Psychologically developed as a collective, a small group is considered to be one 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. To be called a team, a small group must meet very high requirements:

• · successfully cope with the tasks assigned to her (be effective in relation to her main activities);
• · have high morals, good human relations;
• · create for each of its members the opportunity for personal development;
• · be capable of creativity, that is, as a group, give people more than the sum of the same number of individuals working individually can give.

The group goes through several stages on its way to becoming a team:

• 1) mutual orientation - this stage consists of self-presentation, observing each other, trying to understand for themselves the important properties of partners. This is the stage of low group performance. Activities that shorten this phase are organizing a meeting outlining the purpose of the group and the functions of its members;
• 2) emotional upsurge - determined by the advantage of contacts enlivened by the novelty of the situation;
• 3) 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) increase in psychological contact.

So, a collective is a community of people whose life activity is based on the value-orientation 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 work 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 collectives have common properties:

• · the presence of a common goal, unity of interests of members of the work collective;
• · organizational design within the framework of a social institution;
• · socio-political significance of the activity;
• · relations of comradely cooperation and mutual assistance;
• · socio-psychological community of team members;
• · controllability;
• · the presence of a clearly defined structure of interactions and a certain range of responsibilities, rights and tasks.

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

• a) by type of ownership (state, private, etc.);
• b) by area of ​​activity (production and non-production);
• c) by duration of existence (temporary and permanent);
• d) by stage of development (forming, stable, decaying).
• e) by subordination (main, primary, secondary).

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

• 1. The production management function is carried out through various formal collective management bodies, public organizations, special elected and appointed bodies, and the direct participation of workers in management.
• 2. Target - production, economic: production of certain products, ensuring economic efficiency of activities, etc.
• 3. Educational - carried out by methods of socio-psychological influence and through governing bodies.
• 4. The function of stimulating effective labor behavior and responsible attitude towards professional duties.
• 5. The function of team development is the formation of skills and abilities of collective work, improvement of operating methods.
• 6. Innovation and invention support function.

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

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

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

The peripheral part of the structure of the work collective is formed by those members who have either recently joined the system of collective relations and have not yet been 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 put on a par with the concepts of spiritual atmosphere, team spirit and prevailing mood.

The SBC of a team is always characterized by an atmosphere specific to the joint activities of people, the mental and emotional state of each participant, individual, and undoubtedly depends on the general state of 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 SPC 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 a group) is one (albeit the most important) of the components of the internal structure of a group, is determined by interpersonal relationships in it, creating 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 mood of the collective, which finds diverse forms of manifestation in all its life activities.

An essential element in the general concept of socio-psychological climate is the characteristics of its structure. This involves calculating the main components within the phenomenon under consideration according to some unified basis, in particular according to the category of relationship. Then in the structure of the SEC it becomes obvious that there are two main divisions - the attitude of people to work and their attitude towards each other.

Rice. 1

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

By subject-matter we mean the direction of attention and the nature of a person’s perception of certain aspects of his activity. Under the tonal one is his emotional attitude of satisfaction or dissatisfaction with these aspects.

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

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

The fact that the attitude towards the world (the system of value orientations of the individual) and the attitude towards oneself (self-awareness, self-attitude and well-being) fall into the rank of subsequent, and not immediate manifestations of climate, is explained by their more complex, multiply mediated dependence not only on the situation of a given team , but also on a number of other factors, on the one hand, macro-scale, 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 one or another, even the most significant group for him.

The situation is similar with the attitude towards oneself. A person’s self-awareness 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 situation and physical health of the individual.

This, of course, does not remove the possibility of considering the individual’s self-esteem and well-being in this particular group and depending on it. The well-being of an individual in a team is reflected in the individual’s relationship to a particular group as a whole, the degree of satisfaction with his position and interpersonal relationships in the group. Each member of the team, on the basis of all other parameters of the psychological climate, develops in himself a consciousness, perception, assessment and sense of his “I” within this particular community of people that corresponds to this climate. A person’s well-being, to a certain extent, can also serve as a known indicator of the degree of development of his spiritual potential. In this case, we mean a mental state that is largely determined by the atmosphere of the production team.

From this point of view, an individual’s well-being can be considered as one of the most general indicators of the SPC.

Rice. 1.

A - attitude to business; B - personal well-being (attitude towards oneself); B - attitude towards other people.

The most important problem in studying the socio-psychological climate is identifying the factors that shape it. The most important factors that determine the level of psychological climate of a 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, style and methods of leadership, the authority of the leader, as well as the individual characteristics of team members.

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

• 1. Compatibility of its members, understood as the most favorable combination of employee properties, ensuring the effectiveness of joint activities and the personal satisfaction of each. Compatibility is manifested in mutual understanding, mutual acceptance, sympathy, and empathy between team members. There are two types of compatibility: psychophysiological and psychological. Psychophysiological is associated with the synchronicity of individual mental activity of workers (various endurance of group members, speed of thinking, peculiarities of perception, attention), which should be taken into account when distributing physical activity and assigning certain types of work. Psychological involves an optimal combination of personal mental properties: character traits, temperament, abilities, which leads to mutual understanding. Incompatibility manifests itself in the desire of team members to avoid each other, and if contacts are inevitable - in negative emotional states and even conflicts.
• 2. Behavioral style of the leader, manager, owner of the enterprise.
• 3. Successful or unsuccessful progress of the production process.
• 4. The scale of rewards and punishments used.
• 5. Working conditions.
• 6. Family situation, outside of work, conditions for spending free time.

Depending on the nature of the socio-psychological climate, its impact on the individual will be different - it will stimulate work, lift spirits, instill cheerfulness and confidence, or, conversely, act depressingly, reduce energy, and 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 can accelerate or slow down the development of key employee qualities necessary in business: readiness for constant innovation, the ability to act in extreme situations, make non-standard decisions, initiative and enterprise, readiness for continuous professional development, a combination of professional and humanitarian skills. culture.

It is safe to say that the mood of the entire team, its ability to work and the achievement of success depend on the leader’s style of activity, his behavior, appearance and well-being. You cannot count on the fact that the necessary relationships in a team will arise by themselves; they must be consciously formed. Organizational personnel management: workshop manual / Ed. AND I. Kibanova - M.: Pedagogical Society of Russia, 2002, 232 p.

Non-state educational institution

Additional professional education

Institute of Distance Advanced Training

Social and psychological climate in the workforce

I've done the work

Ivan Ivanovich Ivanov

Scientific director

Ph.D., Associate Professor Shelepanova N.V.

Novosibirsk - 2015

Introduction

Chapter 1. The concept of a team

Chapter 2. Socio-psychological climate. Concept. Structure. Models

2.1 The concept of socio-psychological climate

.2 Structure of the socio-psychological climate

.3 Models of socio-psychological climate

2.4 Factors determining the socio-psychological climate

Chapter 3. Conflict as part of the socio-psychological climate of the team

3.1 What is conflict?

.2 Types of conflict

.3 Methods for resolving conflicts

.4 Positive meaning of organizational conflict

Conclusion

Literature

Introduction

“Everyone, without any discrimination, is guaranteed equal pay for equal work” (Universal Declaration of Human Rights, Art. 23, paragraph 2).

The immediate form of existence of a person as an individual is labor activity. Activity is a form of active attitude towards reality, aimed at achieving a consciously set goal. The main formative element of activity is the “motive - goal” vector. In traditional ideas of classical psychology, three types of activity are distinguished, genetically replacing each other and coexisting throughout the entire life course: play, learning, work. Although as types of human activity they have much in common, nevertheless, in terms of results, organization, and specific motivation, there are fundamental differences. For a person, work is the main activity, because... it not only serves the other two species, but also ensures, through the creation of a socially significant product, the unity and solidity of human society, both in space and time.

In the most general definition, work is an expedient and socially useful human activity that requires mental and mental effort. The Encyclopedic Dictionary defines labor as “a purposeful human activity aimed at modifying and adapting objects of nature to satisfy one’s needs.” Labor is of decisive importance for the formation of personality and its existence. The labor process unfolds in the sphere of material production. Through work, a person, with the help of knowledge, skills, and abilities, adapts the material environment to his needs and requirements.

The components of labor are:

purposeful activity (labor as a process and result) Physical labor (material products) and mental labor (ideal products);

subject of labor (objects towards which human activity is directed);

means of labor (tools with which labor is performed). Manual, mechanized and automated labor;

subject of labor (employee) Automated labor worker - operator;

Unlike the productive behavior of animals, work, as a specifically human activity, is characterized by awareness. This awareness from a psychological point of view is expressed in:

Conscious anticipation of a socially valuable result;

Consciousness of the obligation to achieve a socially fixed goal;

awareness of interpersonal production relations and dependencies.

The described social mechanism of labor has its own psychological structure. Within the framework of labor psychology, individual psychological, cognitive, personal and social-personal aspects of work are studied.

The conditions in which the members of the work group interact influence the success of their joint activities, satisfaction with the process and the results of their work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature, humidity, lighting, spaciousness of the room, availability of a comfortable workplace, etc.

The nature of the relationships in the group and the dominant mood in it are also of great importance. To designate the psychological state of a group, concepts such as “socio-psychological climate”, “psychological atmosphere”, “social atmosphere”, “climate of the organization”, “microclimate”, etc. are used.

The socio-psychological climate of the team is associated with a certain emotional coloring of the psychological connections of the team, arising on the basis of their closeness, sympathies, coincidence of characters, interests and inclinations.

The purpose of this work is a comprehensive consideration and study of the concept of “socio-psychological climate” and its influence on the relationships of workers in the work collective, its structure, models, as well as factors influencing the formation of the climate.

Chapter 1. The concept of a team

With the course of modern scientific, technical and social progress, with its contradictory social and socio-psychological trends and consequences, many acute problems of the socio-psychological climate of the team are inextricably linked.

However, climate is not only a problem of today’s socio-psychological complexities of social and scientific and technological progress, but at the same time it is also a problem of solving tomorrow’s long-term problems associated with modeling new, more advanced than before, human relations and human communities.

The formation of a favorable socio-psychological climate for the labor collective is one of the most important conditions for the struggle for the growth of labor productivity and the quality of products.

The socio-psychological climate can be considered as a multifunctional indicator:

the level of a person’s psychological involvement in activity;

measures of the psychological effectiveness of this activity;

the level of mental potential of the individual and the team, not only realized, but also hidden, untapped reserves and opportunities;

scale and depth of barriers to implementation

psychological reserves of the team;

those shifts that occur in the structure of the mental potential of the individual into the collective.

A team is a type of small group. Small groups can be different in size, in the nature and structure of relationships existing between their members, in individual composition, characteristics of values, norms and rules of relationships shared by participants, interpersonal relationships, goals and content of activities. The quantitative composition of a group is called its size, the individual composition is called composition. The structure of interpersonal communication, or the exchange of business and personal information, is called communication channels, the moral and emotional tone of interpersonal relations is called the psychological climate of the group.

The general rules of behavior that group members adhere to are called group norms.

All of the listed characteristics represent the main parameters by which small groups are identified, divided and studied. Among highly developed small groups, collectives stand out. The psychology of a developed team is characterized by the fact that the activities for which it was created and which it is engaged in in practice undoubtedly have a positive meaning for many people, not only for members of the team. In a team, interpersonal relationships are based on mutual trust of people, openness, honesty, decency, mutual respect, etc.

In order for a small group to be called a team, it must meet a number of very high requirements:

successfully cope with the tasks assigned to her,

have high morals, good human relations,

create for each member the opportunity to develop as an individual,

be capable of creativity, i.e. as a group, giving to people more than the sum of the same number of individuals working individually can provide.

Psychologically developed as a collective, a small group is considered to be one 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.

Collectivist relations are defined through the concepts of morality, responsibility, openness, collectivism, contact, organization, efficiency and information content. By morality we mean the construction of intra-collective and extra-collective relations on the norms and values ​​of universal morality. Responsibility is interpreted as the voluntary acceptance by a team of moral and other obligations to society for the fate of each person, regardless of whether he is a member of this team or not. Responsibility is also manifested in the fact that team members confirm their words with deeds, are demanding of themselves and each other, objectively assess their successes and failures, never abandon a job halfway, consciously submit to discipline, and place the interests of other people no lower than their own, according to - take good care of the public good.

The openness of a team is understood as the ability to establish and maintain good relationships built on a collectivist basis with other teams or their representatives, as well as with newcomers to one’s team. In practice, the openness of the team is manifested in the provision of comprehensive assistance to other teams, not members of the team. Openness is one of the most important characteristics by which a team can be distinguished from social associations that are externally similar to it.

The concept of collectivism includes the constant concern of team members for its successes, the desire to resist what divides and destroys the team. Collectivism is also the development of good traditions, the confidence of everyone in their team. The sense of collectivism does not allow its members to remain indifferent if the interests of the collective are affected. In such a team, all important issues are resolved together and, if possible, with general agreement.

Genuinely collectivist relationships are characterized by contact. It means good personal, emotionally favorable friendly, trusting relationships among team members, including attention to each other, goodwill, respect and tact. Such relationships provide a favorable psychological climate, a calm and friendly environment in the team.

Organization is manifested in the skillful interaction of team members, in the conflict-free distribution of responsibilities between them, and in good interchangeability. Organization is also the ability of the team to independently detect and correct deficiencies, prevent and promptly solve emerging problems. The results of the team’s activities directly depend on organization.

One of the conditions for successful team work and the establishment of trusting relationships is a good knowledge of the team members of each other and the state of affairs in the team. This knowledge is called awareness.

Sufficient awareness presupposes knowledge of the tasks facing the team, the content and results of its work, positive and negative aspects, norms and rules of conduct. This also includes good knowledge of team members about each other.

Efficiency is understood as the success of a team in solving all its tasks. One of the most important indicators of the effectiveness of a highly developed team is the super-additive effect. It represents the ability of the team as a whole to achieve results in work that are much higher than can be achieved by a group of people of the same size working independently of each other, not united by the system of described relationships.

"The super-additive effect is one of the most important indicators of the effectiveness of a highly developed team . It represents the ability of the team as a whole to achieve results in work that are much higher than what can be done by a group of people of the same size working independently of each other, not united by the system of described relationships.”

Wikipedia.

“The super-additive effect is the result of group activity, higher in quantity and quality compared to individual work. It occurs in a small group when its level of development approaches the team due to a clearer division of responsibilities, coordination of actions and the establishment of good business and personal relationships between employees.”

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Scheme: structure of the socio-psychological climate.

By subject-matter we mean the direction of attention and the nature of a person’s perception of certain aspects of his activity. Under the tonal one is his emotional attitude of satisfaction or dissatisfaction with these aspects.

The psychological climate of the team, which reveals itself primarily in the relationships of people to each other and to the common cause, is still not exhausted by this.

It inevitably affects people’s attitudes towards the world as a whole, their attitude and worldview. And this, in turn, can manifest itself in the entire system of value orientations of an individual who is a member of a given team.

Thus, climate manifests itself in a certain way in the attitude of each member of the team to himself. The last of the relationships crystallizes into a certain situation - a social form of self-attitude and self-awareness of the individual.

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

The fact that the attitude towards the world (the system of value orientations of the individual) and the attitude towards oneself (self-awareness, self-attitude and well-being) fall into the rank of subsequent, and not immediate manifestations of climate, is explained by their more complex, multiply mediated dependence not only on the situation of a given team , but also on a number of other factors, on the one hand, macro-scale, 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 one or another, even the most significant group for him.

The situation is similar with the attitude towards oneself. A person’s self-awareness 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 situation and physical health of the individual.

This, of course, does not remove the possibility of considering the individual’s self-esteem and well-being in this particular group and depending on it.

The well-being of an individual in a team is reflected in the individual’s relationship to a particular group as a whole, the degree of satisfaction with his position and interpersonal relationships in the group.

Each member of the team, on the basis of all other parameters of the psychological climate, develops in himself a consciousness, perception, assessment and sense of his “I” corresponding to this climate within this particular community of people.

A person’s well-being, to a certain extent, can also serve as a known indicator of the degree of development of his spiritual potential. In this case, we mean a mental state that is largely determined by the atmosphere of the production team.

From this point of view, the very well-being of an individual can be considered as one of the most general indicators of the socio-psychological climate.

A - attitude to business;

B - personal well-being (attitude towards oneself);

B - attitude towards other people.

2.3 Models of socio-psychological climate

The selection of models is based on an assessment of three aspects:

) level of development of the psychological potential of the team;

) the degree of its implementation at the moment;

) the trend of further changes in the psychological potential of the team;

Let's consider three main options:

Option A.

A high level of development of the socio-psychological potential of the team, which corresponds to the degree of its implementation. When working with full dedication, the necessary reserve of forces is maintained for further improvement of working conditions and organization of work, and there is no work to wear out.

A clear organization of work and management in a team, combined with the necessary reserve of strength and satisfaction from tangible returns, opens up the prospect of further development of the socio-psychological potential of the team.

Option B.

A high level of development of the psychological potential of the team with an extremely low degree of its implementation at the moment, which is associated with the imperfection of the organization of work and management that has developed within the framework of the system that goes beyond the boundaries of this team. Hence the emerging trend of curtailment of the socio-psychological potential of the team and a decrease in the overall level of its professional socio-economic efficiency and a trend of growing dissatisfaction with the system of organization and management that goes beyond the scope of this team, and the escalation of this dissatisfaction into conflict.

Option B.

The low level of development of the social and psychological potential of the team is compensated by work (albeit with outdated methods, but with full dedication - for wear and tear). In the future, this case promises a disruption in work and a sharp drop in socio-economic efficiency.

These variants of the socio-psychological climate, of course, do not exhaust their real diversity.

The socio-psychological climate of the teaching staff of a closed professional educational institution has its own characteristics. They are determined primarily by the goals and objectives facing a closed-type professional educational institution as an educational organization. And at the same time, a school is an organization that carries out educational functions, with all the ensuing consequences. Educating students, instilling in them moral standards and respect for the rules of law, developing their labor skills is a mandatory condition of existence.

The external environment can also influence the socio-psychological climate. Employees have constant contact with people who have broken the law (convicted criminals) or their loved ones, which requires the manifestation of high moral qualities, human feelings, and the ability to use psycho-emotional direction in the treatment process.

A feature that significantly influences the socio-psychological climate is that the teams of closed educational institutions are often male teams, with rare exceptions.

4 Factors that determine the socio-psychological climate

There are a number of factors that determine the socio-psychological climate in a team. Let's try to list them.

Job satisfaction.

Of great importance for the formation of a favorable climate is how interesting, varied, creative a person’s work is, whether it corresponds to his professional level, whether it allows him to realize his creative potential and grow professionally.

The attractiveness of work is increased by satisfaction with working conditions, pay, the system of material and moral incentives, social security, vacation distribution, working hours, information support, career prospects, the opportunity to increase the level of one’s professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontal.

Group compatibility and harmony

Interpersonal relationships that arise as a result of communication between people in their group determine psychological compatibility. Psychological compatibility is understood as the ability to work together. People who are similar to each other find it easier to interact. Similarity promotes a sense of security and self-confidence and increases self-esteem. Psychological compatibility may also be based on differences in characteristics based on the principle of complementarity. In this case, they say that people fit each other “like a key to a lock.” The condition and result of compatibility is interpersonal sympathy, the attachment of the participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.

They differentiate between the phenomena of compatibility and harmony. The compatibility effect most often occurs in personal relationships, while the harmonious effect usually results from formal, business-related relationships related to activities. The basis of teamwork is the success and effectiveness of joint activities, which presupposes consistency in the work between its participants.

For example, imagine a boat crew of eight rowers and a helmsman. Success here will largely depend on the teamwork of the athletes, although compatibility also matters. Of course, in addition to consistency, harmony also includes like-mindedness, common points of view, unanimity, and friendly relations.

Each member of the team, in accordance with his business and personal qualities and social role, occupies a certain position in the system of group interpersonal relations.

Team cohesion

Group cohesion is manifested primarily in the emotional sphere. It is unlikely that joy and sorrow can coexist at the same time in a close-knit group, and when someone cries, no one will laugh.

Factors influencing group cohesion.

attitude of group members towards the leader;

trusting, sincere relationships;

duration of time spent together;

recognition of the personal contribution of each team member.

Relationships in a team and its cohesion largely depend on what the members of the team themselves are, what their personal qualities are and the culture of communication, manifested in the degree of emotional warmth, sympathy or antipathy. Members of the work collective are representatives of different temperaments, gender and age groups, and have different habits, views, and interests.

The predominance of certain personal qualities among team members affects the relationships that develop within the team, the nature of its mental state, gives it a certain feature that can contribute or hinder its unity. Negative character traits especially hinder team unity: resentment, envy, painful pride.

Members of a close-knit team, as a rule, are in no hurry to leave it, i.e. labor turnover decreases.

Nature of communications.

The psychological climate in a group is based on the individual characteristics of each participant, their mutual communication skills, assessments and opinions, reactions to the words and actions of others, as well as the social experience of group members. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts. The ability to clearly and accurately express your point of view, mastery of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.

When analyzing mental compatibility, it is important to take into account the types of communicative behavior (V.M. Shepel’s classification):

collectivists: sociable, supportive of any endeavor, proactive;

individualists: inclined to solve a problem alone, gravitating toward personal responsibility;

pretensionists: endowed with vanity, resentment and a desire (claims) to be the center of attention when doing work;

imitators: avoiding complications by imitating other people's manners;

passive (opportunists): weak-willed, not showing initiative and susceptible to outside influence;

isolated: non-contact, having an intolerable character.

Leadership style.

The democratic style develops sociability and trust in relationships, friendliness. At the same time, there is no feeling of decisions being imposed from the outside, “from above.” The participation of team members in management, characteristic of this leadership style, helps to optimize the socio-psychological climate.

The authoritarian style usually breeds hostility, submissiveness and ingratiation, envy and mistrust. But if this style leads to success that justifies its use in the eyes of the group, it contributes to a favorable socio-psychological climate, as, for example, in sports or in the army.

The permissive style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable socio-psychological climate.

A permissive style may be acceptable only in some creative teams.

Thus, the manager can significantly influence the nature of interpersonal relationships in the work team, the attitude towards joint activities, satisfaction with the conditions and results of work.

The role of the immediate supervisor in the educational process and in production - foreman, foreman, etc., as well as the role of the enterprise administration is enormous in creating a favorable socio-psychological climate.

It is these representatives of management who are called upon to most actively participate in the constant, sustainable reproduction of such mental states as sympathy and attraction, a positive emotional background of communication, interpersonal attractiveness, a sense of empathy, complicity, the ability to remain oneself at any time, to be understood and positively perceived ( regardless of your individual psychological characteristics). At the same time, it is especially necessary to highlight the feeling of security when everyone knows that in case of failure (in the sphere of work, everyday life, family) the team “stands” behind him, that they will definitely come to his aid.

The nature of the activity performed.

The monotony of the activity, its high responsibility, the presence of a risk to the health and life of the employee, the stressful nature, emotional intensity, etc. - all these are factors that can indirectly negatively affect the socio-psychological climate in the work team.

Chapter 3. Conflict as part of the socio-psychological climate of the team

3.1 What is conflict?

In psychology, conflict is defined as “a collision of oppositely directed, mutually incompatible tendencies, a single episode in the mind, in interpersonal interactions or interpersonal relationships of individuals or groups of people associated with negative experiences” (Brief Psychological Dictionary.)

Based on the definition, three main components can be distinguished in a conflict:

In a conflict there is always a contradiction, a clash of positions, behind which there is a difference in interests, values ​​or normative ideas of the parties. Participants in the conflict feel that the gain of the first party is a loss for the other.

In a conflict, interests or ideas that are significant to a person are always affected (regardless of what is being discussed), which is the cause of expressed negative emotions among the participants and often becomes the main obstacle in finding a reasonable way out of the current situation.

Conflict also necessarily presupposes an element of conflict behavior-reaction that arises when trying to resolve a contradiction.

Thus, the conflict formula can be presented as:

3.2 Types of conflict

In social psychology, there is a multivariate typology of conflict depending on the criteria that are taken as a basis.

Thus, any conflict (as a special case of interaction) can be described using the basic parameters of interaction.

Values ​​of interaction. Any type of interaction is endowed by its participants with the meaning that they see in it for themselves or would like to see.

The value side of human interaction, in essence, raises the question “why” or “for what.” Regardless of whether the participants in the interaction themselves formulate this question for themselves and give a conscious answer to it, they always have dominant values ​​that guide their actions, creating a certain model of their behavior in interaction.

Interests of interaction participants. Each person enters into a situation of interaction with his own interests. People consider some of them as goals for themselves, without the implementation of which the given situation ceases to satisfy them.

Means (methods, ways) for achieving goals. The presence of certain goals presupposes the presence or search for appropriate means, methods, and ways to achieve them. The question of methods concerns the procedural side of interaction, its organization - “how it is done.”

Potential of interaction participants. Successful solution of interaction problems presupposes that its participants have a level of competence, a sum of knowledge, a set of skills (even the simplest ones), physical capabilities necessary for its implementation, that is, their potential meets the set of requirements imposed by interaction.

Rules of interaction (the expected contribution of each participant to the overall interaction, their role responsibilities, the degree of possible participation of each in making common decisions, rules of “behavior” in relation to each other, etc.).

For each of these interaction parameters, contradictions and conflict situations may arise.

The characteristics of the conflict can also be given depending on:

A) the subjects involved:

intrapersonal;

interpersonal;

intergroup;

between an individual and a group.

B) outcome:

destructive;

constructive.

B) the organizational levels involved:

horizontal (when representatives of the same organizational level are involved in the conflict);

vertical (when representatives of different organizational levels are involved in the conflict).

D) duration of occurrence:

short-term;

protracted.

D) source of occurrence:

subjective (personal qualities, individual characteristics of the participants in the conflict);

objective (economic, technological, organizational factors).

One should also distinguish between realistic and unrealistic conflicts.

A conflict is usually called realistic if it is associated with the pursuit of certain goals by the participants;

In unrealistic conflicts, the goal of the participants in the situation is to openly express accumulated emotions and hostility. Conflict ceases to be a means of achieving goals, but becomes an end in itself, sometimes a way to discharge accumulated emotional tension. To resolve it, it needs to be converted to realistic.

Structure of the conflict

Every conflict has a more or less clearly defined structure. In any conflict there are:

a) the object of a conflict situation, associated either with technological and organizational difficulties, or with the specifics of business and personal relations of the conflicting parties;

b) goals, subjective motives of its participants, determined by their views and beliefs, material and spiritual interests;

c) opponents, specific persons who are its participants;

d) the real reasons, which are important to be able to distinguish from the immediate cause of the collision.

Stages of the conflict

The stage of potential formation of conflicting interests, values, norms;

the stage of transition of a potential conflict into a real one or the participants in the conflict realizing their true or falsely understood interests;

stage of conflict actions;

stage of removing or resolving a conflict.

3.3 Methods for resolving conflicts

According to experts, in 80% of organizational conflicts a solution can be found that completely satisfies both parties. But in real life this happens much less often.

The most common obstacles to effectively finding a way out of a conflict situation are:

the presentation of this outcome by the parties to the conflict solely in the form of their victory;

replacing the search for a solution that satisfies both sides with a fight for one’s interests or ideas;

emotional aspects that prevent compromise or concessions, inadequacy;

lack of open communication and lack of an atmosphere of mutual trust and cooperation;

lack of negotiation and compromise skills, tendency to use ineffective strategies.

In a conflict situation, its participants are faced with the need to choose one of three fundamental possibilities for their actions in this situation:

) the path of “struggle” aimed at achieving what you want by all available means;

) avoiding conflict;

) conducting negotiations in order to find a solution to the problem that has arisen that is acceptable to both parties.

Each of these possibilities presupposes appropriate strategies for the behavior of the participants in the conflict. One of the practical approaches to the classification of conflict interaction strategies used in conflictology (authors W. Thomas and R. Kilman) takes as a basis the degree of orientation of the participants in the situation towards their own interests and the preservation of relationships, and based on these two variables, it identifies five types of strategies.

Dominance is the desire to achieve satisfaction of one’s interests to the detriment of maintaining relationships.

Compliance, as opposed to competition, means sacrificing one's own interests for the sake of maintaining relationships.

Withdrawal, which is characterized by both a lack of desire for cooperation and a lack of tendency to achieve one’s own goals, which is why, in fact, the conflict occurred

A compromise characterized by the tactics of minor concessions.

Cooperation is when the participants in a situation come to an alternative that fully satisfies the interests of both parties and preserves the relationship between them.

The choice of one or another behavioral strategy by a conflict participant is determined by the characteristics of the situation, the behavior of his partners, as well as his own personal characteristics. It would be wrong to unequivocally consider any of the strategies mentioned as ineffective. In specific circumstances, any of them may be an adequate way out of a conflict situation. This does not mean, however, that when analyzing the “price” of certain solutions, we cannot identify priority ones among them.

In essence, only the negotiation process aimed at developing compromise or integrative solutions is today considered by experts as an effective process for resolving a conflict situation. The way to avoid conflict, be it a strategy of avoidance or compliance, is regarded as a sign of “unviability,” that is, in this case, an inability to solve one’s problems.

The path of dominance, “hard struggle” or “soft” assertiveness, which has negative consequences for the relations of the participants in the situation, has sufficiently revealed its inconsistency at all levels of human communication - from international relations to the private lives of people. Dominance and struggle can provide a person with a solution to a problem in his own interests, but at the cost of his relationship with his partner. Avoiding conflict and conflictual interactions can preserve or even improve relationships, but at the cost of abandoning one's own interests or the position that one is defending. And only an integrative-compromise approach, when effectively implemented, makes it possible to simultaneously solve the problem and preserve the relationship, which is considered a truly successful solution to the conflict.

Mary Parker Follett (September 3 1868 - December 18 1933 ) - American sociologist and consultant Management and Pioneer in Organization Theory and Organizational Behavior. She is also the author of a number of books and numerous essays , articles and speeches on democracy, human relations, political philosophy, psychology, organizational behavior and conflict resolution

Wikipedia.

So, between two people who work in the same library office, disagreements arise because one of them wants to open the window because it’s stuffy, and the other is afraid of catching a cold. Is this situation a situation of incompatible interests? Yes and no, depending on at what level we consider it. If we see this situation “at the window level,” then the interests of the participants are incompatible, since the window cannot be open and closed at the same time.

But is this the interests of the partners?

The position of the first participant in the situation is to “open the window.” But his interest is not in opening the window, but in “providing access to fresh air.”

The position of the second participant is “not to open the window,” his interest is “to prevent physical discomfort.” The same interest may allow for different ways of satisfying it, but each of the partners in this case sees only one possibility, and they turn out to be incompatible.

The task of integrative conflict resolution is to reformulate the subject of the conflict, moving from the positions presented by the participants in the situation to the interests behind them.

In accordance with them, the problem of the conflict will not be “open the window - do not open the window”, but “under what conditions can fresh air be provided (the interest of participant I) so as to prevent physical discomfort (the interest of participant II)” and will come down to a subsequent search for possible options.

The general scheme of this process will look like this:

Presented position of the first party	Presented position of the second party
Go to Interests
First party interest	Interest of the second party
Moving on to searching for conditions for compatibility of both interests
The first party puts forward its conditions for accepting the interest of the second party	The second party puts forward its conditions for accepting the interest of the first party
Transition to the search for conditions of compatibility of the put forward conditions
Acceptance by the first party of the interest of the second party with its own conditions	Acceptance by the second party of the interest of the first party with its own conditions
Transition to developing an agreed solution
An agreed solution that takes into account the interests of both parties and the conditions put forward by them for realizing the interests of the opposing party.

A successful negotiation process to resolve a conflict situation that has arisen is possible only if the following conditions are met.

First of all, the interaction of partners must be meaningful or absolutely necessary for them; one way or another they are interested in preserving it.

If the interaction is neither necessary nor meaningful for its participants, then they do not value it and, when faced with disagreements, may prefer destruction and severance of the relationship.

Next, the parties to the conflict must realize the need to solve the problem that has arisen. If either of them does not admit at all that there are any problems in their interaction, this makes negotiations difficult or may make them impossible. However, recognizing the problem and the need to solve it is not enough. Participants in the conflict must also be aware of the commonality of their interests in solving the problem that has arisen, and realize that only through joint efforts can they solve this problem.

The next important factor is the willingness of the parties to the conflict to recognize the position of the other and his interests. Partners must come to an understanding of the need to take each other's interests into account, otherwise their efforts will be aimed solely at defending their own position.

The above scheme for searching for integrative solutions carries a general idea of ​​resolving contradictions rather than an exact algorithm of actions, since they can vary depending on the type of conflict situation in question.

It was previously stated that the behavioral strategies chosen by its participants in a conflict situation are decisive for the outcome of the conflict. Indeed, the negotiation process can be effectively carried out regardless of the subject of the conflict, but the latter may have a certain influence on the nature of the decision made.

A conflict of values ​​affects the most significant aspects of a person’s relationships with other people. Where they are ideological, ideological, ethical or religious in nature, compromise or coordination of values ​​is hardly possible; rather, their coexistence is possible. If they are of a more private nature and significantly influence the interaction of people, for example, when it comes to the values ​​of their joint activities, you can try to look for either a compromise or the possibility of their simultaneous (parallel or sequential) implementation.

The nature of resolving conflicts of interest is determined by the possibilities of their compatibility. If the interests of the participants in a conflict situation are recognized as incompatible, only compromise solutions are possible - an agreement based on concessions. If the interests of the participants are compatible, it is possible to search for integrative solutions, options that satisfy the interests of both parties.

The conflict between human potential and activity requirements can be resolved either by expanding a person’s potential capabilities or by changing the nature of the requirements placed on him.

The same can be said about conflicts associated with different potentials of the participants in the interaction, since the problems that arise in these situations, as a rule, are formulated in the form of a conflict of inconsistency on the part of a person with higher potential.

Conflicts that are based on disagreements regarding the means of achieving goals or the rules of interaction, its norms, are subject to settlement through the harmonization of ideas and norms. Coordination can be carried out on the basis of compromise, the formulation of new norms, the search for other, mutually acceptable solutions, etc.

work collective psychological climate

Types of conflicts and ways to resolve them:

Conflict type	Standard settlement method
Conflict of values	Separation from the sphere of interaction and coexistence. Determining the conditions of coexistence
Resource conflict	Compromise decisions that determine how a resource is used
Conflict of interest	Integrative or compromise solutions that create the possibility of full or partial realization of the interests of both parties
Conflict of means to achieve goals	Integrative or compromise solutions that determine the order of organizing joint activities or interactions
Potential conflict	Integrative or compromise solutions, focused either on prospects for expanding potential or on reconsidering requirements
Conflict of norms	Integrative or compromise solutions that revise or clarify the norms of interaction

3.4 Positive meaning of organizational conflict

Conflicts undoubtedly create tense relations in the organization, switch the attention of employees from the immediate concerns of production to “showing things up,” and have a serious impact on their neuropsychic state.

However, conflict is also an undoubted condition for the development of an organization.

The study of the role of organizational conflict made it possible to identify its following functions:

Formation of groups, establishment and maintenance of normative and physical parameters of the group.

Establishing and maintaining a relatively stable structure of intragroup and interpersonal relationships, integration and identification, socialization and adaptation of both individuals and groups.

Obtaining information about the environment.

Creating and maintaining a balance of power and, in particular, power; ensuring social control.

Rulemaking.

Creation of new social institutions.

Diagnosis of dysfunction of the organization.

Growing self-awareness of the conflict participants.

Stimulating group dynamics.

Conflict management requires managers to have high competence not only in organizational, economic and legal management issues, but also in special areas of psychological knowledge that provide solutions to the problems of self-organization and the organization of rational interaction between people in conditions that provoke opposition and psychological tension.

Conclusion

Before writing it, we defined the purpose of this work as a comprehensive consideration and study of the concept of “socio-psychological climate” and its influence on the relationships of workers in the work team, its structure, models, as well as factors influencing the formation of the climate.

And so, we considered issues related to the concept of “Socio-psychological climate of the team.”

During our review, we found out that:

a) A team is one of the types of “small group”. And the “small groups” themselves differ in size, in the nature and structure of the relationships that exist between their members, in their individual composition, the characteristics of the values, norms and rules of relationships shared by the participants, interpersonal relationships, goals and content of activities.

b) The socio-psychological climate of a team is the prevailing and relatively stable mental mood of the team, which finds diverse forms of manifestation in all its life activities.

c) The socio-psychological climate can be either favorable or unfavorable. This is influenced by various factors.

e) There are three models of socio-psychological climates, which differ in relationships within the team, the attitude of team members to work, and ultimately, directly affect work efficiency.

f) Factors that directly influence the state of the socio-psychological climate of the team include: job satisfaction; compatibility and teamwork; team cohesion; the nature of communications within the team; team management style; and the nature of the work performed.

In addition, we found out that conflict is inherent in any team. Conflicts in teams vary in both essence and content. But the most amazing thing is that conflict often has a beneficial effect on the state of the socio-psychological climate in the team, no matter how amazing it may sound.

Having considered all these and many others, not mentioned here, facts, factors, information, etc., we have compiled for ourselves the most complete picture of what we are used to calling the “social and psychological climate of the team,” which means we can say with confidence that the goal we set before starting work has been achieved.

Literature

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Lukashevich N.P. Labor psychology: Textbook / N.P. Lukashevich, I.V. Singaevskaya, E.I. Bondarchuk. - 2nd ed. add. and processed - K.; MAUP, 2004

3. Social psychology of work: Theory and practice. Volume 2 / Rep. Editors A.L. Zhuravlev, L.G. Wild - Moscow: Publishing house "Institute of Psychology RAS", 2010.

Pryazhnikov N.S. Labor psychology: a textbook for students of higher professional institutions. education / Pryazhnikov N.S., Pryazhnikova E.Yu. - 6th ed. erased - Moscow; Publishing center "Academy", 2012

Pavlova A.M. Labor psychology: textbook / A.M. Pavlova; edited by E.F. Zeera. - Ekaterinburg; Publishing house of the State Educational Institution of Higher Professional Education "Russian State Vocational Pedagogical University", 2008.

O.G. Noskova. "General psychological theory of activity and problems of labor psychology." Article; Bulletin of Moscow University. Series 14 "Psychology", 2014 No. 3.

Dushkov B.A., Smirnova B.A., Korolev A.V. Psychology of work, professional, information and organizational activities: Dictionary / Edited by B.A. Dushkova, adj. T.A. Grishina. - 3rd ed. - Moscow; Academic project: Mira Foundation, 2005

K.K. Platonov. Interesting psychology. - 5th edition, revised. - St. Petersburg: Peter Press, 1997

V.M. Shepel. A manual on psychology for foremen and foremen. Second edition, expanded and revised. - Moscow; Publishing house "Economy", 1978

Podoprigora S.Ya. Brief psychological dictionary - 2nd edition, revised. Psychology. Sociology. Series "Dictionaries", Publishing House "Phoenix". 2012

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Electronic resources

12. Encyclopedia "Around the World" ". Universal popular science online encyclopedia. http://www.krugosvet.ru/enc/gumanitarnye_nauki/lingvistika/

Russian Spelling Dictionary of the Russian Academy of Sciences [Electronic resource] / Ed. V.V. Lopatina - Electron. Dan. - M.: Reference and information Internet portal GRAMOTA.RU, 2005. - Access mode:

In the literature on social psychology and management psychology, the concept of “socio-psychological climate” is used along with such concepts as “moral and psychological climate”, “psychological atmosphere”, “moral climate”, etc. All these concepts characterize the interpersonal relationships of members of a small group (team), their attitude to work, and mood.

Socio-psychological climate (SPC) is the prevailing and relatively stable psychological mood of team members, manifested in all the diverse forms of their life activities. SPCs are manifested in such group effects as the mood and opinion of the team, the nature of interpersonal relationships, well-being and assessment of the living conditions of working in a team.

The structure of the socio-psychological climate is determined by the system of relationships that have developed in the team between its members and can be characterized by elements that represent a synthesis of social and interpersonal relations. The unity of these relationships appears in the form of relationships between people (cooperation, competition, cohesion, compatibility, friendship, etc.)

SPC is one of the most mobile and significant components in the structure of socio-psychological conditions, as well as the most important factor in the entire life activity of the work collective. Its special significance in the general system of conditions of existence of each member of the team is determined by the fact that it directly characterizes aspects of human life. Normal SPC is a necessary condition for communication and production activities of the workforce. In relation to an individual student, the SPC implements the function of feedback with others through communication, public opinion, relationships, cooperation, empathy, etc.

Not only mood and well-being, but also labor productivity and product quality depend on SPC. Research by psychologists has established that, depending on the state of the SPC, labor productivity increases by 15-20% (with a favorable SPC) or decreases by 20-25% if it worsens. A healthy SPC increases interest in work, increases vitality, makes workers satisfied with work, joy from communicating with colleagues and from the results achieved.

SEC is not only a factor in increasing labor productivity and mobilizing the internal reserves of the workforce, but also a means of fostering a positive attitude towards work, strengthening labor discipline and increasing the creative activity of workers. A favorable SPC contributes to the disclosure of the creative potential of each team member, the education and development of positive personality traits: respect for a person, a sense of camaraderie, discipline, responsibility, demanding of oneself and others, integrity and other qualities.

Thus. SEC plays a huge role in the life of the workforce. Consequently, the formation of a normal climate in a team is one of the most important human tasks.

The main goal of creating a normal socio-psychological climate is to create socio-psychological conditions for the life of the work collective. A favorable socio-psychological climate is characterized by such features as team cohesion, active participation of the team in the management of production and public affairs, their cooperation and mutual assistance, high productivity of teamwork, a high level of development of interpersonal contacts, mutual goodwill, sensitivity in relationships, satisfaction of team members with interpersonal relationships , their tolerance towards each other, the protection of the individual in the team.

What factors influence the state of the socio-psychological climate of the team?

It is customary to distinguish between external and internal factors. External factors influencing the state of the team's SPC include impacts from the macroenvironment in which the organization operates. These include: the political situation in the country and in the region, the economic situation, the activities of higher organizations, government bodies (administrative, tax, internal affairs, etc.),

The attitude towards work and the state of the industrial complex are also influenced by the form of ownership (state, collective, private or mixed) used at enterprises, the procedure for the distribution of dividends, income from the activities of organizations and enterprises.

It should be noted that the economic crisis that hit all sectors of the Russian national economy in the second half of the 90s of this century had an extremely negative impact on the socio-psychological climate in organizations and throughout the country. Inflation, rising unemployment, low wages, delays, social injustice, rising crime, abuses by government agencies, managers and officials at all levels of government give rise to apathy, anger, nervousness and other negative feelings in most people.

The state of the team’s SPC is also influenced by internal factors, i.e. influences from the microenvironment. This includes: a complex of technical, technological, sanitary, hygienic and organizational elements of production; content, organization and working conditions; salary amounts; living conditions; social and organizational structure of the team; leadership style; the level of general education and culture of workers, their individual psychological characteristics; work of public organizations, etc.

What are the ways to regulate and improve the socio-psychological climate?

The most effective methods and means of improving the state of the SPC, in our opinion, are:

Systematic improvement of organization and working conditions by solving a set of technical, technological, economic, organizational and sanitary-hygienic problems;

Providing employees with greater independence in choosing tasks, workplaces, means and work schedules;

Improving the living conditions of workers, medical and consumer services;

Improving the system of material and moral incentives;

Creating conditions for the professional, general educational and cultural development of employees, for their career advancement;

Improving management methods and style;

Integrity, exactingness, sensitivity and attentiveness to people;

To improve relationships between people, it is also recommended to use special psychological and pedagogical methods: socio-psychological training, role-playing games, meetings, discussions, autogenic training, creating a room for psychological relief, changing the environment and interior in industrial and domestic premises, using the media, etc. d.

The normalization of the socio-psychological climate in the team is also facilitated by: the organization of joint recreation for workers, sports competitions, interest clubs, the development of amateur performances, technical creativity and other forms of self-expression and communication between people.

Considering the great socio-economic importance of the SEC for the life of the workforce, it can be assumed that Creating a favorable climate is the most important task not only of the manager, but also of the entire team. On the part of the manager, it is important to show a personal example in establishing normal relationships with employees, respecting the dignity of the employee’s personality, his professional skills and personal qualities, and complying with moral standards and legal requirements. Of great importance in this regard are fairness in material and moral incentives for work, human participation in the public affairs of the team, targeted educational work among workers, informal communication with them at work and outside the organization, holding meetings, deliberations and discussions, participation in the organization and conduct of various events not related to production (sports competitions, holidays, games, visits to theaters and concert halls, collective trips to nature, etc.)

As for the employees themselves, they must also show interest and activity in these events, expand interpersonal contacts, establish relationships with each other, and develop the best qualities in themselves for communication, cooperation, mutual understanding, and mutual assistance.

Thus, the activities of the manager and the workforce to create a normal socio-psychological climate are complex and multifaceted. It covers economic, managerial, organizational and technical, socio-psychological, moral and other spheres of workers’ life.

In the work team relations between its members are determined by two factors: production activities (these are formal relations) and interpersonal relations (informal). The state of informal interpersonal relationships in a work team is called the socio-psychological climate, which is characterized by the strength of internal connections between team members.

A team (CPC) is always characterized by an atmosphere specific to the joint activities of people, the mental and emotional state of each of its participants, the individual, and, undoubtedly, depends on the general state of the people around him. And 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, everyday or festive.

Socio-psychological climate- this is the prevailing and relatively stable spiritual atmosphere or mental mood of the team, manifested both in the relations of people to each other and in their attitude to the common cause.

The socio-psychological climate is the general emotional mood of the team, which combines the moods of people, their emotional experiences and worries. SEC is one of the most important elements in the overall system of human conditions of existence and life.

The socio-psychological climate can be positive (healthy and favorable) and negative (unfavourable).

Positive SPC promotes improving the economic performance of the team: increasing labor productivity, increasing job satisfaction of team members, and its cohesion.

With a negative SPC, economic results begin to deteriorate and, ultimately, the team disintegrates.

One of the most obvious manifestations A favorable SPC that contributes to the productivity of joint activities of people is attention, disposition, sympathy of a person for a person, as well as a mood of spiritual uplift, cheerfulness, which are based on clear goals, exciting tasks of joint activity, an atmosphere of mutual responsibility and demands of people towards each other.

Thus, the positive features of the SEC are the predominance and stability of an atmosphere of mutual attention, respectful attitude towards people, a spirit of camaraderie, combined with high internal discipline, integrity and responsibility, demandingness towards others and oneself.

Significant impact on SEC provides professional and psychological compatibility of team members. Ignoring or underestimating the compatibility factor when forming departments and divisions of a team can lead to conflict and even collapse of the team. The compatibility of workers is manifested in their ability to coordinate their actions in various types of activities.

The labor collective is, as mentioned earlier, a specific socio-psychological formation, characterized by interpersonal relationships, which manifest themselves in the form of group activity. These interpersonal relationships are mediated by the goals and objectives facing the unit.

Each individual person is focused on a certain value system, that is, everyone has their own value orientation.

The totality of individual value orientations constitutes a value-orientation unity collective (Tsoe).

If the team has Tsoe, then the professional interpersonal relationships of team members are streamlined. People involved in the process of solving group problems put all their internal problems into the background; during active work there is almost no time and space left for personal experiences.

In order to successfully manage the interpersonal relations of a work team, it is necessary to know the level of its value.

Determine this level according to Weissman’s method, the essence of which is as follows: members of the team are presented with a set of personality traits. Everyone must choose from a list of qualities five that they consider most valuable for successful joint activities. At the same time, the questionnaire includes qualities that take into account the professional orientation of the team being studied.

The Tsoe level (in percent) is determined by the formula:

n - maximum preference for qualities;

m - minimum preference for qualities;

N is the total number of elections.

Low level Tsoe serves an indicator of inconsistency of opinions and is alarming, since this means that there are some failures in the interpersonal communication of the team. And if, despite the efforts made to intensify the joint activities of employees in solving the tasks facing the department, there is no improvement in interpersonal relationships, then there is reason to assume that negative tendencies have developed in the team at the level of informal groups.

Depending on the level of cohesion, work collectives are distinguished:

United;

Dismembered (weakly cohesive);

Disunited (conflict).

For a close-knit team characterized by the stability of its composition, the maintenance of friendly contacts between team members during working and non-working hours, a high level of labor discipline and social activity and, as a result, high production indicators. There is a feeling of “we are a group.”

For a dismembered team Characterized by the presence of several socio-psychological groups that are unfriendly to each other, there is a wide dispersion in the indicators of discipline and social activity of workers.

In a disunited team, functional relationships dominate, socio-psychological contacts are not developed, staff turnover is high, and conflicts are frequent.

Creating a good psychological climate in the team is a necessary condition for effective joint activities of employees.

Effective joint activity of personnel presupposes harmony, compatibility and the normal nature of interpersonal relationships.

Achieving these conditions is determined by three groups of factors.

First group includes factors-conditions of activity and interaction. These factors usually include the specificity and complexity of the task (solved by the group or staff), the time of joint activity, the number of workers (composing the group or staff), the interdependence of workers (there is a distinction between primary interconnectedness, given from the outside, and secondary interconnectedness, determined by the relationships that have arisen), the functional structure of the group (primary, given from the outside, and secondary, resulting from interaction), as well as the degree of isolation and autonomy of work groups.

Second group factors are determined by the degree of similarity of partners (or their heterogeneity) and the degree of homogeneity (heterogeneity) of the group in terms of motivation.

In this case, the degree of similarity of partners is usually considered in two aspects:

a) according to personal characteristics, including value orientations;

b) according to opinions, assessments, attitudes.

And finally, the third group Factors include the individual psychological characteristics of each employee: character, temperament, gender and age characteristics, the degree of expression of motivation and its direction, external (given from the outside) or internal motivation.

Federal Agency for Education of the Russian Federation
Saratov State Pedagogical University

COURSE WORK

by discipline " Organisation management»
on the topic of: " Social and psychological climate in the workforce»

Completed:

Checked:

Saratov, 2011

CONTENT

INTRODUCTION

In modern conditions, interest in the phenomenon, which is called the moral-psychological, ethical or socio-psychological climate of the team, is constantly growing.
The problem of psychological climate itself arose on the basis of a more general problem - the interaction of people in the process of joint activity with its particular (for example, role expectation) and general (structural) aspects.
A considerable number of publications are devoted to this topic, which examine fairly general issues related to the characteristics of nature, the role and factors of climate.
The relevance of this problem is dictated by the demands of practice, due to the increased collective nature of human activity these days and current problems of the effectiveness of organizing and managing people, regulating the relationships developing between them, and the use of educational and psychotherapeutic influences.
It is with the course of modern social progress, with its contradictions, social and socio-psychological trends and consequences that many acute problems of the socio-psychological climate in the team are inextricably linked.
However, climate is not only a problem of today’s socio-psychological difficulties of social progress, but at the same time it is also a problem of solving tomorrow’s long-term problems associated with modeling new, more advanced than before, interpersonal relationships and human communities.
The formation of a favorable socio-psychological climate of the work collective is one of the most important conditions for the struggle for the quality of work performed. At the same time, it means the dominance of the corresponding style of everyday activity of people as the most important factor in mobilizing the creative potential of the entire society.
The task of improving the socio-psychological climate of the work collective is not only extremely relevant, but also highly promising in terms of the degree of growth of its share in a number of other socio-psychological problems of the collective.
The purpose of the course work is to study the main issues relating to the socio-psychological climate in the team.
Within the framework of this goal, the following tasks are solved:

Study the theoretical foundations on this problem.
Study the main characteristics of leadership styles.
Analyze the socio-psychological climate using the example of a specific 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 a team

The socio-psychological climate of the team is the conditions in which the interaction of members of the work group occurs, affecting 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, availability of a comfortable workplace, etc. The nature of the relationships in the group and the dominant mood in it are also of great importance. To designate the psychological state of a group, concepts such as “socio-psychological climate”, “psychological atmosphere”, “social atmosphere”, “climate of the organization”, “microclimate”, etc. are used.
These concepts are largely metaphorical in origin. An analogy can be drawn with the natural and climatic conditions in which a plant lives and develops. It may flourish in one climate, but wither in another. The same can be said about the socio-psychological climate: in some conditions the group functions optimally and its members have the opportunity to fully realize their potential, in others people feel uncomfortable, tend to leave the group, spend less time in it, their personal growth slows down.
When talking about the socio-psychological climate of a team, they 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 socio-psychological climate characterize optimism, 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, and contribute to the development of the organization , make mistakes without fear of punishment, etc.
Unfavorable socio-psychological climate characterized by pessimism, irritability, boredom, high tension and conflict in relationships 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, reluctance to invest effort 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:

staff turnover rate;
labor productivity;
product quality;
number of absenteeism and tardiness;
the number of complaints received from employees and clients;
completing work on time or late;
carelessness or negligence in handling equipment;
frequency of work breaks.

The socio-psychological climate is always a reflected, subjective formation, in contrast to what is reflected - the objective life activity of a given group and the conditions in which it occurs. Of course, what is reflected and reflected in the sphere of public life are dialectically interconnected, which, in particular, is expressed in the multiple mediation of socio-psychological reflection.
An essential element in the general concept of socio-psychological climate is the characteristics of its structure. In the structure of the socio-psychological climate, it becomes obvious that there are two main divisions - people’s attitudes towards work and their attitude towards each other. Relationships to each other are differentiated into relationships between workmates and relationships in the system of leadership and subordination (see Figure 1).

Figure 1 – Structure of the socio-psychological climate

The psychological climate of the team, which reveals itself primarily in people’s relationships to each other and to work, is still not exhausted by this. It inevitably affects people’s attitudes towards the world as a whole, their attitude and worldview.
On the well-being of the individual in the team, as O.V. rightly notes. Lunev, reflects the individual’s relationship to a certain group as a whole, the degree of satisfaction with his position and interpersonal relationships in the group.
When addressing the problems of the socio-psychological climate of the team, one of the most important is to consider the factors influencing the climate.

1.2. 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 influences the socio-psychological climate of working groups.
Local macro environment, i.e. an organization whose structure 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, age, professional, ethnic), 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, a well-equipped workplace and favorable sanitary and hygienic conditions increase satisfaction from work in general, contributing to the formation of a favorable SPC.
Job satisfaction. Of great importance for the formation of a favorable SPC is how interesting, varied, creative a person’s work is, whether it corresponds to his professional level, whether it allows him to realize his creative potential and grow professionally. The attractiveness of work is increased by satisfaction with working conditions, pay, the system of material and moral incentives, social security, vacation distribution, working hours, information support, career prospects, the opportunity to increase the level of one’s professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontal, etc.
Nature of the activity performed. The monotony of the activity, its high responsibility, the presence of a risk to the health and life of the employee, the stressful nature, emotional intensity, etc. – all these are factors that can indirectly negatively affect the SPC in the work team.
Psychological compatibility is an important factor influencing the socio-psychological climate. 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 characteristics of the participants in joint activities. People who are similar to each other find it easier to interact. Similarity promotes a sense of security and self-confidence and increases self-esteem. In the next paragraph we will look at how the collective influences the personality of the individual included in this collective.

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

The role of the socio-psychological climate of a team as a factor in its condition and productivity is determined by several circumstances.
First of all, the moral and psychological climate of the team is one of the most essential elements in the general system of conditions for the existence and life of the team. The special significance in the system of conditions of human activity is determined, firstly, by the fact that the socio-psychological climate characterizes the immediate, most immediate (as opposed to more distant and indirect) conditions of this life activity. Secondly, climate phenomena are characterized not so much by those external to a person, but by the internal, psychological aspects of this environment, its psychological atmosphere.
One of the most obvious manifestations of a favorable atmosphere that promotes the productivity of joint activities of people is the attention, disposition, and sympathy of a person for a person.
Another equally important property of a healthy moral and psychological climate of a team is the mood of spiritual uplift and cheerfulness, which is based on specific goals and exciting tasks of joint activity.
An essential condition for the fullest development of the spiritual potential of an individual in a team is an environment of mutual responsibility and demandingness of people towards each other.
The predominance and stability of an atmosphere of mutual attention, respectful attitude towards people, a spirit of community, combined with high internal discipline, integrity and responsibility, with exactingness both towards others and towards oneself - these are the main features of a healthy moral and psychological climate.
A healthy psychological climate is one of the decisive factors for successful human life in all spheres of social relations, the most important condition for the formation of personality.
In cases where the role of certain factors that favorably influence the mental climate in a team is underestimated, an unhealthy atmosphere may develop, manifested in tension in human relationships, in particular conflicts between team members.
If a person finds himself drawn into a conflict, as a rule, he experiences the situation that has arisen quite acutely and painfully, especially the breakdown of his relationships with others. And this can have a wide variety of negative consequences for his mental state.
The tension of confrontation and the expectation of trouble can cause a severe state of painful agitation or depression, which does not remain without consequences for people’s health. Even when two people conflict, many are distracted from work to find out the reasons and overcome contradictions. Major conflicts shake the entire group and can lead to its disintegration.
Thus, the socio-psychological climate of a team is a significant factor in human life, influencing the entire system of social relations, the way of life of people, their daily well-being, performance and level of creative and personal self-realization. This influence can be very diverse, and its nature depends on many factors.
Next, we will consider the system of intra-collective communication and its influence on the formation of the psychological climate.

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

While emphasizing the role of objective factors in creating a team atmosphere, one cannot at the same time underestimate the responsibility of its members themselves for the level of moral and psychological state of their joint activities.
Naturally, the creation of a favorable socio-psychological climate involves overcoming those barriers of mental tension and the negative emotions accompanying this tension that can arise in the process of communication between people. The relevance of this task is determined both by the diverse nature of psychological barriers and by the weight of the potential of the hidden creative energy of the individual, which is conserved by these barriers.
A high culture of social communication is a fairly multifaceted phenomenon, which includes a culture of perception and understanding, attitude and treatment, messages and beliefs, influence and mutual influence of people on each other in the process of joint activities.
Particularly important for the formation of a healthy moral and psychological climate is the culture of human emotional relationships, manifested in the degree of emotional warmth, sympathy or antipathy between team members. Numerous studies by both domestic and foreign social psychologists convince us that the psychological climate of any community, one way or another, is summed up from the relations of sympathy or antipathy between team members, between different groups of work colleagues, which have already developed on a microenvironment scale.
A special role among all other factors in the formation of the socio-psychological climate of the team is played by the relationship between management and subordinates, and the entire range of functions performed by the leader.
In the formation of the moral, psychological and social climate, an increasingly important role belongs to the leader of the team, in which each person is in direct contact with other people, where his individual characteristics, his advantages and disadvantages are more visible, where it is easier to identify the potential capabilities of the employee and take into account his individual characteristics.
Overcoming unhealthy conditions and creating a favorable psychological climate involves, first of all, overcoming those barriers of mental tension and accompanying negative emotions that can arise in the process of communication between people. Ways to overcome psychological barriers in the process of interpersonal communication are very diverse. At the level of ordinary consciousness and people’s own everyday experience, certain mechanisms for defusing negative emotions and overcoming psychological barriers of tension in interpersonal relationships have long been established.
If the general mechanisms of psychological release include all sorts of methods of entertainment and hobbies, in particular sports “fan”, all kinds of collecting, etc., then the specific methods of psychological release of tension in interpersonal relationships can include the practice of clarifying and establishing personal relationships.
It is known that the socio-psychological climate is formed under the influence of the entire system of social relations existing in our society. In each individual team, it also depends on many factors: on the successes and achievements of the team, on the organization of work and management style, on the forms and methods of material and moral incentives, on the organization of the life of workers and the entire service sector.
Even the mood of each member of the team and its unexpected changes should be taken into account among the factors that can have a significant impact on the moral and psychological atmosphere of the team as a whole and the mental state of each individual participant. Having the ability to indulge in others, to infect others, the mental mood of even one of the team members may turn out to be one of the reasons for not always desirable changes in the mood of others.
All this confronts the manager with the urgent need to master socio-psychological knowledge in order to create the most favorable climate in his team.
Thus, an essential element in the general concept of socio-psychological climate is the characteristics of its structure. In the structure of the socio-psychological climate, it becomes obvious that there are two main divisions - people’s attitudes towards work and their attitude towards each other. Relationships to each other are differentiated into relationships between workmates and relationships in the system of leadership and subordination.
In the most general way, the socio-psychological climate of a team can be characterized as a psychological state that in an integrated way reflects the characteristics of its life activity. This state includes cognitive and emotional components, and is also characterized by varying degrees of awareness.
The well-being of an individual in a team is reflected in the individual’s relationship to a particular group as a whole, the degree of satisfaction with his position and interpersonal relationships in the group.
A high culture of social communication is a fairly multifaceted phenomenon, which includes a culture of perception and understanding, attitude and treatment, messages and beliefs, influence and mutual influence of people on each other in the process of joint activities.
In the next chapter we will look at the management styles of the leader and his influence on the functioning of the team.

Chapter 2. Leadership styles of the workforce and its impact on the socio-psychological climate

2.1. Team leader management style

The human factor in companies is increasingly becoming an intellectual complement to technology and the modern organization of various activities. The good mood of employees, first of all, depends on communication in the team, in particular, communication with the manager. And the effect of this communication will be higher if the manager, depending on the working conditions and circumstances, uses a certain leadership style.
Leadership style in the context of management is the habitual way in which a leader behaves towards employees in order to influence them and motivate them to achieve the goals of the organization. The extent to which a manager delegates his authority, the types of power he exercises, and his concern for human relationships or task accomplishment all reflect leadership style.
Styles, as a rule, do not appear in their pure form in life. And in practice it is impossible to implement one style.
Autocratic leader V management is authoritarian. He “knows everything himself” and does not tolerate objections. He provides only a minimum of information to his subordinates. He trusts no one and may not inform anyone of his intentions. Unfriendly with employees, tries to do everything himself, impulsive, prone to hasty decisions; rushes from one extreme to the other. An autocrat is capable of changing directions and policies as often as he opens and closes the doors to the offices of his subordinates. He considers people as pawns, is arrogant, rude, and ruthless. He throws out strong and original people who lack servility. A chorus of yes-men surrounds him. In such conditions, the best employee will be considered the one who can guess the boss’s thoughts. In this atmosphere, gossip, intrigue and denunciations flourish. Some employees owe him a lot; he not only scares and punishes, but also rewards. However, such a system does not foster independence; with all questions, assistants, deputies and bosses run to the “chief”. If the president of the company is an autocrat, then he excites everyone, creates short-term activity and leaves behind confusion. No one really knows what he said and how he will react to certain events. He's unpredictable.
Authoritarian The leadership style underlies the vast majority of conflicts and troubles due to the desire of the top manager for autocracy. The manager not only loses his best employees, but also creates a hostile atmosphere around himself that threatens him. The subordinate depends on him, but he also depends on them in many ways. Dissatisfied subordinates can let him down and misinform him. And, in addition, intimidated workers are not only unreliable, but also do not work with full dedication. Such a driver can buy hours of muscular energy, but respect cannot be bought - it must be earned.
Democratic style leadership involves interaction at the “adult” – “adult” level. In this case, the manager and subordinate develop a feeling of trust and mutual understanding. The leader behaves in this case as one of the group members; Each employee can freely express their opinions on various issues with him, without fear of any retaliation or retaliation. Depending on the task being performed, leadership of the group can be transferred from one member to another. The leader shares responsibility for failures with the group. Most of the problems faced by the team are discussed collectively. A democratic leader tries to consult with his subordinates more often, does not show his superiority and reacts correctly to criticism. He does not shift responsibility for the consequences of decisions made to his subordinates. The desire to listen to the opinions of his employees on a variety of issues is explained not by the fact that he himself does not understand this, but by the conviction that during the discussion, nuances can always arise that make it possible to improve the technology of the decision implementation process. Such a leader does not consider it shameful to agree to a compromise, or even abandon a decision if the subordinate’s logic is convincing. Where an autocrat would act with orders and pressure, a democrat tries to convince and prove the feasibility of solving the problem and the benefits that employees can receive.
Knowing the business and the situation in a group of subordinates well, he tries to use reflexive management methods, and when exercising control, he pays special attention to the final result, without tugging at the little things. Such an environment creates conditions for self-expression of subordinates, who develop independence and thereby contribute to the perception of achieving the goals facing the team as their own. Such an environment created by a democrat is also educational in nature and allows one to achieve goals at low cost. Management occurs without harsh pressure, relying on people’s abilities, respecting dignity, experience, age and gender.
liberal style management is characterized by lack of initiative and non-interference in the process of certain works. A liberal takes any action only on the instructions of higher management, trying to evade responsibility for decisions. Typically, this role is played by people who are not competent enough and who are not confident in the strength of their official position. Liberals are unprincipled and can, under the influence of different people and circumstances, change their decision on the same issue. In an organization where the leader is a liberal, important issues are often resolved without his participation.
In relationships with subordinates, a liberal is correct and polite. Reacts positively to criticism, is not demanding of subordinates and does not like to control their work.
In an effort to gain and strengthen authority, he is able to provide various types of benefits to his subordinates, pay undeserved bonuses, and send him on interesting business trips without apparent need.
Thus, the liberal tries to maintain his authority. He can do the work himself for a careless subordinate; he does not like to fire bad employees.
Situational style management flexibly takes into account the level of psychological development of subordinates and the team.
Another criterion for the effectiveness of a leader is the degree of authority of the leader. There are three forms of leader authority:

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

Low functional authority leads, as a rule, to a loss of influence on employees, which in response causes an aggressive reaction on the part of the manager towards subordinates, a deterioration in the psychological climate and the performance of the team.
In the next paragraph, we will identify the best ways to manage a team for more effective performance of employees and the organization.

2.2. Team management and socio-psychological climate

Social psychology views the collective as a special quality of a group associated with common activities.
It is possible to identify the main characteristics that are indicated by various authors as mandatory characteristics of a team. First of all, the team– this is the unification of people in the name of achieving a certain, socially approved goal (in this sense, a team cannot be a cohesive but antisocial group, for example a group of criminals).
Secondly, the voluntary nature of the association, and “voluntariness” here does not mean the spontaneity of the formation of a collective, but such a characteristic of the group when it is not just “given” by external circumstances, but has become for the individuals included in it a system of relationships actively built by them, based on general activities. An essential feature of a team is its integrity. This is expressed in the fact that the team acts as a certain system of activity with its inherent organization, distribution of functions, determined by the structure of leadership and management. Finally, a collective is a special form of relationship between its members, which ensures the principle of individual development not in spite of, but along with the development of the collective.
In order for a group of employees to be called a team, you need to start by setting clear goals, which represent a fairly powerful unifying tool. These goals don't have to be big or complex at first so that people can easily understand them and be sure to succeed. Success breeds trust, agreement and mutual understanding, and this is the key to new success. Nothing brings a team together more than finding solutions, so you need to consult with people as often as possible. The creativity of people makes it possible to reveal the potential of the team in a new way.
There are two types of teams: formal and informal. Formal ones are created by management for a certain period of time, temporarily or permanently, in order to perform some official work. These may be divisions located within the hierarchical structure of an enterprise or institution, or they may also be cross-functional, necessary to adjust the activities of the main divisions and jointly search for important decisions.
Simultaneously with the creation of formal groups, many informal groups spontaneously arise, together forming an informal organization. The same team members unite in it to achieve their own goals that are far from officially established, finding more and more common ground in the process of everyday office communication.
In any team there is a so-called “prestige scale”, where employees occupy a place in accordance with the recognition of their colleagues. This place does not always coincide with the person’s formal position in the official “table of ranks.” It often happens that the highest authority in a team is enjoyed by a person who does not formally hold any responsible positions. Such a person becomes the informal leader of this team.
A leader and a manager are not the same thing. The difference here is the same as between a formal and informal group. Leader– This is a person who, in relation to the group, can be considered as its mirror. It can only be someone who bears traits that are welcomed and approved in this particular group. Therefore, transferring a leader to another group or appointing him from above as a leader is ineffective.
The strength of any team is its cohesion, which depends on the skillful management of the leader.
For the team leader -the main support in his work. After all, a team can potentially achieve more than each of its members combined. In addition, in a team, people tend to be less stressed, but they generate more ideas and are better at solving large interdisciplinary problems. A special spirit of competition always arises in the team, pulling up those lagging behind and significantly increasing the overall efficiency of work.
It has the potential to be an incredible stimulant, encourager and encourager. People can enjoy being part of a team, devote themselves to it, set high goals, and create a stimulating and creative environment.
So, we see four main factors influencing employee performance:
1) organizational– status, size and composition of the team;
2) the environment in which the team operates, the state of communications to the specific place where the team works;
3) the importance and nature of the tasks facing people;
4) freedom to organize their own work, allowing employees to actually work more harmoniously and with interest.
The relationship between subordinates and the leader, the psychological climate of the team, and the results of its work depend on the management style implemented by the leader.

2.3. Reasons for ineffective team leadership

Researchers have come to some generalizations regarding the content of the activities of a modern leader. These generalizations make it possible to highlight those abilities and skills that are required from a skillful, competent, effective leader at the present time and in the future.
M. Wooddock and D. Francis, based on the study, identify eleven factors that, in their opinion, will influence management activities in the coming decades:

1. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. Therefore, skillful leaders are required to be able to effectively manage themselves and their time.

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

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

4. Organizational systems fail to provide all the learning opportunities required by the modern leader. Therefore, every leader must constantly support his own growth and development.

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

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

7. Traditional, hierarchical relationships become more difficult. Therefore, effective management calls for the use of skills to influence others without 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 different approaches in relation to their subordinates.

9. Great costs and difficulties are now associated with the use of hired workers. Therefore, more skillful use of human resources is required from every manager.

10. The increasing scale of change requires the acquisition of new skills, the development of new approaches and the fight against the possibility of one's own “obsolescence”. Therefore, a leader 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, a leader must be able to create and improve teams that can quickly become inventive and effective in their work.

So, in the 21st century. Management activities will require managers to have the following skills and abilities:

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;

ability to form and develop effective work groups.

Because every management task has specific requirements, we do not believe that each of the above factors is equally relevant to every situation. However, they do provide a basis for each employee's assessment of their capabilities in relation to the demands of their job. When any of these skills and abilities are lacking in a leader, a limitation occurs. Thus, a list of eleven potential restrictions can be derived from the above definition.
1. Inability to manage oneself.
There are many leaders who risk their health by allowing worries and work concerns to consume their energy. Those managers who do not know how to properly “discharge” do not fully use their time, energy and skills, are not able to cope with the stress that arises in the life of a manager, and are limited by the inability to manage themselves.

2. Blurred personal values.
Leaders are expected to make decisions based on personal values ​​and principles every day. If personal values ​​are not sufficiently clarified, the leader will lack a firm basis for judgment, which may therefore be perceived by others as unreasonable.
Leaders whose core principles are unclear or inconsistent, or whose values ​​are out of step with the times, are limited by the blurring of their personal values.
3. Vague personal goals.
Managers influence the course of their business and personal lives by assessing available opportunities and choosing certain alternatives. The leader may be unable to define goals or may strive for unattainable or undesirable goals - often goals that are incompatible with modern times.
Alternative options are often underestimated and missed, so important opportunities are wasted and time and effort are wasted on minor issues. Such leaders usually have difficulty achieving success and are unable to appreciate the success of others because they are limited by the vagueness 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, allow latent abilities to remain undeveloped, lose natural responsiveness, and their business life turns into a routine the more often they exclude risk from their activities in the interests of personal safety. Such leaders are limited by stopped self-development.
5. Lack of problem solving skills.
Skilled problem solving is an obvious management skill in itself. Some managers cannot work methodically and rationally to solve problems and achieve quality solutions. They often have difficulty conducting meetings to solve problems, set goals, process information, plan and control. Problems that are not addressed quickly and vigorously accumulate and interfere with both the thinking and the actions of a leader limited by a lack of problem-solving skills.
6. Lack of creativity.
Managers often lack the ability to creatively approach solutions and the ability to innovate. A manager with relatively low ingenuity rarely puts forward new ideas and is unable to force others to be creative and use new approaches to work.
Such managers are often unfamiliar with techniques for increasing resourcefulness or deride them as frivolous and superficial. Great resourcefulness requires a willingness to deal with obstacles and setbacks. A leader who is unwilling to experiment, take risks, or remain creative in his or her work despite challenges is limited by a lack of creativity.
7. Inability to influence people.
Leaders constantly need to influence those who do not directly report to them. However, some managers are unable to obtain the support and participation required and, as a result, fail to provide the resources necessary for success. They tend to blame others for not listening to them, and for their peers not considering them influential enough. A leader who is not assertive enough, who does not connect with others, and who lacks the ability to express himself and listen to others is limited by his 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 performance from them. Managers who are unable to study their own management approaches lack the ability to clearly explain them. They usually do not strive to establish feedback, are not able to interest their subordinates in standing out from others, and it is especially difficult for them to give instructions.
Managers who do not sufficiently understand employee motivation, and those whose management style is outdated, inappropriate, unethical or inhumane, are limited by an insufficient 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. Waste of work time and ineffective work practices lead to people feeling dissatisfied and working below their capabilities.
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 employees’ performance to the required level 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 their manager, and his assessments and recommendations are formal. A leader who lacks the ability or desire to help others develop is limited by his inability to teach.
11. Low ability to form a team.
To achieve results, most leaders must team up with others using their skills. However, according to 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.
The most important factor influencing organizational climate is usually called leadership style.
In connection with the nature of the leader’s activity, with the degree of his focus on the development of reproductive or creative, impersonal, business, functional-role or personal activity of subordinates, one can judge the level of socio-psychological climate in the team.
All the multifaceted activities of a 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 influencing the socio-psychological climate of the team are identified:

external influences (characteristic features of the current stage of socio-economic and socio-political development of the country, connections of this organization with other city and regional organizations, etc.).
internal influences (material and material sphere of activity of the primary team, team leadership style, level of psychological compatibility of team members, etc.).

But when studying the socio-psychological climate, one should not lose sight of such characteristics as: staff turnover, the state of labor discipline and the level of conflict.

Chapter 3. Study of the socio-psychological climate in the workforce

3.1. General information about the object of study

A practical study of the socio-psychological climate in the workforce was carried out in the team of ZAO PPP Teploset in the city of Serdobsk. The team consists of 19 inspectors, one chief, four engineers and one economist-accountant. The age of employees is from 25 to 62 years. 6 employees have higher education, 4 employees have incomplete higher education and the rest have secondary and secondary specialized education.
The main activity is monitoring the supply of thermal energy in the city of Serdobsk. The enterprise is state-owned and finances it partly from the Russian budget. Remuneration is based on tariff rates, and there are also bonus payments for length of service.
The duration of work in this team is from 3 years or more, the employees know each other quite well. The company's managers have extensive experience and experience in leadership positions. Staff turnover is low and in most cases is associated with retirement or health reasons.
To identify the level of socio-psychological climate in the team, a test was conducted to study the psychological team, an express method for studying the climate in the work team, developed by O.S. Mikhalyuk and A.Yu. Shalyto. Seashore’s method for determining group cohesion was also used. Then they used the well-known technique of Timothy Leary to study the nature of interpersonal relationships. Using this technique, an assessment of interpersonal relationships between employees was carried out.
The management style of managers was studied using methods for determining the management style of a work team developed by V.P. Zakharov based on the questionnaire of A.L. Zhuravleva.

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

Based on the test results (Appendix A), the following data were obtained.
The emotional component was rated as contradictory by 16%, that is, these employees cannot accurately determine the nature of emotional interaction within the team; positively assessed the emotional state within the group - 56% - this means that they consider the relationship positive; 28% of employees gave a negative answer - this means that they consider intra-group relations to be filled with antipathy.
Cognitive component: the cognitive component was assessed inconsistently by 8% of employees, in other words, that these employees believe that the exchange of business information and work experience does not have a clear direction or is poorly organized; 84% of team members consider the cognitive component to be positive, that is, the exchange of work experience, knowledge in the field of activity, cooperation within the team is well established; 8% consider the cognitive component negative, in other words, information exchange within the group is weak or absent at all.
Behavioral component: 20% of employees consider the behavioral component to be contradictory, that is, the behavior of employees cannot be described as fully consistent with each other’s expectations; 72% positively assessed the behavior of their colleagues, which means that the behavior fully corresponds to their expectations; 8% of employees consider the behavioral component to be negative, in other words, it completely does not correspond to their ideas about the behavior of colleagues.
Based on the percentage results, a diagram was constructed (Figure 2).
Next, using the formula, we determined the average score for the sample:

emotional component – ​​contradictory (0.28);
cognitive component – ​​positive (0.76);
behavioral component – ​​positive (0.6).

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

The calculations made allow us to deduce the structure of relations to the team as follows: having one contradictory assessment and two positive assessments, we can say that the social and psychological climate in the team is favorable, which means that interpersonal relationships in the team in most cases are liked by its members.

3.3. Determination of Seashore's group cohesion index.

The method for determining the group cohesion index and the test results are given in Appendix B. There are no subjects in the group who would consider group cohesion low; 24% consider group cohesion to be of average level, that is, there is mutual responsibility for the activities of the team as a whole, although it is not stable; 76% rate the degree of group cohesion as high, that is, they fully feel like members of the team and share all the responsibilities assigned to them (Figure 3).

Figure 3 – Group cohesion in a team

The average group cohesion index is 15.52, in other words, the group cohesion index is quite high. In this team, we can talk about such feelings as collectivism, mutual responsibility, the confidence of an individual in his team, there are common intra-collective interests and goals that are achieved together and with general agreement.

3.4. Assessment of interpersonal relationships according to T. Leary's method.

Based on the testing results (Appendix B), the following data was obtained:
I. Authoritarian type.
52% are self-confident people, stubborn and persistent, but not necessarily leaders. Among them are 32% of employees with adaptive behavior, 20% with moderately adaptive behavior.
48% - dominant, energetic, competent, successful in business, love to give advice, demand respect and can be authoritative leaders; their behavior can be regarded as extreme.

II. Selfish type.
100% of employees have egoistic 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 persistence, tenacity and energy. Of these, 48% have adaptive behavior and 44% moderately adaptive.
8% are demanding, straightforward, frank, strict in their assessments of others, irreconcilable, inclined to blame others for everything, ironic and irritable. Their behavior is closer to extreme.
IV. Suspicious guy.
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, and show their negativism in verbal aggression. The behavior of these employees is extreme.
V. Subordinate type.
92% of employees are modest, emotionally restrained, able to obey and carry out their duties honestly. Including 72% with adaptive behavior, 20% with moderately adaptive behavior.
etc.................