Any organization is interested in the fact that its employees behave in a certain way. Human behavior is a set of conscious, socially meaningful action, due to the position occupied, i.e. understanding of their own functions. The behavior of its employees that is effective for the organization is manifested in the fact that they reliably and conscientiously fulfill their duties, are ready, in the name of the interests of the case in a changing situation, to go beyond their immediate duties, making additional efforts, being active, and find opportunities for cooperation.

The first approach to solving this problem is the selection of people with certain qualities that can guarantee the behavior of its members that is desired for the organization. However, this approach has limited application, since, firstly, it is not always possible to find people with the necessary characteristics, and secondly, there is no absolute guarantee that they will necessarily behave in the way that the organization expects from them, and, in Thirdly, the requirements for the behavior of members of the organization from the organizational environment may change over time, entering into conflict with the criteria by which people were selected into the organization.

The second approach, which in principle does not exclude the first one, is that the organization influences a person, forcing him to modify his behavior in the direction necessary for her. This approach is possible and is based on the fact that a person has the ability to be taught behavior, to change his behavior based on awareness of his previous behavioral experience and requirements; imposed on his behavior by the organizational environment.

The behavior of a person in an organization is determined by his own (personal) traits, the influence of the conditions of formation individual activities- the characteristics of the group in which he is included, the conditions for joint activities, the originality of the organization and the country in which he works. Accordingly, the possibilities of successful inclusion of a person in the organizational environment, learning behavior depend equally on the characteristics of both this environment and the characteristics of his personality.

Personality traits are formed under the influence of natural properties (the physiological state of the body, features of higher nervous activity, memory, emotions, feelings, perception), as well as social factors (education, experience, habits, social circle, etc.).

Any personality is characterized by:

General qualities (intelligence, mind, observation, efficiency, organization, sociability, etc.);

Specific properties (ability to a particular type of activity); abilities can be common, inherent to one degree or another to all people (perceive, think, learn, work); elementary private (decisiveness, perseverance, ear for music, critical thinking, etc.); complex private, including professional (to certain types activities), special (intersocial, i.e. focused on organizing the interaction of people, managing them, and constructive, i.e. aimed at creating specific objects in certain areas of activity);

Preparedness for a certain type of activity (in the form of a set of knowledge, skills, abilities);

Orientation (orientation of social activity arising under the influence of social moments - interests, aspirations, ideals, beliefs);

A certain warehouse of character;

Biologically determined features (for example, temperament);

Psychological characteristics: the range of activities (breadth, depth), which can be general, specific, special; work style (a form of influence based on knowledge, experience, emotions) and mental dynamics (characterized by strength, mobility, excitability);

Mental state, i.e. persistent mental phenomena inherent in a person for a relatively long period (excitation, apathy, depression, etc.).

Personal traits greatly affect the quality of the performance of the functions assigned to a person, the style of his work, and relationships with others. The stability of these traits makes it possible to predict the behavior of the individual, i.e. actions expressing her subjective reaction to the situation and others.

The following can be distinguished as the fundamental principles of human behavior: motivation, perception, criteria basis.

Labor behavior is based on motives, internal aspirations that determine the direction of a person's labor behavior and its forms. The same behavior can have a different motivational basis. Motivation - the key to understanding human behavior and the possibilities of influencing it.

Perception - the process of organizing and interpreting ideas about the surrounding world. Perception is an active semi-conscious activity of receiving and processing information, and not all, but only significant information. Since perception is largely a subjective process, it contains the possibility of complete or partial distortion or loss of information. As a result of perception, various kinds of subjective reactions to the perceived object may arise: acceptance, rejection, "ostrich behavior". Perception is influenced by the following main circumstances, both objective and subjective:

The situation in which information is received or acquaintance occurs (if it is positive, the perception, as a rule, turns out to be more benevolent than the object actually deserves, and, conversely, in a negative situation, everything seems much worse than it really is);

Depth of vision of the real situation (a person who knows and understands a lot is usually calmer about other people and ongoing events, less inclined to dramatize or exalt them than someone whose horizons are limited);

Personal and social characteristics of the perceived object (goodwill, demeanor, appearance, gender, age, nationality, position, official position, etc.);

Stereotypes (a standard set of simplified ideas about complex phenomena and objects of the surrounding reality, containing their one-sided descriptions, taken as complete) and prejudices (assessments formed before a certain opinion about the object was formed; unlike stereotypes, prejudices are more massive, social in nature) inherent in man.

Perception is also influenced by its selectivity (not all information about a person is perceived), globality (an object is perceived as a single whole, and not as a set of interrelated elements), insufficient structure (everything except the main one is perceived as a background, similar is perceived as a single, and similar objects are combined, everything correlates with old experience). Perception is often complicated by the unpredictability of people's behavior, which depends on many, sometimes the most unexpected circumstances, including conscious actions aimed at protecting their status, dignity, inner life, hiding or distorting information about themselves, inability to present themselves correctly, expectations, feelings and etc.). It affects people's behavior not directly, but refracted through values, beliefs, principles, level of claims.

To criteria basis human behavior includes those stable characteristics of his personality that determine the choice, decision-making by a person about his behavior. In exactly the same situations different people may make very different decisions. And this will be determined by the fact that they have a different criteria base that sets their priorities and assessments of ongoing events. The criteria base of any person consists of the following elements:

Disposition to people, events, processes (manifested in the fact that a person behaves in accordance with an a priori positive or negative attitude towards a phenomenon, object, process or person). Most important for effective management and establishment good relations in the team there are three types of location - job satisfaction, work enthusiasm, commitment to the organization;

A set of values ​​shared by a given person (a set of standards and criteria that a person follows in his life, making decisions and taking actions through an appropriate assessment of the phenomena and processes occurring around him and the people around him). Values ​​are usually formulated in the form of commandments, statements, general norms and can be shared by large groups of people. Values ​​are of two kinds - those related to the purpose of life, the desired results and those related to the means used to achieve the goals;

Beliefs that a person adheres to (stable ideas about a phenomenon, process, person that people use in their perception). There can be many different beliefs about the same object, since usually beliefs refer to different characteristics of the object. Beliefs are developed on the basis of individual experience, as well as on the basis of information coming from outside; often beliefs arise in a person as a result of the ability of other people to convince of the correctness of their judgments, beliefs, therefore, although a person accepts his beliefs as the truth, they do not always fully correspond to reality;

The principles that a person follows in his behavior (are formed on the basis of a value system, are a stable form of its manifestation in the form of certain norms of behavior, restrictions, reactions to phenomena, processes, people). Principles can be developed by people on their own, but most often they are adopted from the environment along with education and other forms of cognition of the surrounding reality.

The behavior of employees of the organization is also influenced by external factors. Among them, the following should be highlighted:

The circle of communication, which can be personal, including emotional connections, and official, determined by official duties. In practice, the following stand out: the circle of closest communication, which includes no more than five people with whom you can discuss any problems without fear of information leakage; a circle of periodic communication, where only official issues that regularly arise in the course of the functioning of the organization are considered; a circle of episodic communication, potentially covering all employees and personal acquaintances. Each specific circle of communication develops its own microethics, which largely determines the interaction within the framework of managerial activities;

A role characterized by a set of actions expected from a person in accordance with his individual psychological characteristics and place in the management hierarchy. The roles performed by a person differ in the way they are received, in their direction, in the degree of certainty, formalization, and emotionality. The role dictates the rules of behavior, makes people's actions predictable. Role behavior is influenced by: the character of the individual, his interpretation of his role, its acceptability, compliance with the possibilities and desires;

Status - an assessment by others of the personality of a given subject and the role he plays, which determines his real and expected place in the system of social relations, the rank of an individual, which can be formal and informal (the first is determined by the position of its owner, privileges, earnings, the second - by personal properties that allow influencing others: gender, age, knowledge, experience, culture, connections, moral qualities).

A person has two degrees of freedom in constructing his behavior in an organization: on the one hand, he has the freedom to choose forms of behavior - to accept or not accept the forms and norms of behavior existing in the organization, and on the other hand, he can accept or not accept the values ​​of the organization, share or not share its philosophy. Each type of behavior is characterized by objective and subjective motives, understanding of its necessity, inclination to it. Depending on how the fundamental components of behavior are combined, four types of human behavior in an organization can be distinguished (Fig. 8.1).

The first type of behavior(a devoted and disciplined member of an organization) is characterized by the fact that a person fully accepts the values ​​and norms of behavior, tries to behave in such a way that his actions do not conflict with the interests of the organization. He sincerely tries to be disciplined, to fulfill his role in accordance with the norms and forms of behavior accepted in the organization. The results of the actions of such a person mainly depend on his personal capabilities and abilities and on how correctly the content of his role is defined. For these people, leadership and submission are a conscious necessity, including one arising from a sense of duty.

The second type of behavior(“opportunist”) is characterized by the fact that a person does not accept the values ​​of the organization, but tries to behave in accordance with the norms and forms of behavior adopted in the organization. He does everything according to the rules, but he cannot be considered a reliable member of the organization, since he, although he is a good and diligent worker, can leave the organization at any time or take actions that are contrary to its interests, but corresponding to his own. For these people, leadership or subordination is internally desirable, brings a certain satisfaction (for leaders, this is due to the opportunity to express themselves, demonstrate their own power, enjoy this feeling; subordinates are freed from the need to think, make independent decisions, i.e. they also gain a kind of freedom ). But under these conditions, the most active leadership and the most conscientious obedience will have adverse consequences due to the orientation not towards the fulfillment of worthwhile tasks, but the achievement of a comfortable state.

Rice. 8.1. Matrix of types of inclusion of a person in an organization

The third type of behavior(“original”) is characterized by the fact that a person accepts the values ​​of organizations, but does not accept the norms of behavior existing in it. In this case, he may have many difficulties in relationships with colleagues and management. In the event that the organization can abandon the established norms of behavior in relation to such members and provide them with the freedom to choose forms of behavior, they can find their place in the organization, successfully adapt to the organizational environment.

The fourth type of behavior(“rebel”) is characterized by the fact that a person does not accept either the norms of behavior or the values ​​of the organization, all the time comes into conflict with the organizational environment and creates conflict situations. The need for a certain type of behavior for such people is forced, externally imposed, which is due both to a lack of understanding of the importance, necessity of values ​​and norms of behavior in the organization, and to the lack of appropriate skills and habits. Under these conditions, the performance of leadership functions or subordination is perceived as violence against a person, an encroachment on freedom, causes internal protest, and sometimes anger. It would be wrong to believe that this type of behavior is absolutely unacceptable in the organization and people who behave in this way are not needed. However, in most cases, "rebels" give rise to many problems that significantly complicate the life of the organization and even cause great damage to it.

Any organization is a combination of different professional groups. Employees of the organization are included in a certain system of interpersonal relations as part of groups. The group can act as a managing, controlled or self-governing structure with varying degrees of cohesion of its members - from an unorganized crowd to a single team. To be considered a collective, a group must satisfy the following criteria: the presence of a common goal for all its members, the psychological recognition of each other by members of the group, identification of oneself with the group. In addition, the presence of a certain culture, expressed in common values, symbols, norms and rules of behavior in the team, entry or exit from it, requirements for the physical and moral appearance of its members, can also be considered a sign of the team.

By influencing people's behavior, the team largely contributes to its change, since by participating in collective actions, each person must adapt to the requirements of the group, group norms. The positive side of the normative regulation of the behavior of group members is manifested in the following:

Informing about how to behave in a particular group, what behavior should be expected from its members occupying different positions in the group hierarchy;

Standardization of models of individual and group behavior;

Providing members of the group with the necessary psychological comfort (a person gets rid of uncertainty in the choice of behavioral models).

The strength of the influence of the group on the behavior of its members depends on the degree of cohesion, which is determined by the following factors of a personal and group nature:

The motivational basis of a person's attraction to a group, which includes the totality of his needs and values, under the influence of which he seeks to enter a particular social group;

The incentive properties of the group, reflected in its goals, programs, characteristics of its members, mode of action and other features - important for the motivational basis of a person, i.e. consonant with his needs and values;

The expectations of the individual or the subjective likelihood that membership in the group will have favorable or negative consequences for him;

The individual level of comparison, the average subjective assessment of the consequences of a person's stay in different social groups, with which he compares his possible achievements in this particular group.

Of the above factors of cohesion, the most studied in terms of influencing it are the so-called motivating properties of the group, which include: the attractiveness of group members (the degree of sympathy felt for them by others); similarity between group members (most often in relation to basic life values, attitudes, etc.); features of group values ​​(in particular, their correspondence to the needs of the members of the group, the clarity of the statement, the success of the group in achieving them); the peculiarity of the relationship of group members (most often we are talking about the consequences of the cooperative and competitive behavioral strategies of group members); satisfaction with group activities (as part of overall job satisfaction); the nature of leadership and decision-making (leadership style and the real participation of people in the development of group decisions); structural properties of the group (mainly models of communication networks and status-role structures); group atmosphere (its analogue, as a rule, are the features of interpersonal relations in a group); traditions that have developed in the group (as an element of a broader organizational culture).

Depending on the nature of the collective itself, its influence on the individual can be both positive and negative. A team that is close-knit, but not tuned in to constructive behavior, can have a corrupting effect on a person, forcing him to asocial behavior. In turn, a person also tries to influence the team, to make it more "convenient" for himself. The effectiveness of such an impact depends on the strength of both parties. Strong personality can subjugate the collective, including as a result of a conflict with it, the weak, on the contrary, obeys it, dissolves in it, and the collective in return takes care of its well-being. The ideal situation from a managerial point of view lies somewhere in the middle and is characterized by trusting partnerships between the labor collective and its members, who do not give up their own positions, but are respectful of common goals and needs.

A high degree of self-organization of the group is fraught with excessive closeness, threatening separatism to the system in which it enters. Self-organization of the group should be carried out within the framework of compliance with external, common to the organization norms and rules, their implementation as principles of self-organization. This will preserve the stability of a large system - an organization and make it possible for it to self-organize.

Each group (team) is as individual as an individual employee. Knowledge of the characteristics of a particular group in an organization (both formal and informal) is necessary to justify specific methods of influencing it. So, a team that was formed a long time ago, which has a long history of formation and development, despite the fact that the composition is only relatively stable, has fairly stable traditions. Accordingly, to control the behavior of people in a given team, it is necessary to identify traditions, established views of the main part of the team, analyze them, decide whether they should be supported and developed or should be fought against. At the same time, it is necessary to find out in what period of the functioning of the team they were formed: in the event that they were established in historical period unfavorable for the collective, they can be more persistent than the traditions established in a different historical period.

A team with a short historical path (recently created as a new organizational link in the structure, merged with another team - completely or partially reorganized, etc.) usually presents a rather complex and varied picture, since workers who came from other teams are carriers of their traditions, foundations, behavioral norms and standards. In this case, you should get acquainted with all the traditions and habits introduced into the new team: some should be supported and developed, others should be forgotten and, possibly, start creating new ones that unite the team.

Relationships within the team and the team with the leader can be emotionally colored in different ways depending on the specified feature. It is a well-known fact that women are more emotional than men, therefore, communication with a women's team (fully or mainly) or its individual representative requires the leader to be more emotionally colored in his public speeches (conferences, meetings, etc.), as well as personal conversations. However, one can also extract positive aspects from the notorious emotionality of women: due to this very quality, women will respond faster than their colleagues of the opposite sex to a rather emotionally expressed, confidential request of the manager to do additional work, to help someone. Gender-mixed teams are, as a rule, more productive, less conflicted: the reason for this is the desire of representatives of both sexes to look more advantageous in the eyes of the other sex.

The age characteristic of the team also affects the effectiveness of the actions taken by the leader, his relationship with his subordinates. Each age group, which is part of the team, has certain differences (thus, with age, the motivational sphere of a person changes, experience is accumulated, skills and abilities are formed, and at the same time, stereotypes that reduce the speed of mastering new knowledge and skills, determine a negative attitude towards innovations and etc.). At the same time, it must be borne in mind that the rules of developmental psychology should be used carefully: a particular person may be absolutely not subject to age-related psychological characteristics, while maintaining acute perception at an elderly age, or, conversely, a young person may have character traits a mature, thoughtful assessment, an analysis of the attitude to work that is characteristic of a person in the second half of life.

Features of interpersonal relations, conflict situations, the ratio of social roles and other characteristics of the team, and hence the features of the impact on it, largely depend on the scope of its activity (production, Scientific research, trade, etc.).

As the organization develops, it becomes necessary to change the behavior of the staff. The organization and its leadership can actively influence the modification of human behavior. The means of influence used for this should be chosen depending on the situation in which a person is, taking into account the whole variety of factors influencing his behavior, first of all, taking into account the needs and motives of activity, creating conditions for a person, relying on his own experience, independently adapted to the changing organizational environment. Behavior modification is possible not only by influencing a specific person, but also by changing the external environment of the employee, as well as through the use of a combination effect on the personality and external environment(effective management of groups of people, changing attitudes of interpersonal relationships, etc.).

Human behavior - a set of conscious, socially significant actions due to the position taken, i.e. understanding of their own functions. The behavior of its employees that is effective for the organization is manifested in the fact that they reliably and conscientiously fulfill their duties, are ready, in the name of the interests of the case in a changing situation, to go beyond their immediate duties, making additional efforts, being active, and find opportunities for cooperation.

This goal can be achieved in various ways:

· the first – selection of people with the necessary qualities. However: firstly, it is not always possible to find people with the necessary characteristics, secondly, there is no guarantee that there will be expected behavior, thirdly, the requirements for behavior may change over time, contradicting the criteria by which people were selected to the organization.

· second – the organization influences a person, forcing him to modify his behavior in the direction necessary for her. In order to eliminate the possible contradiction between human behavior and organizational norms, it is necessary to know what determines human behavior, how he reacts to certain stimulating effects, on which his preferences depend.

The behavior of a person in an organization is determined by his own (personal) traits, the goals he pursues, mood, as well as the influence of the conditions for the formation of individual activity - the characteristics of his environment, the conditions in which he is, opportunities and other factors.

Personality traits are formed under the influence of natural properties (the physiological state of the body, features of higher nervous activity, memory, emotions, feelings, perception), as well as social factors (education, experience, habits, social circle, etc.). Any personality is characterized by the following internal (subjective) factors:

general qualities (intelligence, mind, observation, efficiency, organization, sociability, etc.);

Specific properties (ability to a type of activity) can be common, inherent to some extent to all people (perceive, think, learn, work);

elementary private (decisiveness, perseverance, ear for music, critical thinking);

complex private, including professional (for certain types of activities), special ( intersocial, i.e. focused on organizing the interaction of people, managing them, and constructive, i.e. aimed at creating specific objects in the fields of activity);

readiness for a certain type of activity (in the form of a set of knowledge, skills, abilities);

orientation (orientation of social activity arising under the influence of social moments - interests, aspirations, ideals, beliefs);

a certain type of character;

Biologically determined features (for example, temperament);

psychological features: range of activities(breadth, depth), which can be general, specific, special; work style(a form of influence based on knowledge, experience, emotions) and mental dynamics(characterized by strength, mobility, excitability);

mental state, i.e. persistent mental phenomena inherent in a person for a relatively long period (excitation, apathy, depression).

Main driving factors of human behavior the following can be named:

· motivation. At the heart of work behavior are motives , internal aspirations that determine the direction of a person's labor behavior and its forms. The same behavior can have a different motivational basis. Motivation - the key to understanding human behavior and the possibilities of influencing it.

· perception, Perception - the process of organizing and interpreting ideas about the surrounding world. The subjective nature of perception leads to a complete or partial distortion or loss of information and the emergence of a subjective reaction to the perceived object: acceptance, rejection, "ostrich behavior". Perception is influenced by circumstances of an objective and subjective nature:

- situation, in which information is received or acquaintance occurs (if it is positive, the perception, as a rule, turns out to be more benevolent than the object actually deserves it, and, conversely, in a negative situation, everything seems much worse than it actually is);

- depth of vision a real situation (a person who knows and understands a lot is usually calmer about other people and ongoing events, less inclined to dramatize or exalt them than someone whose horizons are limited);

- personal and social characteristics perceived object (behavior, goodwill, appearance, gender, age, nationality, official position, etc.);

- stereotypes(a standard set of simplified ideas about complex phenomena and objects of the surrounding reality, containing their one-sided descriptions, taken as complete ones) and prejudices inherent in a person (assessments formed before a certain opinion about an object was formed; unlike stereotypes, prejudices are more widespread, public nature).

- selectivity(not all information about a person is perceived), globality (an object is perceived as a single whole, and not as a set of interrelated elements),

- lack of structure(everything, except for the main one, is perceived as a background, similar is perceived as a single object, similar objects are singled out and combined, everything correlates with old experience).

- unpredictable behavior people, which depends on many circumstances, including conscious actions aimed at protecting their status, dignity, inner life, hiding or distorting information about themselves, inability to present themselves correctly, expectations, feelings, etc.).

· criteria for human behavior include those stable characteristics of his personality that determine the choice, decision-making by a person about his behavior. In completely identical situations, different people can make completely different decisions. The criteria base of any person consists of the following elements:

- disposition towards people, events, processes. The most important for effective management and establishing good relations in the team are three types of location - job satisfaction, work enthusiasm, commitment to the organization;

- values shared by a person (a set of standards and criteria that a person follows in his life, making decisions and taking actions through an appropriate assessment of the phenomena and processes occurring around him and the people around him). Values ​​are usually formulated in the form of commandments, statements, general norms and can be shared by large groups of people. Values ​​are of two kinds - those related to the purpose of life, the desired results and those related to the means used to achieve the goals;

- beliefs that a person adheres to (stable ideas about a phenomenon, process, person that people use in their perception). Beliefs are developed on the basis of individual experience, on the basis of information coming from outside, as a result of the ability of other people to convince the correctness of their judgments, although they do not always correspond to reality;

- principles which a person follows in his behavior (are formed on the basis of a system of values, are a stable form of its manifestation in the form of certain norms of behavior, restrictions, reactions to phenomena, processes, people). Principles can be developed by people on their own, but more often they are adopted from the environment along with education and other forms of cognition of the surrounding reality.

In the life and work of each person, there may be a discrepancy between his beliefs and the value orientations of the enterprise where he works. In this situation, not only internal, but also external conflicts can arise. A person with certain character traits and value orientations can openly oppose the unfair actions of his leadership, who then has to prove his case. In value orientations, an important role is played by group norms, or rules, principles adopted in the team, this is:

Pride in your organization

Receiving a normal profit;

collective work in this group;

commitment to innovation;

Loyalty to clients and customers;

protection of group members from the standpoint of honesty, fairness, etc.

Value Orientations personalities are connected with its claims, i.e. with the desire of a person to occupy a certain place, position or perform some role in this team. Claims employee may be

substantiated, supported by his previous successes and achievements in work,

· unreasonable, based only on their own assessment of their personality, sometimes on the reassessment of these abilities and capabilities.

Value orientations and the level of a person's claims largely determine the position of a person in an organization, his role behavior.

On the role behavior Personality is influenced by the employee's social circle. For young specialists starting their working careers, experienced workers are needed who can teach, correct and help in time. For workers with experience, the opinion of not only management, but also their comrades is important, and this determines what kind of role behavior will be assigned to this employee.

In list external factors affecting employee behavior Organizations can be distinguished: a personal circle of contacts, including emotional ties, and a service circle, determined by job responsibilities. In practice, there are:

· close circle, which includes no more than five people with whom you can discuss any problems without fear of information leakage;

· circle of periodic communication, where only official issues that regularly arise in the course of the functioning of the organization are considered;

· episodic communication circle, covering the potential of all employees and personal acquaintances.

Each specific circle of communication develops its own microethics, which largely determines the interaction within the framework of managerial activities.

Role, is characterized by a set of actions expected from a person in accordance with his individual psychological characteristics and place in the management hierarchy. The roles performed by a person differ in direction, degree of certainty, formalization, and emotionality. The role dictates the rules of behavior, makes people's actions predictable. Role behavior is influenced by:

· character of the individual, his interpretation of his role, its acceptability, compliance with the possibilities and desires;

· status- assessment by others of the personality of a given subject and the role he plays, which determines his real and expected place in the system of social relations, the rank of an individual who happens to be

- formal, is determined by the position of its owner, privileges, earnings,

- informal It is determined by personal properties that allow you to influence others: gender, age, knowledge, experience, culture, connections, moral qualities.

A person has two degrees of freedom in constructing one's behavior in the organization: on the one hand, he has the freedom to choose a variant of behavior - to accept or not to accept the forms and norms of behavior existing in the organization, and on the other hand, he can accept or not accept the values ​​of the organization, share or not share its philosophy.

Each type of behavior is characterized by objective and subjective motives, understanding of its necessity, inclination to it. Depending on how the fundamental components of behavior are combined, four type of human behavior in an organization:

· the first type of behavior (a dedicated and disciplined member of the organization) characterized by the fact that a person fully accepts the values ​​and norms of behavior, tries to behave in such a way that his actions do not conflict with the interests of the organization. He sincerely tries to be disciplined, to fulfill his role in accordance with the norms and forms of behavior accepted in the organization. The results of the actions of such a person mainly depend on his personal capabilities and abilities and on how correctly the content of his role is defined. For these people, leadership and submission are a conscious necessity, including one arising from a sense of duty.

· second type of behavior « opportunist » ) characterized by the fact that a person does not accept the values ​​of the organization, but tries to behave in accordance with the norms and forms of behavior adopted in the organization. He does everything according to the rules, but he cannot be considered a reliable member of the organization, since he, although he is a good and diligent worker, can leave the organization at any time or take actions that are contrary to its interests, but corresponding to his own. For these people, internal subordination is desirable, which brings a certain satisfaction (for leaders, this is an opportunity to prove themselves, to demonstrate their own power, for subordinates - liberation from the need to think, make independent decisions). But under these conditions, the most active leadership and the most conscientious submission will have adverse consequences due to the orientation not towards the fulfillment of worthwhile tasks, but the achievement of a comfortable state.

· third type of behavior (« original » ) characterized by the fact that a person accepts the values ​​of the organization, but does not accept the norms of behavior existing in it. In this case, he may have many difficulties in relationships with colleagues and management. In the event that the organization can abandon the established norms of behavior in relation to such members and provide them with the freedom to choose forms of behavior, they can find their place in the organization, successfully adapt to the organizational environment.

· the fourth type of behavior ( « Rebel » ) characterized by the fact that a person does not accept either the norms of behavior or the values ​​of the organization, all the time comes into conflict with the organizational environment and creates conflict situations. The need for a certain type of behavior for such people is forced, externally imposed, which is due to both a lack of understanding of the importance, necessity of values ​​and norms of behavior in the organization, and the lack of appropriate skills and habits. Under these conditions, the performance of leadership functions or subordination is perceived as violence against a person, an encroachment on freedom, causes internal protest and anger. In most cases, "rebels" give rise to many problems that significantly complicate the life of the organization and even cause great damage to it.

To teach to determine what type of employees the students of this group belong to, how much the real "I" corresponds to the ideal "I".

PLAN:

1. Determinations of behavior.

2. The concept of a person in an organization.

3. Types of employees.

The behavior of any person is determined not only by a set of personal qualities, the characteristics of a particular situation, but by the specifics of that social environment, his business activity is realized.

The conscious intentions of a person are refracted through the social stereotypes inherent in him, which are formed under the influence of the macro and micro environment and are realized in role behavior.

"I" is the self-awareness of the individual. It is formed in the process of communication based on language and thinking. Real "I" reflects what a person really is, what internal psychological desires, thoughts, feelings are inherent in him. If there are contradictions, then the external manifestation of the "I" does not coincide with the real "I". " I" - IMAGE - it is how a person strives to appear in front of others. Each person forms his own external image which is read by others and on this basis a certain attitude is formed.

One of the most important ways to shape your external image is image.

The image is made up of clothes, shoes, hairstyles.

They are the first to signal a person's social affiliation, that is, whether he poses a potential threat to others.

demeanor. This includes posture, friendly facial expression, look. gait, h apah.

The study of the characteristics of a group and individual behavior cannot be successful without taking into account the general cultural and historical background, which is called macro environment of the individual. Sociocultural, economic and political features of society determine not only social norms, rules of conduct, laws to which a person obeys, but also habitual views, opinions, stereotypes of perception and behavior.

Microenvironment(this is the immediate social environment) affects what social norms and stereotypes a person will learn, depending on what kind of life, what assessments of events, what rules of behavior are accepted in this environment.

The limited human experience creates the prerequisites for social manipulation.

Any act business communication, determined by the listed factors, can be represented as role behavior.

"Role" It is a way of behavior set by the society. It is made up of:

a) the basic psychological attitudes of our "I";

b) other people's expectations.

A business person has to play many social roles during the day.

A prerequisite for success is not only a deep analysis of business situations, but also a readiness for success, due to the state and orientation of my "I".

It is necessary to constantly develop positive thinking.

positive the perception of activity means that a person should direct efforts towards solving the problems facing her, and not complain about their existence.

The winner bites into the problem, the loser tries his best to get around it.

There are only 2 types of problems:

1. Problems that a person is able to solve.

2. Problems with which the individual cannot do anything.

Positive thinking is the refusal to complain about far-fetched and not yet existing difficulties.

It is unproductive to envy others - it is better to rejoice in their progress and learn from them how we can succeed in our work.

Basic psychological attitudes our "I" are formed as a result of fixing the most often fixed reactions, + or -, to others.

There are four types of settings in relation to the surroundings:

1. "I am good, you are good." They know their worth and expect others to give them their due. They work and cooperate constructively. These are the winners. They win.

2. "I am good, you are bad." It is characteristic of those who are not capable of creative self-affirmation. They push the responsibility for their problems onto others and try to find a scapegoat in case of failure.

3. "I'm bad, you're good." This attitude is typical of people with an inferiority complex who feel powerless in relation to others.

They often have depression.

4. "I'm bad, you're bad."

This attitude leads to self-decomposition of the personality, gives rise to a sense of hopelessness and loss of interest in life. They are irritable, they have severe depression. They are unpredictable.

Thus, rarely do people adhere to any one setting.

Any organization is interested in the fact that its employees behave in a certain way.

Human behavior - a set of conscious, socially significant actions due to the position taken, i.e. understanding of their own functions. The behavior of its employees that is effective for the organization is manifested in the fact that they reliably and conscientiously fulfill their duties, are ready, in the name of the interests of the case in a changing situation, to go beyond their immediate duties, making additional efforts, being active, and find opportunities for cooperation.

The first approach to solving this problem is the selection of people with certain qualities that can guarantee the behavior of its members that is desired for the organization. However, this approach has limited application, since, firstly, it is not always possible to find people with the necessary characteristics, secondly, there is no absolute guarantee that they will necessarily behave in the way the organization expects them to, and, in Thirdly, the requirements for the behavior of members of the organization from the organizational environment may change over time, entering into conflict with the criteria by which people were selected into the organization.

The second approach, which in principle does not exclude the first one, is that the organization influences a person, forcing him to modify his behavior in the direction necessary for her. This approach is possible and based on the fact that a person has the ability to be taught behavior, to change his behavior based on the awareness of his previous behavioral experience and the requirements placed on his behavior by the organizational environment.

In interaction with the organization, a person acts not as a mechanism that performs certain actions, but as a rational and conscious being with aspirations, desires, emotions, mood, having imagination, sharing certain beliefs and following a certain morality.

The behavior of most people hardly fits into the standard framework. In order to remove the contradictions between standardization and diversity of human behavior, as well as between human behavior and the norms of the organizational environment, it is necessary to know what determines human behavior, how he defines himself and others, how he reacts to certain stimulating influences, from what depends on his preferences, what is acceptable to him and what is not. Naturally, a person's behavior is greatly influenced by the goals that he pursues, the conditions in which actions unfold, his real capabilities, the dynamics of ongoing processes, mood and a number of other factors. However, with all the variety of factors, the behavior of each individual person has some stability and predictability, its inherent features.

The behavior of a person in an organization is determined by his own (personal) traits, the influence of the conditions for the formation of individual activity - the characteristics of the group in which he is included, the conditions of joint activity, the originality of the organization and the country in which he works. Accordingly, the opportunities to successfully include a person in the organizational environment, to teach behavior depend equally on the characteristics of both this environment and the characteristics of his personality.

Personality traits are formed under the influence of natural properties (physiological state of the body, features of higher nervous activity, memory, emotions, feelings, perception), as well as social factors (education, experience, habits, social circle, etc.).

Any personality is characterized by:

General qualities (intelligence, mind, observation, efficiency, organization, sociability, etc.);

Specific properties (ability to a particular type of activity); abilities can be common, inherent to one degree or another to all people (perceive, think, learn, work); elementary private (decisiveness, perseverance, ear for music, critical thinking, etc.); complex private, including professional (for certain types of activities), special (intersocial, i.e. focused on organizing the interaction of people, managing them, and constructive, i.e. aimed at creating specific objects in certain areas of activity) ;

Preparedness for a certain type of activity (in the form of a set of knowledge, skills, abilities);

Orientation (orientation of social activity arising under the influence of social moments - interests, aspirations, ideals, beliefs);

A certain warehouse of character;

Biologically determined features (for example, temperament);

Psychological characteristics: the range of activities (breadth, depth), which can be general, specific, special; work style (a form of influence based on knowledge, experience, emotions) and mental dynamics (characterized by strength, mobility, excitability);

Mental state, i.e. persistent mental phenomena inherent in a person for a relatively long period (excitation, apathy, depression, etc.).

Personal traits greatly affect the quality of the performance of the functions assigned to a person, the style of his work, and relationships with others. The stability of these traits makes it possible to predict the behavior of the individual, i.e. actions expressing her subjective reaction to the situation and others.

The following can be distinguished as the fundamental principles of human behavior: motivation, perception, criteria basis.

Labor behavior is based on motives, internal aspirations that determine the direction of a person's labor behavior and its forms. The same behavior can have a different motivational basis.

Motivation- the key to understanding human behavior and the possibilities of influencing it.

Perception- the process of organizing and interpreting ideas about the surrounding world. Perception is an active subconscious activity of receiving and processing information, and not all, but only significant. Since perception is largely a subjective process, it contains the possibility of complete or partial distortion or loss of information. As a result of perception, various kinds of subjective reactions to the perceived object may arise: acceptance, rejection, "ostrich behavior". Perception is influenced by the following main circumstances, both objective and subjective:

The situation in which information is received or acquaintance occurs (if it is positive, the perception, as a rule, turns out to be more benevolent than the object of this

In fact, it deserves, and, conversely, in a negative situation, everything seems much worse than it really is);

Depth of vision of the real situation (a person who knows and understands a lot is usually calmer about other people and ongoing events, less inclined to dramatize or exalt them than someone whose horizons are limited);

Personal and social characteristics of the perceived object (goodwill, demeanor, appearance, gender, age, nationality, position, official position, etc.);

Stereotypes (a standard set of simplified ideas about complex phenomena and objects of the surrounding reality, containing their one-sided descriptions, taken as complete) and prejudices (assessments that have developed before a certain opinion about the object has taken shape; unlike stereotypes, prejudices are more massive, social in nature ) that are human.

A team with a short historical path (recently created as a new organizational link in the structure, merged with another team - completely or partially reorganized, etc.) usually presents a rather complex and varied picture, since workers who came from other teams are carriers of their traditions, foundations, behavioral norms and standards. In this case, you should get acquainted with all the traditions and habits introduced into the new team: some should be supported and developed, others should be forgotten and, possibly, start creating new ones that unite the team.

Relationships within the team and the team with the leader can be emotionally colored in different ways depending on the specified feature. It is a well-known fact that women are more emotional than men, therefore, communication with a women's team (fully or mainly) or its individual representative requires the leader to be more emotionally colored in his public speeches (conferences, meetings, etc.), as well as personal conversations. However, one can also extract positive aspects from the notorious emotionality of women: due to this very quality, women will respond faster than their colleagues of the opposite sex to a rather emotionally expressed, confidential request of the manager to do additional work, to help someone. Teams mixed by sex are, as a rule, more productive, less conflicted: the reason for this is the desire of representatives of both sexes to look more advantageous in the eyes of the other sex.

The age characteristic of the team also affects the effectiveness of the actions taken by the leader, his relationship with his subordinates. Each age group that is part of the team has certain differences (for example, with age, the motivational sphere of a person changes, experience is accumulated, skills and abilities are formed, and at the same time, stereotypes that reduce the speed of mastering new knowledge and skills determine a negative attitude to innovations, etc.). At the same time, it must be borne in mind that the rules of developmental psychology should be used carefully: a particular person may be absolutely not subject to age-related psychological characteristics, while maintaining acute perception at an elderly age, or, conversely, a young person may have the characteristic features of a mature, deliberate assessment , analysis of attitudes towards work, characteristic of a person in the second half of life.

Features of interpersonal relations, conflict situations, the ratio of social roles and other characteristics of the team, and hence the features of the impact on it, largely depend on the scope of its activities (production, research, trade, etc.).

As the organization develops, it becomes necessary to change the behavior of the staff. The organization and its leadership can actively influence the modification of human behavior. The means of influence used for this should be chosen depending on the situation in which a person is, taking into account the whole variety of factors influencing his behavior, first of all, taking into account the needs and motives of activity, creating conditions for a person, relying on his own experience, independently adapted to the changing organizational environment. Behavior modification is possible not only by influencing a specific person, but also by changing the external environment of the employee, as well as through the use of a combination effect on the person and the external environment ( effective management groups of people, changing the attitudes of interpersonal relationships, etc.).