for the leadership of the brigade;

· Additional payment for overtime work;

· Surcharge for weekends and holidays.

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

Bonuses are paid to employees on a monthly basis and is aimed at rewarding for high-quality and timely performance of work duties, initiative and enterprise in work. The bonus indicator is the fulfillment of the established monthly plans for the production of products in physical terms and their implementation for the sales department. The main condition for calculating bonuses to employees is the impeccable performance of labor functions and duties provided for by labor legislation, internal regulations, job descriptions and technical rules, timely implementation of environmental protection measures, strict adherence to sanitary regime workshops and territories.

The amount of the premium is:

· For workers - 80% of the salary and piecework earnings;

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

· For top managers - up to 100% of the official salary, in accordance with the concluded contracts.

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

· Failure to fulfill or improper fulfillment of labor duties stipulated by job descriptions or technical instructions;

· Committing a disciplinary offense;

· Causing material damage to the plant or damage to 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-observance of the sanitary regime of workshops and territories - by 10% with the assessment "satisfactory".

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

Employees are completely deprived of bonuses in the following cases:

Absenteeism,

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

Drinking alcoholic beverages on the territory of the plant,

· Committing theft of the plant's property.

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

Bonuses for workers (depreciation) are carried out according to the time worked in the current month according to the timesheet and orders of the heads of the shops. 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 any comments and violations, deductions are made. Employees who have not worked a full calendar month upon dismissal due to on their own, except for cases of retirement, as well as upon dismissal for absenteeism and other violations - the premium for this period is not charged.

Ticket number 3 The concept of the subject and object of management. Management relations in the organization.

1.Subject of management is a leader, collegial body or a committee exercising management influence. The leader can be both a formal and an informal team leader. In turn, the subject of management can also be an object of the board, for higher leaders.

Control object- it is a separate person or group that can be combined into any structural unit and which is under management influence. Nowadays, the idea of participative management is spreading more and more, that is, such management of the affairs of an organization, when all members of the organization, including the rank and file, participate in the development and adoption of the most important decisions. In this case, control objects become its subjects.

Thus, the central figure in the management process is a person who can act both as a subject and as an object.

2. Carrying out management, the participants in this process (subjects and objects of management) enter into management relations with each other.

Management relations exist where there is management activity. Management relationships are engendered by management goals. Management activity acts primarily as a social activity, since it is aimed at regulating the activities of people pursuing certain goals in accordance with their needs and interests.

The content of managerial relations depends on the nature of managerial work. Relationships between people, such as when accepting management decision, differ from the relations that develop during the implementation of the control function. The objective basis of management relations is the social needs for management. The parties to management relations are the subject and object of management and various subjects of management. Communication and interaction is carried out between them: vertically between the higher and lower levels of management, horizontally between the links of management with equal rights. The main characteristic of the hierarchical structure of management relations (vertical relations) is the relationship of subordination, i.e. direct and obligatory subordination of the lower level of management to a higher level. Management relations horizontally are relations of management subsystems that have equal rights, but perform different management tasks. These are relations of coordination, coordination of governing actions. The normative documents on the rights of divisions in relation to management activities should indicate what their actions and in what cases are subject to agreement with other management divisions. People entering into management relationships should be guided by the goals of the organization and the public interest, and not by the personal, selfish interests and interests of their unit and level of management.

Managerial relationships can be formal (formal) and informal (informal).

Formal management relationships is a system of connections between the subject and the object of management. The activities of the executors are governed by regulations, instructions, orders, and other regulatory documents. Formal management relationships involve leadership and submission. The official acts of the leader should induce the subordinate to act, regardless of his desire. At the same time, when there are too many such acts, subordinates are deprived of the opportunity for creative thinking and initiative. If decisions are not made in a timely manner or are insufficiently worked out and incompetent, there is unjustified independence or inaction.

Entering into managerial relations for the implementation of managerial work, people follow not only official norms and rules.

They discuss and resolve governance issues based on personal relationships, likes and dislikes.

Informal management relationships are formed within the framework of official relations, but go beyond the formally prescribed rules. Informal relationships not associated with direct execution of direct job functions, arise for comradely, related and other reasons. Informal management relationships can promote or oppose the development of formal management relationships. The existence of informal managerial relations cannot be avoided; every person, regardless of his post, is a person with merits and demerits, likes and dislikes. The only difficulty is that informal management relations do not replace formal ones, but work with them in the same direction. This largely depends on the first leader, his style of work and personal interests.

Management relations in the organization: concept and typology

The organization consists of two large subsystems - managing (subject of management - S) and managed (object of management - O). The connections between the subject and the object of management are the essence of management relations.

In terms of spatial orientation, relationships are subdivided into:

· subordination ( or vertically) - represent the relationship of management and administration, on the one hand, and the relationship of subordination, execution - on the other, arise and are regulated on the basis of regulations and job descriptions, are binding.

· coordination(or horizontally) - represent the relationship between employees of the organization, who occupy an equal and independent position in the service hierarchy, arise to coordinate and inform about the actions of various departments to achieve the goals of the organization.

According to the role and place in the structure, the following can be distinguished:

· basic relationship, which determine the structure of the system and form the main contour organizational structure;

· Complementary relationships that create conditions for the effective implementation of basic relationships;

· duplicate relationship, which ensure the guarantee of the implementation of certain functions of the system and its individual units in the event of a violation of the links ensuring their implementation.

· Control relationship that ensure the rationality of both individual inter-component relationships and the entire structure of the organization as a whole;

· corrective relationships, which ensure the introduction of changes in the implementation of the inter-component relationships of the organization, allow you to eliminate deviations that have arisen in the process of functioning of the system, and to adapt the existing structure to the new situation.

By the nature of the impact can be highlighted:

· Positive connections;

· Negative connections;

· Neutral relations.

By discontinuity can be highlighted:

continuous relationship that form the basis of the organization, ensure the stability of its structure

discrete relationship, which suggest the presence of certain time gaps in the implementation.

By variability can be highlighted:

Invariant e relations that can remain practically unchanged with various changes in the situation and conditions of the organization's functioning;

Variable relationships that, with a certain change in the situation, also change their characteristics

Target: the formation of practical skills in the development of a system of motivation for the organization's personnel.

Students should identify the essence and functions of work motivation. Particular attention should be paid to modern approaches and theories of personnel motivation. It is also recommended to define a procedure for designing a personnel motivation system at the enterprise. In the classroom, students need to give answers to the questions posed, and also through analysis and discussion of a specific situation and the implementation of practical tasks to consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of the implementation of practical tasks, analysis of the results of independent work on the topic.

1. Motivation of labor activity: essence, function.

2. Sources of motivation.

4. Procedural theory of motivation.

5. The system of methods of labor motivation: composition, principles of implementation.

6. Tools of the motivational process.

7. Model of a modern complex system of motivation.

9. Practical tasks.

The sales manager of one firm I. Ivanov intends to buy a car, which, in his opinion, will give him a certain weight in the team, improve the quality of his life due to the previously absent amenities. Assessing his capabilities, he identified three ways to achieve his goal:

1. take a car on lease;

2. increase sales in your company, get more profit and buy a car;

3. participate in lottery draws and win a car.

1. Using V. Vrum's procedural concept of motivation, determine the most motivationally grounded behavior of a manager who realizes his need.

2. Which way of satisfying a need is motivationally more justified?

Analyze the situations that have developed in the company and suggest ways to motivate employees in order to eliminate the conflict situation with maximum benefit for the organization (the situation is analyzed according to the following scheme of the motivational process:

2. From the office of the CEO, information is leaked to a competitor.

3. Workers large corporation oppose a merger with another large company.

4. An experienced (10 years of work experience) specialist has become worse at performing tasks.

5. The organization employs mainly women, interpersonal relationships are tense.

Motivational process diagram:

1. analysis of the situation: the place of the current situation (organization, workplace), participants in the situation (relationships, candidates);

2. definition of the problem: formulation of the problem, reasons and motives;

3. setting goals for motivating the employee (employees): identifying needs, determining the hierarchy of needs, analyzing changes in needs, "needs-incentives", strategy, method of motivation;

4. implementation of motivation: creating conditions that meet the needs, ensuring reward for results, creating confidence and the possibility of achieving the goal, creating an impression of the value of reward;

5. management of motivation: monitoring the progress of the motivational process, comparing the results obtained with the required ones, adjusting incentives.

Determine the conditions for the practical implementation of the main modern theories motivation:

Practical lesson on the topic "Forms of remuneration of personnel"

Target: the formation of practical skills for the optimal choice of the mechanism for remuneration of the personnel of the organization

Methodical recommendations for the lesson. Students should identify the essence and role of incentives in the personnel management system. Pay special attention to the forms, systems and methods of regulating the remuneration of the personnel of the enterprise. It is also recommended to determine the procedure for the formation of a mechanism for effective incentives for personnel. In the classroom, students need to give answers to the questions posed, and also through analysis and discussion of a specific situation and the implementation of a practical task to consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of the practical assignment.

1. The role of incentives in the personnel management system.

2. Subsystem of personnel remuneration: purpose, main goals

3. Principles of organization of wages

4. Regulation of wages

5. The structure of remuneration of an employee of the organization

6. Basic wages: forms, systems, motivational implementation mechanism.

7. Additional wage and the motivational mechanism for its implementation.

8. Bonuses and motivational mechanism for its implementation.

9. Social payments and the motivational mechanism for their implementation.

10. Modern trends in the field of wages and forms of their implementation.

11. Analysis of the situation.

12. Practical task.

Denis Kovalchuk is the CEO and owner of Nika, an import and wholesale company computer technology... The company employs two specialists in the purchase of computers abroad who receive official salaries and monthly bonuses in the amount of 40% of the salary (the decision on the payment of bonuses is taken by General manager), and five commercial agents engaged in domestic sales and receiving a commission of 10% of the sales amount. The prices for the computers sold are set by the General Director. Analysis of financial results over the past six months showed Denis that the company's profitability began to decline, despite the constant growth in sales volumes and maintaining commodity stocks at the same level, and, in addition, the terms of collection of receivables have increased. Purchasing staff received 40% of the bonus for all six months, but their remuneration was only 40% of the average income of a commercial agent.

Questions for analysis, reflection and discussion

1. Analyze the development of the situation in "Nika". How can the achieved results be explained? How can they be related to the compensation system?

2. What kind of remuneration system would you suggest for Nika?

3. How would you advise Denis to introduce this system?

Develop regulations governing the organization's remuneration mechanism.

Business game "Conflict at an industrial enterprise" to the topic "Conflicts in the organization"

I. Purpose of the game. Introduce students to conflict situation problems arising at industrial enterprises during the period of their reconstruction, to teach to recognize the causes and types of conflicts, as well as to find possible options for their solution.

II. Installation. A joint-stock company that manufactures chemical products (for example, detergents) is on the verge of bankruptcy. Enterprise products due Low quality and high cost price does not withstand competition in the sales market. For the profitable operation of the enterprise, the following measures must be taken:

a) replace outdated equipment with new;

b) reduce by about (Golovin the number of employees;

c) improve the qualifications of the remaining employees;

d) find (attract) additional funding;

e) radically rebuild the entire structure of the enterprise.

The company employs 100-150 people. All employees are divided into the following categories:

a) administrative and managerial staff;

b) workers of pre-retirement age;

c) women with young children;

d) all other employees.

All employees are shareholders of their company.

The game can take part from 7 to 30 people.

III. Participants of the game. 1.

General director of the enterprise. 2.

Technical Director. 3.

Finance manager. 4.

Human Resources Manager. 5.

Chairperson trade union committee. 6.

The structure of the collective is the composition and combination of various social groups. In one office, an enterprise employs people with different social status and it is important that each social group does not conflict with another. You need to build a competent relationship. There are cases when people with long work experience create unfavorable working conditions for newcomers and spoil relations with them.

Naturally, this affects their work. No one wants to work for a company where people are constantly humiliated. At the enterprise, it is necessary to prove everything by deeds, and not by words. Human relations in the company are divided into several groups:

Functional and production;

Professional;

Vocational qualification;

Demographic;

National;

Socio-psychological group.

A socio-psychological group is a human relationship in an organization that is created through common interests. There are common values that unite, captivate and employees of different groups and social spheres are united in this group. People are interested in a common goal and want to achieve great results. There is no fragmentation here, more and more solidarity. Thanks to common interests and ideas, a psychological microclimate is created that has a beneficial effect on the company.

Internally, collective relationships arise from the interaction of people who understand the importance of labor relations... There is no human factor here, but only the relation to work takes place. Employees independently understand the importance of the process and do not need any additional incentives.

Highly productive activity in the enterprise will be in the event that employees will see in their organization not only work, but even a home. They will try to give themselves completely to work. This attitude to work was in the USSR. Now there are slightly different views on activities, the employer should always stimulate employees financially or with other values.

Only in this way will there be full surrender. Only in this way will people be completely satisfied with work. Motivation can be different, the main thing, of course, is social motives. Various kinds of influences that have a beneficial effect on a person's attitude to work.

Objective factors relate to the socio-political situation in the country. The economic factors of the region and its industry also affect. Working conditions in a particular organization are objective. Employee relations in the enterprise will be improved if working conditions are normal. The level of work organization, pay and psychological climate in the team, all this will have a beneficial effect on the desire to work, develop the enterprise and improve relations between colleagues.

The subjective factor is the personal characteristic of the employee. Employee gender, age, education, intellectual level, upbringing, work experience. All this affects the human relations of employees in the organization. The more educated a person is and has more work experience, the easier it is for him to adapt at the enterprise.

Who should be directly involved in human relations. Only the leader influences the harmonious development of relations. Competently forms the relationship of employees at the first stage, that is, at the stage of employment. Personnel adaptation is what influences the harmony in the enterprise. Human relations improve significantly if the employer competently introduces employees to each other.

It is also important that the administration of the enterprise introduce incentives and bonuses, improve the corporate culture, and wages should progress, not fall.

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