COURSE WORK

by discipline " Organisation management»
on the topic: " Socio-psychological climate in the workforce»

Completed:

Checked:

INTRODUCTION

To study the theoretical foundations on this problem.
Learn the main characteristics of leadership styles.
Analyze the socio-psychological climate on the example of a particular organization.

Chapter 1. Theoretical foundations of the socio-psychological climate of the workforce

1.1. The concept and essence of the socio-psychological climate in the team

a set of socio-psychological characteristics of the group;
the prevailing and stable psychological mood of the team;
the nature of relationships in the team;
integral characteristic of the state of the team.

staff turnover rate;
labor productivity;
product quality;
the number of absenteeism and lateness;
the number of claims, complaints received from employees and customers;
performance of work on time or late;
carelessness or negligence in handling equipment;
frequency of work breaks.

Figure 1 - The structure of the socio-psychological climate

1.2. Factors that determine the socio-psychological climate.

1.3. The influence of the socio-psychological climate on the life of the individual and the team

1.4. Culture of communication and ways of forming a socio-psychological climate in a team

Chapter 2

2.1. Team leader management style

formal authority is due to the set of powers, rights that the position gives to the head;
moral authority depends on the moral qualities of the leader;
functional authority is determined by the manager's competence, business quality and his attitude to his professional activities.

2.2. Team management and socio-psychological climate

2.3. Reasons for ineffective team leadership

1. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. Therefore, skilled leaders need the ability to effectively manage themselves and their time.

2. The erosion of traditional values ​​has led to a serious disruption of personal beliefs and values. Therefore, modern leaders are required to be able to clarify their personal values.

3. There is a wide choice. Therefore, managers are required to clearly define both the goals of the work performed and their own goals.

4. Organizational systems are not able to provide all the learning opportunities required by the modern leader. Therefore, each leader must constantly support his own growth and development.

5. Problems are becoming more and more complex, while the means to solve them are often more limited. Therefore, the ability to solve problems quickly and efficiently is becoming an increasingly important part of managerial skills.

6. The constant struggle for markets, energy resources and profitability makes it necessary to come up with new ideas and constantly adapt. Therefore, leaders must be resourceful and able to respond flexibly to changing situations.

7. Traditional, hierarchical relationships become difficult. That's why effective management calls for the use of skills to influence others, ns resorting to direct orders.

8 . Many traditional schools and management methods have exhausted their capabilities and do not meet the challenges of the present and future. Therefore, new, more modern management techniques are required, and many managers must master other approaches in relation to their subordinates..

9. Great costs and difficulties are now associated with the use of hired workers. Therefore, every leader is required to use human resources more skillfully.

10. Increasing change requires the acquisition of new skills, the development of new approaches and the challenge of becoming obsolete. Therefore, the manager needs the ability to help others quickly learn new methods and master practical skills.

11. Complex problems increasingly require the combined efforts of several people working together to solve them. Therefore, the leader must be able to create and improve teams that can quickly become inventive and productive in their work.

the ability to manage oneself;

reasonable personal values;

clear personal goals;

emphasis on continuous personal growth;

problem solving skills;

resourcefulness and ability to innovate;

high ability to influence others;

knowledge of modern management approaches;

ability to lead;

ability to train and develop subordinates;

the ability to form and develop effective working groups.

2. Blurred personal values.
Leaders are expected to make decisions based on personal values ​​and principles on a daily basis. If personal values ​​are not sufficiently clarified, the manager will lack solid grounds for judgment, which may therefore be perceived by others as unreasonable.
Leaders for whom their own core principles are unclear or unstable, or whose values ​​are out of date, are limited by the fuzziness of personal values.
3. Vague personal goals.
Managers influence the course of their business and personal lives by evaluating the available opportunities and choosing certain alternatives. The manager may be unable to define goals or may strive for unattainable or undesirable goals - often goals that are inconsistent with modernity.
Alternatives are often underestimated and missed, so important opportunities are wasted while minor issues take time and effort. Such leaders usually find it difficult to achieve success and are unable to evaluate the success of others, because they are limited by the fuzziness of personal goals.
4. Stopped self-development.
Leaders are able to achieve significant success in self-development, but some cannot overcome their weaknesses and work on their own growth. They are not dynamic enough. They tend to avoid acute situations, let latent abilities remain undeveloped, lose natural responsiveness, and their business life becomes more routine, the more often they exclude risk from their activities in the interests of personal safety. Such leaders are limited by the stopped self-development.
5. Lack of problem solving skills.
Skilled problem solving is itself an obvious managerial skill. Some leaders fail to methodically and rationally work to solve problems and produce quality solutions. They often find it difficult to hold meetings to solve problems, set goals, process information, plan and control. Problems that are not dealt with quickly and vigorously accumulate and interfere with both the thinking and the action of a manager who is limited by a lack of problem-solving skills.
6. Lack of creativity.
Often, managers lack the ability to creatively approach decisions and the ability to innovate. A manager with relatively low ingenuity rarely puts forward new ideas, is not able to force others to be creators and use new approaches to work.
Such leaders are often unfamiliar with the methods of increasing ingenuity or ridicule them as frivolous and superficial. High ingenuity requires a willingness to deal with obstacles and setbacks. A manager who is unwilling to experiment, take risks, or remain creative in spite of difficulties is limited by a lack of creativity.
7. Inability to influence people.
Leaders constantly need to influence those who are not directly subordinate to them. However, some leaders are unable to obtain the support and participation required and, as a result, cannot provide the resources necessary for success. They tend to blame others for not listening to them, and for not being considered powerful enough by their peers. A leader who is not persistent enough, does not establish interaction with others, and who does not have enough ability to express himself and listen to others, is limited by the inability to influence others.
8. Insufficient understanding of the characteristics of managerial work.
Until leaders seriously evaluate the effectiveness of how they manage others, they will not achieve high returns from them. Managers who are not able to learn their own management approaches lack the ability to clearly explain them. Usually they do not seek feedback, they are not able to interest their subordinates in standing out from others, it is especially difficult for them to give instructions.
Managers who do not sufficiently understand the motivation of employees, and those whose managerial style is outdated, does not meet the conditions, is unethical or inhumane, are limited by a lack of understanding of the essence of managerial work.
9. Weak leadership skills.
Effective management of people and resources requires many skills, which can be called the ability to lead. Wasted working hours and inefficient work methods lead to people feeling dissatisfied and working below their capacity.
10. Inability to teach.
Almost every leader from time to time acts as a mentor, teacher, educator. Without developing this skill, the manager cannot bring the performance of employees to the required ones and help them in self-development. The requirements for their training are not clearly established, and there is not enough time for self-development. People often work without feedback from the manager, and his assessments and recommendations are formal. A leader who lacks the ability or desire to help develop others is limited by their inability to teach.
11. Low ability to form a team.
In order to achieve results, most leaders must team up with others using their skills. However, in accordance with the common approach to the role of a leader, he may not do anything to encourage the growth of the entire group or its members.
Leadership style is usually cited as the most important factor influencing climate organization.
In connection with the nature of the leader's activity, with the degree of his orientation towards the deployment of reproductive or creative, impersonal, business, functional-role or personal activity of subordinates, one can judge the level of the socio-psychological climate in the team.
All the multifaceted activities of the leader, one way or another, affect the mental state of the team, the degree of mental involvement in the work of each member of the team.
The following main factors affecting the socio-psychological climate of the team are distinguished:

external influences ( characteristics the current stage of the socio-economic and socio-political development of the country, the relationship of this organization with other city and district organizations, etc.).
internal influences (the material-material sphere of activity of the primary team, the style of team management, the level of psychological compatibility of team members, etc.).

Chapter 3

3.1. General information about the object of study

3.2. Express method for studying the socio-psychological climate in the workforce

the emotional component is contradictory (0.28);
the cognitive component is positive (0.76);
the behavioral component is positive (0.6).

Figure 2 - Components of the socio-psychological climate in the team

3.3. Determination of the Seashore Group Cohesion Index.

Figure 3 - Group cohesion in the team

3.4. Evaluation of interpersonal relations according to the method of T. Leary.

II. Selfish type.
100% of employees have selfish traits, are self-oriented and have a tendency to compete. Among them are 48% of employees with adaptive behavior, 40% with moderately adaptive behavior and 12% with extreme behavior.
III. Aggressive type.
92% of employees have perseverance, perseverance and energy. Of these, 48% have adaptive behavior and 44% moderately adaptive.
8% are demanding, straightforward, frank, strict in assessing others, irreconcilable, inclined to blame others for everything, ironic and irritable. Their behavior is closer to extreme.
IV. Suspicious type.
96% of employees are critical of all social phenomena and people around them. Among them are 92% with adaptive behavior and 4% with moderately adaptive behavior.
4% experience difficulties in interpersonal contacts due to suspicion and fear of a bad attitude, they are closed, skeptical, disappointed in people, secretive, they show their negativism in verbal aggression. The behavior of these employees is extreme.
V. Subtype.
92% of employees are modest, emotionally restrained, able to obey and honestly perform their duties. Including 72% with adaptive behavior, 20% with moderately adaptive behavior.
etc.................

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"BELGOROD STATE UNIVERSITY"

INSTITUTE

STATE AND MUNICIPAL ADMINISTRATION

DEPARTMENT OF SOCIAL TECHNOLOGIES

Course work

SOCIO-PSYCHOLOGICAL CLIMATE IN THE WORK TEAM (ON THE EXAMPLE OF SPAKO-INVEST LLC)

full-time students of the 3rd year of the group 110801

Zhilina Elena Petrovna

Scientific adviser:

Ass. Khakhaleva M.N.

Belgorod 2011

INTRODUCTION 3

SECTION I. SOCIO-PSYCHOLOGICAL CLIMATE IN THE LABOR TEAM 6

SECTION II. PRACTICAL RESEARCH OF THE SOCIO - PSYCHOLOGICAL CLIMATE OF THE WORK TEAM OF SPAKO-INVEST LLC 14

CONCLUSION 24

LIST OF SOURCES AND LITERATURE 26

APPENDIX 28

INTRODUCTION

Relevance of the research topic. Managing a large company requires clear coordination and pragmatism. However, in most organizations, new approaches to management are needed to achieve great results. One of these approaches is a favorable socio-psychological climate, emotional management, elements of which were present in one way or another at all times and in any company.

In the conditions of the modern scientific and technological revolution, interest in the phenomenon of the socio-psychological climate in the team is constantly growing. The relevance of this problem is dictated, first of all, by more increased requirements for the level of psychological involvement of the individual in his work activity and the complication of the mental life of people, the constant increase in their personal requirements. Improving the socio-psychological climate of the team is the task of revealing the social and psychological potential of society and the individual, creating a fully revealed way of life for people. The formation of a favorable socio-psychological climate of the work collective is one of the most important conditions for the struggle to increase labor productivity and the quality of products that are produced. At the same time, the socio-psychological climate is an indicator of the level social development of the collective and its psychological reserves capable of more complete realization. And this, in turn, is connected with the prospect of increasing social factors in the structure of production, with the improvement of both the work of the organization itself and working conditions. The level of optimality of the socio-psychological climate of each individual work collective also determines the general socio-political, ideological atmosphere of society, the country as a whole.

Analysis of the degree of study of the chosen topic. The general theory of organization is covered in the works of such researchers as Yu.N. Lapygin Lapygin Yu.N. - Theory of organization / Yu.N. Lapygin. - Infra-M, 2007. 311 p. , V.R. Vesnin Vesnin V.R. - Management / V.R. Vesnin. - Prospect, 2006. 504 p. , A.A. Belyaev Belyaev A.A. - Systemology of the organization / A.A. Belyaev. - Infra-M, 2003. 184 p. . Among foreign researchers, the works of B.Z. Milner Milner B. Z. - Theory of organization: textbook / B. Z. Milner. 2nd ed. revised and additional M. : INFRA-M, 2002. 480 p. , J.K. Lafta Laft J.K. - Organization Theory / J.K. Laft. - Prospect, 2005, 416 p. . The role of the moral and psychological climate at the enterprise is considered in the work of Zharikov E.S. "Psychology of management. A book for managers and HR managers. Zharikova, E.S. - Psychology of management. A book for a leader and a personnel manager / E.S. Zharikov. - UNITY-DANA, 2001. 527 p.

The research problem is due to the presence of a contradiction between the objective need to improve the socio-psychological climate in the workforce and the insufficient development of technologies for managing this process.

The object of research is the socio-psychological climate in the team.

The subject of the study is the features of the socio-psychological climate in Spaco-Invest.

Based on the goal, it is necessary to implement the following tasks:

1. Reveal the essence of the socio-psychological climate and determine the factors of its formation;

2. Give brief description, analyze the socio-psychological climate of Spaco-Invest LLC;

Theoretical and methodological foundations of the study. Theoretical and methodological basis scientific research are the works of domestic and foreign scientists related to the topic of the course work, namely Platonov Yu.P. Platonov Yu.P. Psychology of collective activity: Theoretical and methodological aspect. - / Yu.P. Platonov. - Speech, 2010. S. 576 , Chernysheva V.N. Chernyshev V.N., Dvinin A.P. Man and staff in management. / V.N. Chernyshev, A.P. Dvinin. - St. Petersburg: Energoatomizdat, 1997. 220s.

The empirical base of the coursework includes:

1) regulatory legal acts Russian Federation, municipalities;

2) Information from the official website [email protected];

3) constituent documents of SPAKO-Invest LLC

Work structure. The course work consists of an introduction, three sections, a conclusion, a list of sources and references.

SECTION I. SOCIO-PSYCHOLOGICAL CLIMATE IN THE WORK COLLECTIVE

Psychologically developed as a team is such a small group in which a differentiated system of various business and personal relationships has developed, built on a high moral basis. Such relationships can be called collectivist. A small group, in order to be called a collective, must meet very high requirements:

successfully cope with the tasks assigned to it (to be effective in relation to its main activity);

have high morals, good human relations;

create for each of its members the possibility of personal development;

· to be capable of creativity, that is, as a group to give people more than the sum of the same number of individuals working separately can give.

The group on the way to the team goes through several stages:

1) mutual orientation - this stage consists in self-presentation, observation of each other, attempts to understand the important properties of partners for themselves. This is the stage of low performance of the group. Activities that shorten this phase - organizing a meeting outlining the purpose of the group and the functions of its members;

2) emotional upsurge - determined by the advantage of contacts, animated by the novelty of the situation;

3) a decline in psychological contact - occurs because people begin joint activities, in which not only advantages, but also disadvantages are revealed. Some mutual dissatisfaction is formed;

4) the rise of psychological contact.

So, a collective is a community of people, the life activity of which is based on the value-oriented unity of its members, and the main value orientations are socially significant.

The following types of groups are distinguished: educational, labor, military, sports, socio-political, groups of people united by interests (hunters, fishermen), etc.

The labor collective is the main unit of society, which unites all employees of an enterprise, institution, organization to achieve a certain specific goal of their joint labor activity.

All work teams have general properties:

the presence of a common goal, the unity of interests of the members of the labor collective;

Organizational arrangement within the framework social institution;

social and political significance of the activity;

relations of comradely cooperation and mutual assistance;

· socio-psychological commonality of the members of the team;

manageability;

· the presence of a clearly defined structure of interactions and a certain range of responsibilities, rights and tasks.

The classification of labor collectives can be based on several criteria, according to which they can be subdivided as follows:

a) by forms of ownership (state, private, etc.);

b) by areas of activity (industrial and non-industrial);

c) by the time of existence (temporary and permanent);

d) by stage of development (forming, stable, decaying).

e) by subordination (primary, primary, secondary).

Labor collectives are called upon to perform the following typical functions.

1. Production management function - carried out through various formal collective management bodies, public organizations, special elected and appointed bodies, direct participation of workers in management.

2. Target - production, economic: the release of certain products, ensuring the economic efficiency of activities, etc.

3. Educational - carried out by methods of socio-psychological influence and through the governing bodies.

4. The function of stimulating effective labor behavior and responsible attitude to professional duties.

5. The function of the development of the team is the formation of skills and abilities of teamwork, the improvement of methods of activity.

6. Innovation and invention support function.

From the content side, the labor collective is defined as such a community in which interpersonal relations are mediated by the socially valuable and personally significant content of joint activities. With this understanding of the labor collective, its structure always (to varying degrees) contains three main elements: the leadership group, the core, and the peripheral part.

The leadership group is represented by members of the labor collective, who are functionally entrusted with the function of leadership, or a member of the collective, who, due to his personal qualities, enjoys authority among most of its other members.

The core is made up of those members of the labor collective who have already established themselves in the collective, identified with it, that is, they are the bearers of the collective consciousness, norms and values.

The peripheral part of the structure of the labor collective is formed by those members who have either recently joined the system of collective relations and have not yet identified with it, or are present in the collective only functionally. It is this part of the team that is primarily the object of "manipulation" by the leader.

The concept of socio-psychological climate

This term, now widely used, is often taken on a par with the concepts of the spiritual atmosphere, the spirit of the team and the prevailing mood.

The SEC of a team is always characterized by the atmosphere of the mental and emotional state of each of its members, the individual, specific to the joint activity of people, and undoubtedly depends on general condition the people around him. In turn, the atmosphere of a particular community or group is manifested through the nature of the mental mood of people, which can be active or contemplative, cheerful or pessimistic, purposeful or anarchic, everyday or festive, etc. Not only in sociology, but also in psychology, the point of view has been established, according to which the main structure of the forming SEC is mood.

Let us refer, in particular, to the statement of the famous Soviet psychologist K.K. Platonov, according to whom the socio-psychological climate (as a property of the group) is one (albeit the most important) of the components of the internal structure of the group, is determined by interpersonal relations in it, which create persistent moods of the group, on which the degree of activity in achieving goals depends.

The climate of the collective is the prevailing and relatively stable mental attitude of the collective, which finds diverse forms of manifestation in all its life activity.

An essential element in the general concept of the socio-psychological climate is the characterization of its structure. This involves the calculation of the main components within the framework of the phenomenon under consideration on a certain unified basis, in particular, on the category of relation. Then, in the structure of the SEC, the presence of two main divisions becomes obvious - the attitude of people to work and their relationship to each other.

Rice. 1 The structure of the socio-psychological climate

In turn, relations to each other are differentiated into relations between workmates and relations in the system of leadership and subordination. Ultimately, the whole variety of relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective.

Under the objective mood is meant the focus of attention and the nature of a person's perception of certain aspects of his activity. Under the tonal - his emotional attitude of satisfaction or dissatisfaction with these parties.

The psychological climate of the team, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes into a certain situation - the social form of self-relationship and self-consciousness of the individual.

As a result, a certain structure of immediate and subsequent, more immediate and more mediated manifestations of the socio-psychological climate is created.

The fact that the attitude to the world (the system of value orientations of the individual) and the attitude to oneself (self-consciousness, self-attitude and well-being) fall into the rank of subsequent, and not immediate manifestations of the climate, is explained by their more complex, repeatedly mediated dependence not only on the situation of this collective , but also on a number of other factors, on the one hand, macroscale, on the other, purely personal. Indeed, a person's relationship to the world is formed within the framework of his way of life as a whole, which is never exhausted by the objects of this or that, even the most significant for him, the collective.

The same is true with respect to oneself. A person's self-consciousness develops throughout his life, and well-being is significantly dependent not only on his status in the work collective, but often to an even greater extent on the family and domestic situation and the physical health of the individual.

This, of course, does not remove the possibility of considering the self-esteem and well-being of the individual in this particular team and depending on it. The well-being of the individual in the team is reflected in the relationship of the individual to a certain group as a whole, the degree of satisfaction with one's position and interpersonal relations in the group. Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people. To a certain extent, the well-being of a person can also serve as a well-known indicator of the degree of development of his spiritual potential. In this case, a mental state is implied, which is largely determined by the atmosphere of the production team.

From this point of view, the well-being of the individual can be considered as one of the most common indicators of the SEC.

Rice. one. Graphic image components of the socio-psychological climate

A - attitude to the case; B - the well-being of the individual (attitude towards oneself); B - attitude towards other people.

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

Let us consider in more detail the factors that influence the formation of a certain socio-psychological climate in the team:

1. Compatibility of its members, understood as the most favorable combination of the properties of employees, ensuring the effectiveness of joint activities and personal satisfaction of each. Compatibility is manifested in mutual understanding, mutual acceptability, sympathy, empathy of team members to each other. There are two types of compatibility: psychophysiological and psychological. Psychophysiological is associated with the synchronism of the individual mental activity of workers (different endurance of group members, speed of thinking, features of perception, attention), which should be taken into account when distributing physical loads and assigning certain types works. Psychological involves the optimal combination of personal mental properties: character traits, temperament, abilities, which leads to mutual understanding. Incompatibility is manifested in the desire of team members to avoid each other, and in the event of the inevitability of contacts - to negative emotional states and even to conflicts.

2. Style of behavior of the leader, manager, owner of the enterprise.

3. Success or failure of the production process.

4. The applied scale of rewards and punishments.

5. Working conditions.

6. The situation in the family, outside of work, conditions for spending free time.

Depending on the nature of the socio-psychological climate, its impact on a person will be different - stimulate work, cheer up, inspire vigor and confidence, or, conversely, act depressingly, reduce energy, lead to production and moral losses. Platonov, K.K. - Introduction to psychology / K. K. Platonov. - M: Academy, 2005. - 549 p.

In addition, the socio-psychological climate is able to accelerate or slow down the development of the key qualities of an employee necessary in business: readiness for constant innovation activities, the ability to act in extreme situations, to make non-standard decisions, initiative and enterprise, readiness for continuous professional development, a combination of professional and humanitarian culture.

It can be confidently asserted that the style of the leader's activity, his behavior, appearance and well-being depends on the mood of the entire team, its ability to work and success. It is impossible to count on the fact that the necessary relations in the team will arise by themselves, they must be consciously formed. Personnel management of the organization: a workshop textbook / Ed. AND I. Kibanova - M.: Pedagogical Society of Russia, 2002. 232 p.

SECTION II. PRACTICAL RESEARCH OF THE SOCIO-PSYCHOLOGICAL CLIMATE OF THE WORK TEAM OF SPAKO-INVEST LLC

Spako-Invest Limited Liability Company is located in the industrial part of the city of Belgorod.

July 1, 2002 is considered to be the date of foundation [email protected].

The location of the future enterprise was largely influenced by the border location of the region and the intersection of major transport routes, which open up advantages for interregional and international cooperation.

For a short period of work, the plant has established itself as a leading manufacturer of woodworking equipment. High production technology combined with a powerful design department allows us to offer the consumer high-quality and highly competitive products.

The enterprise ships machine tools to many regions of Russia by rail and by car. Basically, these are territories that are especially rich in forests: Krasnoyarsk Territory, Bashkiria, Komi Republic, Vologda, Kostroma, Ulyanovsk, Arkhangelsk, Samara Regions, Eastern Siberia, Primorsky Territory and others.

The plant's products are regularly presented at specialized woodworking exhibitions in St. Petersburg, Ufa, Vologda and many other cities.

In 2004, the company mastered a new area of ​​activity: design, production and installation of metal structures for all industries and Agriculture. In a short time, the plant completed a number of large orders for construction, non-standard and large-sized metal structures for organizations in the city of Belgorod and Belgorod region: Energomash LLC, EnergoSnabService CJSC, PMK-6, Belgorodvodstroy LLC, Agroindustriya CJSC and others. The plant pays great attention to ordinary Belgorod residents, providing them with artistic forging products according to individual orders and drawings.

Today, the production employs more than a hundred qualified specialists: welders, assemblers, carvers, designers, technologists. Among them are many experienced workers who have been working at the plant since its foundation. They form the backbone of the workforce and share their production experience with young workers.

In order to improve the design, improve the quality and volume of design documentation, the plant is now introducing automated design of machine tools and metal structures. The marketing department of the enterprise allows you to instantly respond to most of the requests of consumers.

The sphere of interests of the plant is not limited to these types of production. The search for potential partners is being actively conducted and the manufacture of new products is being mastered, taking into account the technological capabilities of the plant. New technologies are being mastered.

Spaco-Invest LLC manufactures metal structures for the following objects:

Buildings for industrial and civil purposes

· Customs terminals

· Specialized sports complexes

Cultural and leisure centers

shopping malls

Spaco-Invest LLC offers services for the installation of metal structures of any complexity:

· Prefabricated buildings

Metal frames of buildings (columns, beams, trusses of roofs and floor slabs)

Pipe racks and transport galleries

Buildings of arched type

Stairs, service platforms and fences

Masts of communication systems and other structures

Spaco-Invest LLC performs work on the manufacture and installation of technological metal structures:

Communication systems masts

Pipe racks and transport galleries

Road barrier fences, poles and frame structures of information signs and traffic lights, supports for pedestrian crossings

Non-standard metal structures for individual projects

Spaco-Invest LLC provides services for the design of buildings and structures made of metal structures.

Executed design work include:

Collection of initial data for design

· Architectural and building design

Design of engineering networks and communications

・Design consulting

· Computer modeling of the object

Carrying out the necessary approvals of the project

Spako-Invest LLC also produces woodworking equipment of several categories:

Band sawmills SLG-80

FR-2900 panel saw

Quadrilateral machine S20-4B

Four-sided longitudinal milling machine C-22

Circular saw machine KS-2

Band saw machine LS-40

Due to the introduction of new developments at all stages of production, the use of modern materials and technologies, as well as due to computer design and modeling, the quality and prices of the structures of this enterprise compare favorably with the products of other enterprises.

Currently, the workforce of Spaco-Invest LLC consists of more than 80 people. Among the employees are both experienced specialists and recent graduates of universities and technical schools working under their guidance.

Analysis of the socio-psychological climate of Spaco-Invest LLC

The psychological climate at the emotional level reflects the relationships that have developed in the team, the nature of business cooperation, and the attitude to significant life phenomena. The psychological climate is formed due to the psychological atmosphere - also a group emotional state, which, however, takes place in relatively short periods of time and which, in turn, is created by the situational emotional states of the team.

To evaluate some of the main manifestations of the psychological climate of the team, we used the map-scheme of L.N. Lutoshkin.

31 people took part in the testing. 23 employees have higher education, the rest have secondary special or technical education. The age of employees is from 28 to 62 years. They were provided with sheets where on the left side those qualities of the team that characterize a favorable psychological climate are described, on the right - the qualities of the team with a clearly unfavorable climate. The degree of expression of certain qualities is determined using a seven-point scale placed in the center of the sheet (from +3 to -3).

An example of the design of a map-scheme by L.N. Lutoshkin, characterizing the psychological climate of an organization, is presented in Appendix 1.

Using the diagram, you should first read the sentence on the left, then on the right, and then mark with a “+” in the middle part of the sheet the assessment that best corresponds to the truth.

Keep in mind that ratings mean:

3 - the quality indicated on the left is always manifested in this team;

2 - quality is manifested in most cases;

1 - quality appears quite often;

0 - neither this nor the opposite (indicated on the right) properties are manifested clearly enough, or both are manifested to the same extent;

1 - quite often the opposite quality appears (indicated on the right);

2 - quality is manifested in most cases;

3 - quality is always shown.

To present a general picture of the psychological climate of the team, it is necessary to add up all the positive and negative points. The result obtained can serve as a conditional characteristic of the psychological climate of a greater or lesser degree of favorableness.

Based on this study, the following conclusions can be drawn:

The psychological climate in this team is not stable, with a predominance of a not entirely favorable environment for the relationship of its members.

It must be said that employees cannot accurately determine the nature of emotional interaction within the team; positively assessed the emotional state within the group - 40% - this means that they consider the relationship positive; 48% of employees gave a negative answer, which means that they believe that there is antipathy in intra-group relations.

8% of employees believe that the exchange of business information does not have a clear direction, or is poorly established; 48% of team members believe that there is an exchange of work experience, knowledge in the field of activity, cooperation within the team is well established; 44% believe that information exchange in the group is weak or non-existent.

Also, 8% of employees believe that the behavior of employees cannot be called as fully consistent with each other's expectations; positively assessed the behavior of their colleagues 52%, which means that the behavior is fully consistent with their expectations; 40% of employees consider the behavioral component to be negative, that is, it does not fully correspond to their ideas about the behavior of colleagues in the group.

The organization of collective labor is one of the most pressing problems in the development of modern production.

The solution to this problem requires a deep knowledge of the specifics of labor and its psychological components. A significant role in this is played by empirical research and applied study of the processes of organization of collective activity, its flow and implementation in specific production conditions, as well as the development in this regard of specific ways to improve it.

Collectives should be a kind of self-regulating systems in which formalized structures of relations should not fetter initiative and freedom, but, on the contrary, should stimulate search activity, entrepreneurship and return of each of the participants in the labor process. In addition, these systems require the harmonization of formal and informal relations, manifestations of independence, dynamism and stability in all their links. Violation of such requirements can partially or completely neutralize the factor of creativity and activity of both individual substructures and the entire enterprise.

Thus, the practice of scientific management requires solving the important task of harmonizing the requirements of the functional organization of the enterprise, ensuring the creative freedom of the individual and updating the mechanisms of social, collective impact.

If the leader really strives to find the best ways to organize collective activity, he must have the information necessary for this and be sufficiently aware of the socio-psychological processes and conditions in which labor activity takes place.

The social contact part of any organization is complex system components, expressed primarily in the formation of the socio-psychological climate of the team. As mentioned above, the effective performance of labor functions depends not only on organizational and production conditions, but also on interpersonal relationships that have a significant impact on the well-being and results of a person’s work. Speaking about the psychological climate, it must be taken into account that we are talking about a relatively stable system of relations that has developed over a certain period of time and has the possibility of change and development.

Any organized group, including the labor collective, has formal and informal structures, where there are their own status-role positions. Different members of the group are more or less similar or differ in what they consider important and acceptable, and what is secondary and unacceptable, and so on. All this creates a psychological microclimate, the mood of the group, and members of the group either value it or neglect it and may even quit jobs that are essentially interesting to them. In this regard, one of the most important tasks of a practical psychologist in an organization is determined - the optimization of interpersonal relations and the creation of a favorable socio-psychological climate in the work team, since the construction and maintenance of optimal business, interpersonal relations, due to positive emotional experiences, is the most important condition not only for the efficiency of the team, but also for the creation of highly effective organizations.

AT general view SEC is the prevailing and relatively stable mood of the team, which finds diverse forms of manifestation in its life.

Theoretical studies allow us to conclude that the psychological climate is the most holistic characteristic of the group, associated with the characteristics of the reflection by the group of individual objects (phenomena, processes) that are directly related to joint group activity. Among the most significant objects of reflection are horizontal and vertical relationships, the content of the activity, some situational elements of the activity. The features of reflection by members of the group of these objects (phenomena, processes) act as the main empirical indicators of the socio-psychological climate.

To increase productivity and create a favorable psychological climate, the leader needs to know interpersonal relationships in the team. In any team, invisible threads of relationships are stretched between people that cannot be reflected in any staffing table. An informal structure arises, built on the likes and dislikes of the members of the collective. It is known that intra-group conflicts, as a rule, originate in an informal structure, and then move into the sphere of formal relations, knocking the team out of the normal rhythm of work. As many social psychologists believe, the coherence, coherence of the team is determined by the degree of unity of the formal and informal structures. And the higher this degree, the greater success the team can achieve. One of the methods of researching interpersonal relationships available to every leader is in-depth study various social facts, as well as specific actions and actions of people who are part of this team. These social facts include mutual assistance, friendship, quarrels, conflicts, and the like. Constant monitoring of these phenomena will allow the leader to study the interpersonal relationships of subordinates.

The psychological essence of education and stimulation of the working people lies in the encouragement of good work and behavior, in the punishment of negative deeds. These means of influence make it possible to keep a person within the framework of certain moral requirements of society and laws developed by the state. However, preference in educational work should be given to incentives. Punishment, on the other hand, should be regarded as an extreme measure of educational influence, and one must be able to apply it very carefully. The constant fear of a person that he can be punished for this or that wrong action, for a mistake made when taking the initiative, gives rise to routiners and reinsurers. Speaking of psychological aspects educational and stimulating activities of the leader, it must be remembered that none of the methods, be it persuasion or censure, encouragement or punishment, used separately, will bring a positive effect. So, in order for labor activity to discipline to become higher, the leader must be able to use the entire arsenal of stimulating and educational influences. The psychological mechanism of personality assessment is that the praise of the leader increases the authority of the employee and thereby affects the attitude of the team members towards him. Giving an assessment to a subordinate, it is necessary to strive to ensure that he feels that the leader and the team notice and approve of his personal merits, successes in work and social activities. As a result, a person strives to become even better, to achieve higher performance at work. In this natural aspiration, in moral efforts encouraged by the leader and the team, as well as in a sense of self-respect, lies the whole secret of a positive assessment in the educational process and the activation of the individual.

It is important not only that the leader at work does not look gloomy, gloomy; it is also important that each person comes to work in a cheerful, not depressed state, and that his good mood is constantly maintained. This largely depends on what kind of moral and psychological climate is created in the team.

CONCLUSION

psychological management team

In this work, a theoretical analysis of the concept of a socio-psychological climate in a team was carried out.

The socio-psychological climate is the psychological mood in a group, which reflects the nature of the relationship between people, the prevailing tone of public mood, the level of management, the conditions and characteristics of work and leisure in this team. Studying this problem, we can say that the effectiveness of the overall activity depends on the optimal implementation of personal and group capabilities. A favorable atmosphere in the group not only has a productive effect on its results, but also restructures a person, forms his new opportunities and shows potential ones. In this regard, there is a need to optimize the style of interpersonal interaction in the organization.

Summing up this work, it should be noted that the nature of the socio-psychological climate as a whole depends on the level of group development. It has been established that there is a positive relationship between the state of the socio-psychological climate of a developed team and the effectiveness of the joint activities of its members. Optimal management of activities and the socio-psychological climate in any (including labor) team requires special knowledge and skills from the management team. The following are applied as special measures: scientifically substantiated selection, training and periodic certification of leading personnel; recruitment of primary teams, taking into account the factor of psychological compatibility; the use of socio-psychological methods that contribute to the development of effective mutual understanding and interaction among team members. The leader influences almost all factors that determine the socio-psychological climate. The selection of personnel, the promotion and punishment of members of the team, their promotion in the service, and the organization of the work of workers depend on it. Much depends on his leadership style.

Also, based on the results of this work, it follows that the tendency to maintain traditions exists in every team. As a result, he develops his own set of ideas about his significance, superiority over others, which gives him additional strength, stability, and cohesion.

The basis and necessary prerequisite for the formation of an optimal socio-psychological climate is the level of socio-psychological development of the team, for the study of which there are many methods of self-assessment of the team.

LIST OF SOURCES AND LITERATURE

1. Aliev V.G. Organizational behavior: Textbook for universities [Text] / V.G. Aliev S.V. Dokholyan. - M.: Economics, 2006. - 310 p.

2. Bolshakov, A.M. Management [text] / A.M. Bolshakov. - Peter, 2008. - 111s.

3. Vasiliev G.A. Organizational behavior: textbook. Pos [Text] / G.A. Vasiliev, E.M. Deeva. - M.: Unity, 2008. - 579 p.

4. Vesnin V.R. Management in questions and answers: Tutorial[Text] / V.R. Vesnin. - M.: Prospekt, 2007. - 332 p.

5. Vikhansky O.S. Management [Text] / O.S. Verkhansky A.I. Naumov. - M.: Economy, 2007. - 250 p.

6. Galkina T.P. Sociology of management: from group to team [Text] / T.P. Galkin. - M.: Finance and statistics, 2008. - 176 p.

7. Glukhov V.V. Management and Organizational Behavior [Text] / V.V. Glukhov. - St. Petersburg, Special Literature, 2009. - 345 p.

8. Efremov, O. Yu. Personnel management [Text] / O. Yu. Efremov, - M .: Series "University Textbook", 2008. - 350 p.

9. Zharikova E.S. Psychology of management. A book for a manager and a personnel manager [Text] / E.S. Zharikov. - UNITY-DANA, 2001. - 527 p.

10. Ivantsevich D.Zh. Human resources management [Text] / D.Zh. Ivantsevich, A.M. Lobanov. - M.: Delo, 2007. - 558 p.

11. Kartashova L.V. Organizational Behavior: Proc. Manual [Text] / L.V. Kartashov. - M.: Infra-M, 2005. - 651 p.

12. Kibanov A.Ya. Personnel management of the organization [Text] / A.Ya. Kibanov. - M.: INFRA-M, 2005. - 637 p.

13. Kochetkova A.I. Introduction to organizational behavior and organizational modeling [Text] / A.I. Kochetkov. - M.: Delo, 2008. - 944 p.

14. Krasovsky Yu.D. Organizational behavior [Text] / Yu.D. Krasovsky. - M.: UNITI, 2006. - 527 p.

15. Malinin E.D. Organizational culture and business efficiency [Text] / E.D. Malinin. - M.: MPSI, 2009. -368 p.

16. Parygin B.D. Social psychology [Text] / B.D. Parygin. - St. Petersburg: SPbGUP, 2003. - 616 p.

17. Platonov K.K. Introduction to psychology [Text] / K.K. Platonov. - M: Academy, 2005. - 549 p.

18. Platonov Yu.P. Psychology of collective activity: Theoretical and methodological aspect. - [Text] / Yu.P. Platonov. - Speech, 2010 - 576 p.

19. Pochebut L.G. Organizational social psychology [Text] / L.G. Pochebut, V.A. Chiker. - St. Petersburg: Speech, 2008. - 568 p.

20. Reddin V.J. Tests for managers [Text] / V.J. Reddin. - Rostov-on-Don: Phoenix, 2007. - 43 p.

21. Reznik S.D. Organizational behavior (workshop: business games, tests, specific situations): Textbook.pos. [Text] / S.D. Reznik. - M.: Infra-M, 2008. - 651 p.

22. Samygin S.I. Management psychology [Text] / S.I. Samygin, Stolyarenko. -- Rostov-on-Don: Phoenix, 2007. - 298 p.

23. Sergeev A.M. Organizational behavior: For those who have chosen the profession of a manager [Text] / A. M. Sergeev. - M.: Academy, 2007. - 244 p.

24. Sidorenko E.M. Motivational training. Practical guide [Text] / E.M. Sidorenko. - St. Petersburg: Speech, 2009. - 135 p.

25. Spivak V.A. Personnel management and organizational behavior [Text] / V.A. Spivak. - St. Petersburg. St. Petersburg: Piter, 2008. - 224 p.

ATTACHMENT 1

Map-scheme of L.N. Lutoshkin.

Hosted on Allbest.ru

Similar Documents

The concept and formation of the socio-psychological climate of the team. The main factors influencing the socio-psychological climate in the team. Analysis, assessment, main measures to regulate the socio-psychological climate of the workforce.

thesis, added 09/13/2016


The concept of the workforce. Leader as the basis for creating a favorable socio-psychological climate in the team. Analysis of the results of the study of the psychological qualities of the individual, influencing the creation of a moral and psychological climate.

term paper, added 02/03/2016


The essence and structure of the psychological climate. Factors affecting the psychological climate in the team. Creating a psychological climate in the team. Team building mechanisms. The role of the leader in the socio-psychological climate of the team.

term paper, added 03/27/2011


The value of the socio-psychological climate in the team, ways and methods of its formation. Tasks of optimizing the socio-psychological climate in the enterprise team, the program for organizing culinary team building and evaluating its effectiveness.

thesis, added 01/12/2015


Relations in macrosociety: intellectual and social levels of communicative space. Psychological types of the team. Signs of a favorable moral and psychological climate in the organization. The influence of the environment on the climate in the team.

abstract, added 04/13/2009


Analysis of the leadership style, the dynamics of the number and structure of the personnel of the enterprise. Evaluation of the process of team formation and the state of its socio-psychological climate. Development of a set of measures to enhance the personal potential of managers.

thesis, added 10/15/2014


term paper, added 06/05/2010


The levels of the socio-psychological climate of the organization, its role in the labor process. Analysis of the composition and structure of the staff of the GUK "Palace of Arts" in Bobruisk. Review of the influence of the socio-psychological climate on the results of the labor activity of the team.

term paper, added 03/25/2015


The study of the concept and factors influencing the choice of style of management of the personnel of the enterprise. Socio-psychological climate of the team as an indicator of the development of the organization. Study of assessing the level of democratization of management by stylistic characteristics.

thesis, added 12/28/2011


The role and importance of a favorable socio-psychological climate for improving the efficiency of the organization, factors influencing the creation of such a climate. Characterization and analysis of the socio-psychological climate in LLC "Lesstroyservis".

The efficiency of the workforce depends on socio-psychological climate in the organization- as a set of interrelated, stable socio-psychological characteristics of a group, organization (dominant characteristics in relation to the goals and motives of joint activities, in relations between people, in moral and intellectual attitudes, as well as in the prevailing mood).

Psychological climate- the emotional mood of the team, which reflects the relationship that has developed between its members.

Most often, the following components of the socio-psychological climate are distinguished:

1) relationships between employees along the vertical (leadership style, degree of participation in decision-making);

2) horizontal relationships between employees (team cohesion, the nature of interpersonal relationships, etc.);

3) attitude to work.

Social psychologists K. where Brye and D. Miller defined the moral and psychological climate in the teams of various organizations, as well as the characteristics of their behavior, in terms that are used in psychiatry:

o dramatic (demonstrative) organization - to a certain extent, "ostentatious" behavior, a demonstration of vigorous activity, concern for the impression that is formed of them. Typically, such organizations are at the stage of active growth, which is associated with "expansion" in the market. Leadership style - cooperative;

o depressive organization - conservative, bureaucratic, "regulated", which is trying to maintain the "status quo" in the market; essentially a bureaucratic organization. Such an organization is able to survive only in conditions of stability in the market, weak competition. The style of management that prevails is authoritarian-bureaucratic;

o schizoid organization - low external activity, inner life prevails ("mind splitting"); the influence of top management is not felt, the goals and development strategy are not clear, the middle management is focused on its own well-being. Careers are made by opportunists, "darlings of the leadership." Management style - connivance;

o paranoid the organization experiences a constant fear of control, tries to "keep it safe" for all occasions. The strategy focuses on protecting the status quo. Much attention is paid to justification, regulations, instructions and their approval "at the top". Bureaucratic management style;

o forced the organization is also characterized by the desire to avoid mistakes, strict observance of the hierarchy, inertia, excessive attention to detail. Management style - patriarchal.

The optimal state of the socio-psychological climate in the work team can be achieved if the primary teams are completed, taking into account the factor of psychological compatibility (psychosocial factors taken into account when forming a team: age, gender, character, temperament, abilities) and through the use of socio-psychological methods that contribute to development of team members skills of effective mutual understanding; organization of continuous professional retraining, clear distribution of roles.

The interaction of a person with a group can be in the nature of either a merger or a conflict. The influence of the group on the individual is manifested as follows:

1. In a group, a person receives a certain weight (position). This role (weight) of a person in a group can be no less important in terms of its formal position (status).

2. A person begins to identify himself with the group, which leads to changes in self-perception and in the awareness of his place in the world and his purpose.

3. Collaboration with a group generates such ideas, judgments and suggestions in a person under the influence of "brainstorming" (joint problem solving) that are not available during independent work.

4. In a group, a person is more inclined to perceive risk and make risky decisions, a person's behavior becomes more active.

The most important signs of a positive socio-psychological climate in the workforce are the following:

o trust and high demands of group members to each other;

o friendly and businesslike criticism;

o pluralism of opinions when discussing issues related to the entire team;

o sufficient awareness of the team members about its tasks and the state of affairs in their implementation;

o satisfaction with belonging to the team;

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

o a high degree of emotional inclusion and mutual assistance in situations that cause a state of frustration in any of the members of the team, and the like.

If the socio-psychological climate reflects the features of steel socio-psychological phenomena in the team, then socio-psychological atmosphere - situational, changing. The conditions of social interdependence of participants in the labor process, as well as the problems of selecting personnel and acquiring compatible production groups capable of effectively solving the tasks assigned to them, are of particular importance today.

Psychological compatibility - mutual perception of partners in communication and joint activities, based on the optimal similarity or complementarity of value orientations, social attitudes, motives, needs, characters, temperaments, pace and rhythm of psychophysiological reactions and other individual psychological characteristics significant for interpersonal interaction.

A person can take a conformist position in a group - avoid independent decisions, passively perceive ready-made group standards of behavior. Conformity can perform both positive and negative functions in interpersonal relationships. The positive function is that conformism is able to balance the individual with his environment. social environment(can contribute to the correction of erroneous action and behavior, if the behavior and actions of the majority turn out to be more correct).

For a psychological assessment of the compatibility of the participants in the group process, the criterion of satisfaction of the partners with the result and, most importantly, with the process of interaction is used, when each of them turned out to be at the height of the requirements of the other and there is no need to spend special efforts to establish mutual understanding.

The conditions under which members interact working group, affect the success of their joint activities, satisfaction with the process and results of work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature, humidity, lighting, spaciousness of the room, the availability of a comfortable workplace, etc. Of great importance is the nature of the relationship in the group, the dominant mood in it. To denote the psychological state of the group, such concepts as “socio-psychological climate”, “psychological atmosphere”, “social atmosphere”, “climate of the organization”, “microclimate”, etc. are used.

When talking about socio-psychological climate(SPK) of the team, mean the following:

a set of socio-psychological characteristics of the group;

the prevailing and stable psychological mood of the team;

the nature of relationships in the team;

integral characteristic of the state of the team.

Favorable SEC characterize optimism, the joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, openness of communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, contribute to the development of the organization , make mistakes without fear of punishment, etc.

Unfavorable SEC characterize pessimism, irritability, boredom, high tension and conflict in relations in the group, uncertainty, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, unwillingness to invest efforts in a joint product, in the development of the team and the organization as a whole, dissatisfaction, etc.

There are signs by which one can indirectly judge the atmosphere in the group. These include: the level of staff turnover; labor productivity; product quality; the number of absenteeism and lateness; the number of claims, complaints received from employees and customers; performance of work on time or late; carelessness or negligence in handling equipment; frequency of work breaks.

The leader can purposefully regulate the nature of relations in the group and influence the SEC. To do this, it is necessary to know the patterns of its formation and carry out management activities, taking into account the factors affecting the SEC. Let us dwell on their characteristics in more detail.

Factors that determine the socio-psychological climate

global macro environment: the situation in society, the totality of economic, cultural, political and other conditions. Stability in the economic and political life of society ensures the social and psychological well-being of its members and indirectly affects the socio-psychological climate of working groups.

local macro environment, those. an organization that includes a workforce. The size of the organization, the status-role structure, the absence of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the distribution of resources, the composition of structural units (gender and age, professional, etc.).

Physical microclimate, sanitary and hygienic working conditions. Heat, stuffiness, poor lighting, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, favorable sanitary and hygienic conditions increase job satisfaction in general, contributing to the formation of a favorable SEC.

Job satisfaction. Of great importance for the formation of a favorable SEC is the extent to which work is interesting, diverse, creative for a person, whether it corresponds to his professional level, whether it allows him to realize his creative potential and grow professionally. The attractiveness of work increases satisfaction with working conditions, pay, the system of material and moral incentives, social security, vacation distribution, work schedule, information support, career prospects, the opportunity to improve one's professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontal, etc. The attractiveness of work depends on how its conditions meet the expectations of the subject and allow him to realize his own interests, satisfy the needs for good working conditions and decent material rewards; in communication and friendly interpersonal relationships; success, achievements, recognition and personal authority, the possession of power and the ability to influence the behavior of others; creative and interesting work, opportunities for professional and personal development, realization of one's potential.

The nature of the activity performed. The monotony of activity, its high responsibility, the presence of a risk to the health and life of an employee, stressful nature, emotional richness, etc. - all these are factors that can negatively affect the SEC in the work team.

Organization of joint activities. The formal structure of the group, the way of distribution of powers, the presence of a single goal affects the SEC. Interdependence of tasks, unclear distribution of functional responsibilities, inconsistency of the employee with his professional role, psychological incompatibility increase the tension of relations in the group and can become a source of conflict.

Psychological compatibility is an important factor influencing the SEC. Psychological compatibility is understood as the ability to work together, which is based on the optimal combination of the personal qualities of the participants in the team. Psychological compatibility may be due to the similarity of the characteristics of the participants in joint activities. It is easier for people who are similar to each other to establish interaction. Similarity contributes to a sense of security and self-confidence, increases self-esteem. The basis of psychological compatibility may also be the difference in characteristics according to the principle of complementarity. In this case, people are said to fit together "like a key to a lock." The condition and result of compatibility is interpersonal sympathy, the attachment of participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.

The degree of psychological compatibility of employees is influenced by how homogeneous the composition of the working group is according to various social and psychological parameters:

There are three levels of compatibility: psycho-physiological, psychological and socio-psychological:

Psychophysiological level compatibility is based on the optimal combination of the features of the sensory system (vision, hearing, touch, etc.) and the properties of temperament. This level of compatibility is of particular importance when organizing joint activities. Choleric and phlegmatic will perform the task at a different pace, which can lead to disruptions in work and tension in relations between workers.

Psychological level implies compatibility of characters, motives, types of behavior.

Socio-psychological level compatibility is based on the consistency of social roles, social attitudes, value orientations, interests. It will be difficult for two subjects striving for dominance to organize joint activities. Compatibility will be facilitated by the orientation of one of them to submission. A quick-tempered and impulsive person is more suitable as a partner for a calm and balanced employee. Psychological compatibility is facilitated by self-criticism, tolerance and trust in relation to the interaction partner.

Harmony is the result of the compatibility of employees. It ensures the maximum possible success of joint activities at minimum cost.

The nature of communications in the organization acts as a factor in the SPC. The lack of complete and accurate information on an important issue for employees creates fertile ground for the emergence and spread of rumors and gossip, weaving intrigues and behind-the-scenes games. The manager should carefully monitor the satisfactory information support of the organization. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts. Ability to clearly and accurately express point of view proficiency in the techniques of constructive criticism, skills active listening etc. create conditions for satisfactory communication in the organization.

Leadership style. The role of the leader in creating the optimal SEC is crucial:

Democratic style develops sociability and trust relationships, friendliness. At the same time, there is no feeling of imposition of decisions from outside, “from above”. The participation of team members in management, characteristic of this style of leadership, contributes to the optimization of the SEC.

Authoritarian style usually generates hostility, humility and fawning, envy and mistrust. But if this style leads to a success that justifies its use in the eyes of the group, it contributes to a favorable SEC, such as in sports or in the army.

conniving style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable SEC. The conniving style may be acceptable only in some creative teams.

If the manager makes excessive demands, publicly criticizes employees, often punishes and rarely encourages, does not appreciate their contribution to joint activities, threatens, tries to intimidate them with dismissal, deprivation of bonuses, etc., behaves in accordance with the slogan “the boss is always right”, does not listen to the opinion of subordinates, is inattentive to their needs and interests, then he forms an unhealthy working atmosphere. The lack of mutual respect and trust makes people take a defensive position, protect themselves from each other, the frequency of contacts is reduced, communication barriers, conflicts arise, there is a desire to leave the organization and, as a result, there is a decrease in productivity and product quality.

Even if the leader uses an authoritarian management style, it can be positive if, when making a decision, he takes into account the interests of employees, explains his choice to them, makes his actions understandable and justified, in other words, pays more attention to establishing a strong and close relationship with subordinates.

Thus, the leader can significantly influence the nature of interpersonal relations in the work team, the attitude towards joint activities, satisfaction with the conditions and results of work, i.e. socio-psychological climate, on which the effectiveness of the organization as a whole largely depends.