Formation of group behaviour in the organisations
Table of contents
Introduction 2
Chapter 1. What is the group and why
people unite in groups? 3
Chapter 2. Types of groups. 4
Chapter 3. Formation of group and
its basic characteristics. 6
Chapter 4. Potential of group and
its productivity. 13
The conclusion 18
The literature list 20
Introduction
People live and work in groups. 5
billion 400 million the persons occupying our planet, form more than 200 states
in which is 20 million economic organisations and hundred millions various
groups. In the big organisation individuality of the person is dissolved in a
lump of people. Other business in group (a brigade, department, office, etc.).
Here everyone with the abilities, lacks, acts clearly. Owing to features of
group in it there are processes which make essential impact on behaviour of the
person in the organisation. The first has paid to this attention of Elton of
Mayo during the known experiments in Hotorne. The further researches in the
given direction have allowed to draw the important conclusions. First, the
group takes a key place in the organisation. On the one hand, it the natural
form of association of individuals; with another a structural element for
organisation construction. Secondly, the group has positive influence not only
on the separate worker, helping it is better to learn itself, to get new
skills, to satisfy various social requirements; but also on all organisation,
promoting its unity, stability, occurrence of new ideas, perfection of methods
of decision-making and the control. Processes owing to which all it occurs,
Elton of Mayo and Kurt Levin named Group dynamics recognising a key role of
group dynamics in the organizational behaviour, different scientists
differently treat the maintenance of this concept. One put in it formation of
group and management of it. Others consider that it represents a set the
technician and techniques of type of group therapy, role training, etc. The
third at some discrepancy in separate details adhere to the concept of Eltona
of Mayo and Kurta Levin according to which group dynamics is considered from
the point of view of the internal nature of group, their characteristics and
interaction in them individuals. Such sight at group dynamics allows to
approach to its studying as it covers a wide range of questions more deeply.
The author of the given work puts before itself aim to consider most important
of them.
Chapter 1. What is the group and why
people unite in groups?
The answer to the first part of a
question is obvious: he/she is some persons, small meeting of people. Whether
however it is really possible to name any small association of people group?
The majority of researchers assert that for group it is necessary, first, that
its members co-operated and, secondly, that they felt the participation with
each other. These are two or more persons who co-operate with each other,
influence against each other and perceive itself as we, i.e. as community to
which they belong. Such understanding of group in many respects explains the
second part of a question. We will consider basic elements of structure of
concept of group: interaction and an accessory. Interaction assumes action of
individuals on the basis of overall aims and interests. If they are not
present, there is no also a group. A following condition of interaction is the
similar relation of members of group to these purposes and interests.
Individual Х will co-operate with the individual at if at that and at another
installations in value coincide. Further. That the person had a desire to
establish connection with other people, it should have in the long term
possibility to receive as a result of interaction certain moral or material
compensation. The deep sense is put and in the second element of structure of
concept of group. The feeling of an accessory is necessary for the person to
realise its natural aspiration to be with other people, to compare itself to
them and to receive their estimation itself, respect and a recognition. The
accessory to group means also potential possibility for the individual to have
reliable protection. Members of one group will intercede the friend for the
friend and at a meeting with hooligans in the street, and at conversation with
the heads more likely, defending group interests. At last, the accessory to group,
for example, to any club or a trade union provides to the person certain
position in a society, gives it the power and possibilities for achievement of
specific goals. Thus, people unite in groups to satisfy the requirements in
Dialogue. Power strengthening Reception of the certain public status
achievement of social, economic and other purposes.
Chapter 2. Types of groups
There are different criteria on
which classify groups. For example, depending on character of joint activity
they can be industrial, educational, family, etc.; depending on duration and
existence constant or time etc. However the majority of scientists in a basis
of typology of groups take the most general criterion a principle of their
creation. One groups are created directive at will of a management of the
organisation for performance of its purposes, others voluntary workers for
satisfaction of the various requirements. The first name formal, the second the
informal. Formal groups happen two types: administrative and operative. The
groups provided by organizational structure concern the administrative:
departments, sites etc. the operative include workers and employees who
together carry out any task or the project. The command concerns such type, for
example. Informal groups also share on two kinds: Groups on interests and
groups on the basis of friendship. As an example of the first type associations
of people on the basis of aspiration to self-development, increase of the
professional skill or collectors can serve. A source of formation of groups of
the second type are liking to each other and similarity of personal values and
installations. Formal and informal groups have much in common. First, both
those, and others pass similar stages of development. They have hierarchies, leaders,
roles, norms (rule), the status, the size. Thirdly, group dynamics of those and
others are peculiar characteristics are identical: unity and conflicts. At the
same time between them exists basic distinctions. As most important of them
John V. Njustrom and Kate Devis consider the following. Distinctions of formal
and informal groups. The basis for comparison Informal group Formal group:
General mutual relations Informal
Official,
Basic concepts the Power and a
policy of the Right and a duty,
Basic attention to the Person of the
Post,
Source of the power Proceeds from
group,
Management to behaviour of Norm of
the Rule,
Source of management of the Sanction
Compensation and the penalty Is delegated by a management.
Apparently from the table, in informal
groups the dominant role is played by members of groups and their mutual
relation, in formal - official roles in terms of the official rights and duties
of individuals. The informal power, thus, addresses to the person as to the
person and, hence, has personal character; the formal as to the official, it is
established officially. This the leader of informal group receives the power
from fellow workers, formal from an organisation management. The behaviour in
informal group is regulated by group sanctions, in the formal Rules and duty
regulations. At last group sanctions serve in informal group as influence
methods on management of behaviour, in formal Rewardings and penalties.
All these distinctions promote
creation in informal groups of special interpersonal relations which make at
times stronger impact on behaviour of workers, than the administrative power.
Therefore, though informal groups are created not at will of the management,
each manager should reckon with them. How informal groups with formal
co-operate, efficiency of the organisation depends finally. Informal groups
have many the advantages. They facilitate administrative loading of management:
if members of such group divide the organisation purposes carry out the
control. Informal groups promote cooperation and cooperation, reception of
satisfaction from work, serve some kind of the valve for an exit of emotions of
workers, improve communications in the organisation. Use of all these
possibilities for increase of efficiency of the organisation? A direct duty of
management. Exist a number of the rules checked up in practice which each
manager should adhere in the work with informal groups.
Their essence is reduced to, that:
1. To recognise existence of
informal group and to realise that its suppression will cause organisation
easing.
2. To listen to opinions of members
and leaders of informal groups, that the nobility their mood.
3. Before accepting any actions, to
count their possible consequences for informal group.
4. For easing of resistance to
changes in the organisation from outside informal group to involve its members
in acceptance of administrative decisions.
5. In due time to give out to
workers the exact information, interfering with that to distribution of
hearings.
Chapter 3. Formation of group and
its basic characteristics
In the literature there are some
models of formation of group, and in each of them stages of its life cycle are
called differently. For example, James L.Gibson, John Ivantsevich and James H.
Donneli - younger consider that each group passes in the development through
stages: a mutual recognition, dialogue and decision-making, motivation and
efficiency, the control and the organisation. According to L. V. Kartashovoj,
Т. V. Nikonovoj and Т. O. Solomanidinoj, such stages five: an initial stage of
formation, a stage of the intragroup conflict, maintenance of unity of group, a
stage of the highest working capacity and a final stage (for time groups). Е.
G. Moll, as well as the American scientists, allocates also 4 stages: group
formation, a stage a storm and a storm, an execution stage. A lack of all these
definitions is their some randomness, absence of methodological criterion. At
the heart of author's model the concept based on processes which define
features of development of each group lies. These processes, in the
conventional opinion of psychologists, are that: adaptation, identification,
integration and communications. Adaptation characterises the initial stage of
formation of group when its members learn and accept each other, form problems,
develop norms of behaviour when start to be shown structure, hierarchy, the
status, roles, leadership. Identification is connected with formation of
feeling of an accessory of the individual to group. This process proceeds at
three levels: the emotional as ability to empathize.
How ability to become on the point
of view of other person or all group and behavioural? As aspiration to obey to
developing group norms. Integration marks itself a stage when the race for
power in group is already finished, group norms, roles of everyone that is when
association of individuals has turned to individual collective are finalised.
Integration leads to transformation of collective into the self-regulated
social organism well adapted for in common-individual activity. For the given
stage of development of group following signs are characteristic: the purposes
are accurately designated; compatibility of individuals in group is reached;
the leader of group has proved the right to leadership in practice; the group
successfully carries out the problems put before it; the size of group allows
to know opinion of its each member and to estimate it. People feel the
accessory to group, hang together, overcoming in common difficulties and
solving group problems. Conflicts and the stresses shown at the beginning it is
especially frequent and painful, arise all less often and are resolved in the
most sparing ways with participation of all group. An indicator of efficiency
of integration is degree of unity of group. The highest unity is inherent in
group at a step of its maturity. Group disintegration begins with dissociation
display between its members. Thus, if to follow logic of development of group
and those processes which accompany it, it is possible to allocate following
stages:
1. Adaptation.
2. Identification.
3. Integration.
4. Disintegration.
Thus it is necessary to notice that
these stages are not the forms of evolution of group isolated from each other.
They only specify in dominating tendencies which define its this or that life
cycle. In a life all is more difficult. Happens that processes and adaptations,
both identifications, and integration occur simultaneously.
And happens and so that, having
reached integration level, the group passes to lower step because in it there
was a new leader or its problems have changed. As to communications process it
accompanies group development at all its stages. Communications are means with
which help members of group co-operate, communicate, build the relations, form
group characteristics, operate the behaviour. Therefore about it we will talk
separately. Generalising told, it is possible to present schematically model of
formation and group development.
According to this model we will
consider the basic characteristics of group and potential end results of its
activity. Group structure. Each group has the structure. It depends on type of
group, its size and structure, mutual relations and norms in it, the status and
a role of each member of group. The size and group structure. One of the
important factors who in many respects defines efficiency of group, its size
is. Practice shows that the groups consisting of 5-9 persons appear the most
productive. Such number allows to consider, first, at decision-making different
opinions, secondly, creates a transparency at which the contribution of
everyone is well visible and, thirdly, provides favorable conditions for
interaction and unity. Efficiency of group depends also on its structure.
Researches have confirmed such law: than more than the general signs at group
(on age, qualification, sights etc.) As that its members more fruitfully work,
faster they find that correct decisions of questions which before them arise.
At the same time group heterogeneity on what or to a sign under certain
conditions can be a source of conflicts. The status. It is accepted to
understand a place of the person as the status in a society or group.
Distinguish are formal also the informal status. Formal it is defined by a
post, an official rank. For example, the professor or the winner of
competition? The best by a trade?; the informal? Personal qualities of the
person and a recognition people of these qualities. If the established group
status corresponds to expectations of the person, the person recognises group
norms and behaves according to them if is not present, between the person and
group there is a conflict role a role. It is a way or model of behaviour of the
person in this or that situation. Each member of group carries out certain
roles which depend on its status. Complexity of management of organizational
behaviour here consists that in a life people simultaneously carry out some
roles. The person at the same time can be the head subordinated, a companion,
the parent etc. In each role from it expect certain behaviour. When the member
of group does not justify group expectations, there is a role conflict. There
are different role conflicts:
1. The conflict the person - a role.
It arises when the role requirement breaks the basic values of the individual
or its requirement. For example, the person can leave group if its
representations about morals or justice disperse from group opinion.
2. The conflict in a role. Such
conflict appears when the person appears as though between the devil and the
deep sea. On the one hand, for example, the head of group on office hierarchy
belongs to the heads and should behave according to position; with another, it
the member of group also wishes to keep with it friendly relations.
3. The conflict between roles. In
its basis contradictions between expectations from those roles which are
carried out by the person lie. In particular, the rallied group which purposes
do not coincide with the purposes of the formal organisation, can become the
reason of the interrole conflict for its members.
Researches show what to avoid role
conflicts difficultly. However it is possible to minimise their negative
influence on new groups. For this purpose it is necessary to know the reasons
of occurrence of contradictions and in due time to interfere with process of
their development. Norms. It is accepted to understand the conventional
standards which have developed in group as a result of long interaction of its
members as group norms. Unlike role expectations which are turned to separate
people, norms are turned at once to all members of group. Both formal, and
informal groups can have various hand-written or unwritten norms. One of them
are formalized in various written documents. Others officially do not appear,
nevertheless become known to all members of group. And though they have
informal character, their influence on mutual relations in group and efficiency
of its work often appears more strongly written norms.
The basic norms can be reduced to
several types:
What define norms of activity, its
productivity, quality, terms of performance of tasks etc.
Concern the first type. To the
second the norms connected with distribution of resources. They regulate an
order of assignment for wages, encouragements, sequence of granting of
privileges and privileges etc.
To the third the norms, concerning
informal social agreements. The rules regulating display of professional or
group solidarity, admissible limits of sanctions to separate members of group,
norm of group loyalty etc.
Here enter. The fourth type is
formed by organizational norms. It can be requirements to clothes of the
workers, shown for maintenance of certain image of firm, or standards at
negotiating etc. Existence of norms is dictated by a problem of achievement of
the purposes of group. Association of efforts of members of group demands some
compulsion. Necessity of such compulsion is shown the more strongly, than the
requirement for uniformity of behaviour is more sharply felt at the decision of
questions of joint activity of group. Value of norms is difficult for
overestimating. First, they promote predictability of behaviour of members of
groups, reduction of quantity of interpersonal problems and conflicts.
Secondly, norms allow people to define the value of the group distinguishing it
others, and on this basis to construct model of own behaviour. Thirdly,
influence formation of unity of group unity. The unity concept has great value
for understanding of a role of group in the organisation. This role can be
either positive, or negative, all depends on that, the group purposes coincide
with the purposes of the organisation or not. In the first case members of
group cultivate the best business and moral qualities, are proud of an
accessory to the collective. All it together promotes that arising problems
dare efficiently, creatively, taking into account the general opinion.
In the second case on the first
place in a group life intergroup conflicts act. Obshche-proizvodstvennye
problems pale into insignificance. Unity of such group eventually collapses.
However while it does not happen, the group makes negative impact on behaviour
of all organisation. The manager should know how to operate processes which
rally people in group, and depending on a unity orientation to apply those or
other measures of influence. There are various techniques which allow to estimate
quantitatively degree of unity and its orientation. One of them is offered R.
S. Vajsmanom. Its essence consists in the following. The set from twenty
personal qualities closely connected with business dialogue is given to members
of collective. Among these qualities? The constancy, endurance, initiative,
sociability, sense of duty, knowledge of the possibilities, persistence,
loyalty to group norms, sincerity, etc. they should choose five qualities
which, in their opinion, are necessary for productive work and which are
cultivated in group From this set. Comparison of repetitions of separate
qualities to a total sum of elections allows to deduce factor
tsennostno-orientatsionnogo unities of group. Depending on this factor the
manager can undertake actions or on unity strengthening, or on its destruction.
German scientists V.Zigert and L.Lang make for this purpose following
recommendations.
For unity strengthening:
1. Help group to test the general
success;
2. Try to strengthen trust of
members of group to each other and first of all to the leader;
3. Develop feeling of an accessory
to group as sensation of a certain feature, strengthen this feeling, carrying
out joint group actions, showing a more potential, new possibilities in the
decision of the problems, opening in teamwork;
4. Take care of that the accessory
to group delivered pleasure, answered motivation to an accessory, respect,
self-esteem, prestige;
5. Support belief of group in a
reality of the decision of tasks in view. For unity destruction:
1. In the form of drama show to
group hopelessness of its activity;
2. Show to group impossibility of
achievement of the purposes put by it;
3. Sow mistrust between people and
first of all to the leader of group;
4. Form the dissenting subgroups,
stimulate flight from group, encourage deserters, and is better. Transform into
the deserter of the leader of group;
5. Make feeling of an accessory to
group with feeling weariness, discontent;
6. Eliminate the leader by its
moving on other place of work. To the manager can be useful and councils of the
American scientists which recommend:
For unity strengthening:
1. To make group it is less;
2. To encourage the consent with the
group purposes;
3. To stimulate competition to other
groups;
4. To give out compensation to all
group, instead of its separate members;
5. If it is necessary, to isolate
group from negative influence of other workers. For unity destruction:
1. To make group it is more;
2. To disband group;
3. To give out compensations not to
all group, and its separate members;
4. To encourage disagreement with
group problems;
1. Estimate potential possibilities
of people and distribute between them role positions in group;
2. Designate a place and value of
each member of group in the decision of the general problem;
3. Put before group an overall aim,
without having forgotten to convince everyone, what an overall aim. It and its
personal purpose;
4. Distribute duties,
responsibility, the rights, the power and means, having developed competent
duty regulations and having balanced resources;
5. Discuss the first difficulties
with orientation to revealing of their reasons;
6. Suggest group to qualify the
activity constantly;
7. Stabilise, rally group, create a
favorable climate, and then simulate crisis that people have learnt to resolve
contradictions and conflicts (a problem demanding time, resources, confidence
of approachibility of expected results and participation small, but the
qualified group of psychology.
8. Develop collective decision-making.
Authorship appropriate to group, however in group give due to everyone
depending on its contribution;
9. Develop constant criteria of an
assessment of works and follow them;
10. Conduct collective and public
analysis of contradictions;
11. Support in group the main
values: respect for everyone, an estimation under the contribution, orientation
on positive in the person, publicity, democratic character, the account of
specific features;
12. Open sense and the importance of
work, a place and value of everyone in a common cause;
13. Decentralize the power and give
full independence to all members of group (but do not forget about what it was
told in item 4);
14. Encourage the initiative,
exclude practice of search guilty. It is important to find the reasons and ways
of elimination of errors;
15. Do not forget about constant
improvement of professional skill and sensation of prospect for everyone;
16. All group problems resolve in
common and publicly;
17. Give the constant information on
achievements of everyone;
18. To all members of group grant
the right freely to give any information, to express any opinions or doubts
concerning any discussed question;
19. Appoint one member of group to a
role the lawyer of a devil - the person who is protecting obviously wrong
business or engaged pettifogging, discrepancies, doubtful positions, the
errors, criticising made decisions from the various points of view. It helps to
accept faster correct, for all comprehensible and comprehensively well-founded
decision;
20. Listen to the various points of
view and criticism also it is quiet, as well as that coincides with your point
of view;
21. Separate efforts on generating
of ideas from their estimation. At first collect all offers, and then discuss
pluses and minuses of each of them.
Chapter 4. Potential of group and
its productivity
Formation of potential of group is
influenced by all its basic characteristics. But the special place among them
is occupied with group norms. They are a core of all processes of group
dynamics and directly are connected with productivity of potential both the
group, and its each member and all organisation. The researches spent
approximately at the same time by V. M. Bekhterev in Russia and E. Mejo in the
USA, have allowed them to come to identical conclusions. It appears, it is
easier to person to work, if the group which member it is, supports it and
waits from it for good results. Efficiency of group considerably increases in
that case at the expense of increase of individual productivity. Moreover, the
group norm of productivity can increase several times if results of work of
everyone influence success of the others and depend on their general success.
E. Majo were explained by this phenomenon to what norms promote creation of
atmosphere which not only defines behaviour of everyone who considers group the,
but also strengthens display so-called effect when the general productivity in
collective develops under the formula or 2+2 = 5, or 2+2 = 3. Positive or
negative character of influence of this informal structure on productivity
depends on variety of factors. J. D. Krasovsky divides them on two groups: the
cores and variables. We them will name qualitative and quantitative. The
qualitative concern:
1. Professional groups, indicators
are interchangeability, complementarity;
2. The moral and psychological unity
shown in norms of mutual aid;
3. Style of the leader J. D.
Krasovsky includes in group of quantitative factors:
1. Group level of claims, that is
mood of workers on achievement intermediate and end results;
2. Qualifying potential, sufficient
for realisation of total and off-schedule indicators;
3. Requirements to an end result
which defines group work;
4. An openness of assessments of
works of group from outside the head, especially in situations of intergroup
rivalry;
5. structure;
6. Intragroup interpersonal
communications;
7. Time of existence of group;
8. Group norm of productivity.
Each of the listed factors in own
way is shown at influence of informal structure of interpersonal relations on
productivity of group depending on the positive or negative orientation. Thus
the factor which will organise, focuses influence of all components, the group
norm is. It is confirmed with F. Borodina's researches which have been spent by
them on the basis of numerous situations. One of them is resulted in their
book? Attention: the conflict in design office in information department there
was a group of translators (5 persons). It worked well, exceeded norm. The head
defined work total amount, and translators distributed it among themselves,
helping each other. In the end of every week head held group meeting, estimated
work of everyone and informed on work forthcoming week.
Meetings passed is live. Translators
offered an additional material to discussion. But in group there was one
translator who had no enough experience and qualifications that is why all to
it helped when in it there was a necessity. It is it irritated a little, but it
was grateful to all for the help. And here once at traditional meeting she has
offered the big series of articles containing a material which was extremely
necessary for design office for transfer. The head has suggested it to be
accepted immediately to transfers of these articles, having postponed that it
translated. It, without feeling sorry for forces and time, sat all the days long
and evenings, working even in the days off. The first transfers have helped
designers to promote essentially in workings out. Its transfers have appeared
quality, the work volume was considerably exceeded by what was in group.
A management of design office and
the head of department were very happy with its work and have highly
appreciated the initiative. It began to work independently. In two months the
relation to the translator from outside employees has sharply changed. The head
of department could not understand that has occurred. It worked in a separate
office but when came into a room to translators, saw that it sits with
tear-stained eyes, and in a room the burdensome silence hangs. Inquiries gave
nothing: she referred to personal circumstances, and the others shrugged
shoulders. The true reason from the head hid, and he felt it. Then he has
decided to talk to it. It was found out that translators at first did not
approve its initiatives, and then hairdresses, cosmetics, clothes have started
to exchange at its presence caustic remarks concerning appearance. Then on it
have some times palmed off incorrect idioms translations. And then began accuse
her of a careerism openly. But it worked still qualitatively and much, and the
head calmed her that all will change for the better. However the situation
developed to the worst.
Besides the total amount of
transfers in group began to decrease. The group has started to behave in a
pointed manner: at traditional weekly meetings all sat silently and waited for
instructions from the head. It began to show them claims, has demanded to stop
obstruction of initiatives, but has come across deaf spiteful silence. Then it
has replaced the initiative translator in other room. Her have left alone, but
the volume of transfers was still reduced, and then stabilised at lower level,
than several months ago. The head criticised group and held up as an example
the initiative of that working woman which they have rejected. Translators
answered with resolute and amicable repulse, appealing to existing norms of
transfer. - there are specifications, we on them and work. The group became
uncontrollable. Then the head has achieved revision of awards for an
overfulfillment of norms and for quality of transfers. The result has appeared
unexpected: four translators have submitted a resignation.
After a while the head remained with
one initiative translator. This situation opens intragroup relations from the
different parties. It shows, first, that industrial groups are formed on the
basis of the general for all members of norm of productivity and break up as a
result of nonacceptance of this norm. Secondly, in such groups there are
defining roles, statuses, at everyone the culture of behaviour, the
requirements to members of group, the sanctions in relation to them, and
especially to those who drops out of it, the claims to a management. The group
together with the leader protects itself from encroachments on developed
interpersonal relations. Thirdly, the group norm of productivity because in
organizational management it is the weak spot becomes the basic weapon of
struggle against a management. The group is ready to go on a victim for the
sake of maintenance of the status, hoping besides to achieve and other
advantages. If it does not occur, the group can go on extreme measures:
entirely will leave. In the fourth, each head of group should build with
workers of the relation how it is demanded by law of interpersonal business
dialogue.
However it was considered by the
head of department of the information. It has admitted variety of errors:
1. Has made administrative
decisions, without reckoning with opinion of group;
2. Has answered a call of the
initiative employee, but has looked through reaction of group to this call;
3. Opposed to its group and has not
understood, as well as why business relations have regenerated in the
interpersonal;
4. Has transplanted it in a separate
room and has received the formal. The relation of translators to work:
completely;
5. At last, has definitively destroyed
all relations when has achieved revision of bonus system.
The conclusion
In the conclusion it is possible to
draw some conclusions and to formulate ten restrictions which disturb to
disclosing of potential of group and its productivity:
1. Unfitness of the head its
inability on the personal qualities to rally employees, to inspire them on
effective working methods.
2. Not qualified employees a typical
lack imbalance of functions of the workers, an inadequate combination of
professional and human qualities. For example, Vudkok and Frensis offer
interesting enough distribution of office roles according to which in each
working group should be idea men the directing, the planning, carrying out a
role the deterrent and a little executors. The combination of roles depends on
specificity of the collective, thus one worker can combine a little from the
listed roles.
3. Not constructive climate. It is
characterized by absence at a command of fidelity to problems, there is no high
degree of mutual support in a combination to care of the blessing of each
employee.
4. An illegibility of the purposes.
The insufficient coordination of the personal and collective purposes,
inability of a management and the personnel to the compromise. Authors
underline necessity of periodic updating of objects in view, differently
members of collective lose representation about prospects of the activity.
5. Low results of work. It is meant
that the collective should no on reached, should show aggressiveness in
achievement of the significant purposes that promotes a high self-estimation of
employees, growth of personal professionalism.
6. An inefficiency of methods of
work. Value of the correct organisation of gathering and granting of the
information, acceptance of correct and timely decisions is underlined.
7. Shortage of an openness and
confrontation presence. Necessity of free criticism, discussion strong and
weaknesses of the done work, existing disagreements without false fear to be
misunderstood is marked, to break business etiquette, to cause the conflict.
However in practice it is exigeant, or special preparation of the personnel and
the head is required.
8. Insufficient professionalism and
low culture of employees. Desire to have in collective of strong employees with
high level of individual abilities quite clearly. It is possible to consider
correct the point of view according to which the developed employee should be
vigorous, be able to operate the emotions, ready to be open to state the
opinion, to possess ability to change the point of view under the influence of
arguments, instead of forces, it is good to state the opinion.
9. And 10. Low creative abilities of
the personnel and not constructive relations with other collectives. Last two
obstacles in a way of development of collective are axiomatic and do not
require the comment.
The literature list
1. Вайсман Р. С. Связь
межличностных отношений с групповой эффективностью деятельности. // Вопросы
психологии. - 1974. - №4
2. Гибсон Джеймс Л.,
Иванцевич Дж., Донелли Дж. «Организация: поведение, структура, процессы». - М.,
2000.
3. Глумаков В. Н.
Организационное поведение. М., 2002.
4. Громкова М.Т.
Организационное поведение. М., 1999.
5. Карташова Л. Н.,
Никонова Т. В., Соломанидина Т. О. «Организационное поведение». М., 2000
6. Красовский Ю. Д.
Организационное поведение. М., 1999.
7. Спивак В. Н.
Организационное поведение и управление персоналом. СПб: Питер, 2000.