Since management is carried out through the interaction of people, the leader in his activities must take into account the laws that determine the processes, interpersonal relationships, group behavior.
1. Law of response uncertainty
Or, in other words, the law of the dependence of people's perception of external influences on the differences in their psychological structures.
Different people and even one person in different time may respond qualitatively differently to the same impact.
The head, giving the order to the employee, hopes that it will be completed by a certain date and with a certain result. Sometimes these hopes are justified. But quite often he is not satisfied with the activities of the subordinate in any of the controlled parameters. At the same time, both the subordinate and the manager have their own, often diametrically opposed, explanations for non-performance. A manager may consider a subordinate a loafer or an incapable worker. The subordinate, in turn, can present dozens of objective circumstances to justify his indiscipline. The opinion of the leader in this case may be erroneous. Subordinate excuses are simply naive. For the first chose a method of influencing the worker that did not correspond to his expectations and abilities, the second used all methods as means of protection, so long as they did not affect him as a person, would not offend his sense of his own dignity and self-respect.
. The law of inadequacy of the reflection of a person by a person
Its meaning is that no person can comprehend another person with such a degree of certainty that would be sufficient to make serious decisions about this person.
In fact, man is a highly complex system. It is included in the system of social relations and therefore is their expression and reflection. A person changes in accordance with the law of age asynchrony (at any given time an adult of a certain calendar age can be at different levels of physiological, intellectual, emotional, motivational, social and sexual development).
In addition, a person consciously and unconsciously defends himself from attempts to reveal his features and capabilities. A psychologically revealed personality can become a toy in the hands of a person prone to manipulating people.
It should be added to this that often a person cannot give information about himself simply because he does not know himself.
On the one hand, no matter what a person is, he necessarily hides something about himself, weakens something, strengthens something, denies any information about himself, substitutes something, sometimes ascribes something to himself (invents), puts emphasis on something. Using such defensive techniques, he shows himself to people not as he really is, but as he would like others to see him.
On the other hand, a person is a special case among the objects of the reality around us and as such can be known. The whole point is that the means of its knowledge correspond to the degree of complexity of such an object.
At present, the scientific principles of the approach to man as an object of knowledge have already been developed. The most important among them:
The principle of universal talent (“there are no incapable people, there are people who are not busy with their own business”);
The principle of development (abilities develop as a result of changes in the living conditions of the individual and intellectual and psychological training);
The principle of inexhaustibility (no assessment of a person during his lifetime can be considered final).
3. The law of inadequacy of self-esteem.
This law can be considered as a special case of the previous law. When a person tries to evaluate himself, he is hindered by the same restrictions as in the case of analyzing other people. In addition, the situation is further complicated by another circumstance. The psyche can be represented as a conscious (logical-thinking) and unconscious (emotional-sensory, intuitive) components. The ratio between them looks like between the surface and underwater parts of an iceberg. It is for this fundamental reason that logical, rational introspection is, in fact, the study of the visible tip of the iceberg.
PSYCHOLOGICAL ASPECT OF MANAGEMENT.
PEOPLE AS AN INTERNAL VARIABLE.
PSYCHOLOGICAL STRUCTURE OF PERSONALITY
A person can do without a lot - but not without a person!
Chesterfield
A bad owner grows weeds, a good one grows rice.
The wise man cultivates the soil, the far-sighted educates the worker.
Japanese wisdom
People - the fifth internal variable, which, in the light of modern management concepts, ranks first in importance. Today's manager knows how much depends on the people who work in the firm. One of the leaders of a large American computer firm said: "Deprive me of all my achievements, leave only the people with whom I work, in five years we will again reach the same level."
In order to manage people, to be able to successfully interact with them, one should know what determines the behavior of individuals, the behavior of people in groups, the nature of the manager's functioning as a leader and its influence on the behavior of individuals and groups. Here we need knowledge in the field of human psychology, taking into account the individual psychological characteristics of the personality that affect its behavior and activities.
Let's give brief description personality.
The "construction" of personality is complex. The simplest personality traits are:
personality status;
social and functional roles;
value orientations.
Personal status is the position of the individual in society.
Status largely determines a person's behavior. Thus, the recognition of professional excellence, respect for colleagues forms self-confidence, self-esteem, self-respect. Low status can lead to internal conflicts, discord with oneself.
Human behavior is influenced not only by objective status, but also subjective, i.e. As a personperceives position in a given group of people.
In connection with the status, a system of social and functional roles is being built.Roles - these are the ways of people's behavior that correspond to accepted norms and are carried out depending on their status in society, a group. In his life, a person "loses" many different roles. It is possible to single out social roles, professional, interpersonal, etc. Even during the day, each of us “transfers” from one role to another: when you go to college (technical school, university), you play the role of a transport passenger, in the classroom you are a student, at recess you are a buyer in a buffet (canteen) or a group mate, upon returning home you are the son or daughter of your parents. In an organization, role behavior is very important: the goals will then be achieved if everyone performs their role well and correctly.
The system of social and functional roles, on the one hand, forms certain personality traits, and on the other hand, it contributes to the manifestation of many personal properties and qualities.
In order to get to know a person better, you need to “see” him in different roles.
Personality properties are formed and manifested in accordance withvalue orientations . These are the preferences that a person gives to certain aspects of reality. Preferences are manifested in beliefs, ideals, goals of the individual. For many people, work is one of life's values. The team of the organization perceives the values of the leader. Top-level managers, through their inherent values, regulate the ethics of behavior of subordinate teams. Each organization develops its own system of values, which ultimately makes up its moral character: customs, rules.
In the structure of personality, there are properties that are more complex in nature. These include motives, character, temperament, needs, abilities. Let's consider them.
motives - these are the causes of a person's behavior, as a result of which he acts in this way and not otherwise. Motives determine the direction of a person's behavior. Human activity is motivated, as a rule, by many motives, but some prevail, subjugate others. It depends on them which particular properties and qualities of a person will be formed easier, faster, and which ones - with great difficulty.
There are such types of personality orientation as personal, collectivist and business. The possible predominance of one of them will be manifested in the group of qualities corresponding to this direction. For example, a business orientation will be manifested in such qualities as purposefulness, punctuality, adherence to principles, organization, etc.
Character – a stable individual set of personality traits, a stable system of qualities that leads to the most typical behavior for her in certain situations and circumstances.
The character of a person is formed under the influence of both genetic factors and social conditions. Character is manifested in relation to other people, to oneself, to the cause. It should be remembered that character is not an unchanging set of qualities, character is plastic and can be educated!
A certain type of character usually corresponds to a certain temperament.
Temperament. A person is not born as an already established personality, but becomes one gradually. But even before a person becomes a person, he manifests individual characteristics of the psyche. They are stable, given to a person from birth and form a kind of psychological soil, on which later, depending on its characteristics, the specific properties of a given personality grow. These natural properties that determine the dynamics of human mental activity are the properties of temperament. Temperament depends on:
the speed of occurrence of mental processes and their stability (for example, quickness of mind, duration of concentration of attention);
mental tempo and rhythm;
the intensity of mental processes (for example, the strength of emotions, activity of the will);
the orientation of mental activity towards some specific objects (for example, a person’s constant desire for contacts with new people, for new impressions, or a person’s focus on himself, on his ideas and images).
Temperament will be manifested in a person's reaction to circumstances, to events, in speech, actions, movements.
Exists4 types of temperament . They are presented in the table.
Classification of temperament types and their relationship with the type of nervous system
A person with any temperament can achieve success in work, because temperament does not manifest itself directly, but through character. Character can be nurtured, formed.
The task of the manager is to entrust them with such work, taking into account the peculiarities of the temperament of employees, to build relationships with them in such a way that their best features are revealed, their potential is used to the maximum extent.
Let's give a brief description of people with different types of temperament.
sanguine - Energetic, efficient, sociable, active, contact, full of initiative; well mastered in a new environment, easily gets used to new requirements; thinks through and organizes activities well, thinks rationally, clearly sets tasks, is prone to creativity, does not like monotonous work, it is better not to entrust him with routine work. Sanguine people are characterized by a certain tendency to leadership. Their ability to act purposefully, to subordinate themselves to the work, not to make work dependent on their mood creates the prerequisites for the implementation of organizational activities. Sanguine can be criticized - he is insensitive. (Among famous personalities, V.I. Lenin and A.I. Herzen were sanguine.)
Choleric , like a sanguine person, is highly sensitive to external influences, he is excitable and unbalanced. He has a very great stability of interests, aspirations; persistent It is better not to entrust him with monotonous monotonous types of work: they annoy him. Since the emotional manifestations of the choleric are unpredictable and he easily runs into conflicts, it is advisable not to give him instructions where restraint is required. The choleric is faster than others in a changing environment, resourceful in disputes and discussions; quickly adapts to new conditions. Experts believe that a person with such a temperament is good to use in marketing activities. (Peter the First, A.V. Suvorov were choleric.)
Phlegmatic person - a serious person, always evenly and calmly minded; it is difficult to switch from one type of activity to another, to a new environment and people get used slowly; exceptionally persistent; not too resourceful, but very executive. The phlegmatic is unemotional, but if he is unbalanced, he can act assertively and aggressively. It is good to use such an employee in areas of work where there are conflicts, and where prolonged exertion of forces is required. It is better to give him assignments in writing; he learns new things for a long time, but very thoroughly. It is believed that the best designers, economists, accountants are phlegmatic. (Phlegmatic people were M.I. Kutuzov, I.A. Krylov.)
melancholic is distinguished by high emotional sensitivity, depth of emotions with their weak external expression; can be vulnerable, touchy. Prolonged and strong stress causes a slowdown in his activity. He gets tired quickly. Shows perseverance in overcoming difficulties. His work is most productive where high sensitivity, thoughtfulness, and caution are needed. Low self-esteem, as it were, blocks the realization of the melancholic's abilities and purely serves as the cause of his internal discomfort. In relation to other people, melancholics, as a rule, are soft, tactful, sensitive, responsive. In a favorable familiar environment, especially in a good friendly team, melancholic people perfectly perform the work entrusted to them. (Melancholics were N.V. Gogol, P.I. Tchaikovsky.)
The source of personality activity is its needs.
Need - this is the experience (realization) by a person of the need for something (food, warmth, communication, power, etc.), causing the need to act in a certain way.
Needs as internal mental states regulate the behavior of the individual, determine the direction of thinking. Man seeks to satisfy his needs. Depending on whether needs are met or not, a person experiences states of tension or calmness, emotions of joy or grief, feelings of satisfaction or dissatisfaction.
Human needs are diverse, but each person is characterized by a certain system of needs. It includes dominant needs and subordinate needs. Dominants will determine the main direction of behavior. For example, a person has a strong need for success. He subordinates all his actions and actions to this need. This main need for success can be subordinated to the needs for knowledge, communication, work, etc. Managers should strive to create situations in which the satisfaction of the needs of the employee would lead to the realization of the goals of the organization.
Of great importance for the manager are such aspects of the individual behavior of employees as:
capabilities;
giftedness, predisposition;
expectations;
perception.
These factors have a strong influence on the behavior of the individual.
Capabilities partially explained by heredity (for example, intellectual abilities and some physical data). But usually abilities, including intellectual ones, are acquired with experience. When deciding what position to take a person, what work to entrust him with, the abilities that this person possesses play a big role.
giftedness - talent in a certain area.Predisposition - the potential of a person in relation to the performance of any particular work. These characteristics are important in addressing the issue of personnel development in the organization. So, the time and expense of training an employee will be wasted if the manager failed to assess the predisposition to a particular job.
expectations . People formulate expectations about the results of their behavior based on their past experiences and assessing the current situation. These expectations influence today's behavior. People will work effectively if they expect that the behavior required by the organization will lead to the achievement of desired goals or the satisfaction of personal needs. For example, if a sales agent expects that 9 more deals per week will increase sales by 15% and thereby guarantee a premium, then he will probably make several more calls to potential buyers.
Perception . The science of psychology claims that the world is not what it is, but how we perceive it. In this regard, people do not react to what is happening, but to what they perceive as actually happening. This last will determine the behavior of people. It is very important that the employees perceive the management, as well as everything that the management does. If employees do not take the manager seriously, then his decisions may be often ignored.
Of course, appropriate personality traits are a strong success factor at work, but the behavioral patterns of individuals are greatly influenced by groups and managerial leadership.
Socio-psychological aspects
personnel management
Introduction | |
1. Problems of socio-psychological personnel management | |
1.1. The essence of socio-psychological aspects | |
1.2. Historical analysis of socio-psychological aspects of personnel management | |
1.3. Adaptation in the team as one of the aspects of socio-psychological personnel management | |
1.4. conclusions | |
2. | |
2.1. Enterprise characteristics | |
2.2. Organizational structure of management. Professional and qualification level of the personnel of MUP "Electric Networks" | |
2.3. Regulations on the conclusion of collective agreements at the enterprise | |
2.3.1. General provisions | |
2.3.2. Contents of the contract | |
2.4. conclusions |
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3. Experimental work on studying the problems of personnel adaptation in MUP "Electric Networks" |
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4. Project software |
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5. Economic justification of the project |
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6. Legal support of the project |
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7. Glossary |
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Introduction
In the 21st century, the success of any organization increasingly depends on its people. A reflection of this in the field of science and education is the rapid development and wide dissemination of knowledge in the field of personnel management. In countries with developed market economies, the study of the discipline "Personnel Management" has long been not only the most important part of the training of managers at all levels, but also a necessary component of higher education in general.
A modern highly qualified specialist, even if he is not a leader, can fully prove himself in work, only actively interacting with colleagues and management, having the necessary culture of communication. The study of personnel management as one of the most important management disciplines can help him in this.
Methods (aspects) of personnel management- ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization.
Science and practice have developed three groups of aspects of personnel management:
1. Administrative.
2. Economic.
3. Socio-psychological.
Socio-psychological aspects:
· Social analysis in the team of workers.
· Social planning.
· Creating a creative atmosphere in the team.
Participation of workers in management.
· Social stimulation of the team.
Satisfaction of spiritual and cultural needs.
· Formation of collectives, groups, creation of a normal psychological climate (adaptation in the team).
Establishment of social norms of behavior.
· Development of initiative and responsibility among employees.
Establishing moral sanctions and rewards.
From the analyzed literature sources, the following main characteristics of the work can be distinguished:
· An object.
· Item.
· Problem.
· Relevance.
Objectives of this work.
The object of research is the personnel management system.
The subject of the study is the socio-psychological aspects of management.
The research problem is the methods of adaptation in the team.
The relevance of the study - the socio-psychological aspects of personnel management are of an indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.
Socio-psychological aspects of management are based on the use of the social mechanism of management (the system of relationships in the team, social needs, etc.). The specificity of these aspects lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management.
And although the socio-psychological aspects of personnel management are indirect in terms of their impact on employees, nevertheless, in some cases, the strength of their managerial impact is not inferior to the economic and administrative aspects of personnel management.
Many scientists, researchers of social management and socio-psychological aspects of personnel management in particular, note that social management as a set of scientific knowledge, special methods and techniques is aimed at isolating the social aspects of all processes occurring in society and solving social problems.
Sociology of management deals with the study of people, their relationships, connections, their consciousness, behavior in the process of joint tasks.
The leader must be able to formulate the social future that it is desirable to achieve, achieve - that is, be able to foresee. Foreseeing the future using special techniques is the first stage of managerial activity.
The purpose of the study is to reveal the significance of the socio-psychological aspects of personnel management and to consider adaptation in a team as one of the aspects of socio-psychological personnel management.
Research objectives - 1) to reveal the essence of the socio-psychological aspects of personnel management;
2) to conduct a historical analysis of the socio-psychological aspects of personnel management;
3) consider adaptation in the team as one of the aspects of social and psychological personnel management.
1. Problems of social and psychological personnel management
1.1. The essence of social - psychological aspects
It is unlikely that anyone will dispute the assertion that the income of any organization primarily depends on how professionally the specialists work in it and how comfortable they feel in the workplace and in the team.
Theoretically, any organization (and this, according to Article 48 of the Civil Code of the Russian Federation, which entered into force on January 1, 1995, is the broadest definition of all types of legal entities) can achieve the highest goals, any profits, if there are two conditions:
1. If she has specialists who are able to solve the tasks and
2. if competent management of these specialists is carried out.
For the normal operation of the organization, constant attention to solving 3 key tasks is necessary:
1. Choose a field of activity;
2. Select the necessary specialists;
3. Organize their work with maximum efficiency.
Personnel management, as a specific activity, is carried out using various methods (methods) of influencing employees. There are various classifications of such methods in the literature. So, depending on the impact on a person, there are: methods of stimulation; informing methods; methods of persuasion; coercion methods.
AND I. Kibanov offers such a classification of personnel management methods, distinguishing three groups of methods:
1. Administrative methods.
2. Economic methods.
3. Socio-psychological methods.
Under social - psychological methods of personnel management A.Ya. Kibanov understands:
social planning;
social development of the team;
· psychological impact on employees (formation of groups, creation of a normal psychological climate, moral stimulation, development of initiative and responsibility among employees).
The same classification of personnel management methods is proposed by a team of authors led by A.P. Porshnev. Personnel management methods, written in the book "Organization Management" edited by Porshnev, these are ways to influence the team and individual employees in order to coordinate their activities in the process of the functioning of the organization.
Authors A. G. Porshnev, Z. P. Rumyantseva, N.A. Solomatina write that “economic and socio-psychological methods are of an indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.
Socio-psychological methods are based on the use of the social mechanism of management (the system of relationships in the team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management.
Socio-psychological methods of personnel management:
social analysis in the team of workers;
social planning;
Creation of a creative atmosphere in the team;
participation of employees in management;
social stimulation of the development of the team;
Satisfaction of spiritual and cultural needs;
formation of collectives, groups, creation of a normal psychological climate;
Establishment of social norms of behavior;
development of initiative and responsibility among employees;
Establishment of moral sanctions and rewards.
Jennekens J. writes that in practice the issues of organization and management cannot be solved without taking into account the attitude of people and society as a whole towards them. Since the manager seeks to control the actions and behavior of other people, he must know the way of thinking of the employees of his organization and the whole society and anticipate their reaction to his activities.
A person feels disadvantaged if, when setting tasks for him, he does not see his own benefit from their implementation.
Personal factors that play an important role are, in particular:
1. The desire to improve one's official position.
2. Desire to increase your income.
3. The risk that as a result of participation in the process of change, a person may suffer losses or, in the most extreme case, lose their job.
4. Negative attitude to change, if, in the opinion of one or another person, structures with a privileged status arise as a result.
5. Fear of making the wrong decision, unwillingness to take responsibility and take the initiative.
6. Due to the lack of data and a sufficient amount of knowledge, the habit of evaluating prospects only on the basis of one's own experience.
7. The presence of grievances from the past.
In Western literature, the concepts of "economic efficiency" and "social (personal) efficiency" are often used to characterize the goals of personnel management. Wherein economic efficiency in the field of personnel management is understood as the achievement of the organization's goals with minimal personnel costs - economic results, stability, high flexibility and adaptability to a continuously changing environment ; social efficiency- as satisfaction of the interests and needs of employees (remuneration, its content, the possibility of personal self-realization, satisfaction with communication with comrades, etc.), .
The authors Gvishiani D., Barkhatov A.V., considering efficiency as “achieving a goal or solving a problem at the lowest cost”, give another characteristic of social efficiency,. According to their interpretation, social efficiency is manifested in the degree of achievement of the individual goals of employees and characterizes the satisfaction in the process of management of the expectations, desires, needs and interests of employees.
Socio-psychological methods are inherent in the indirect nature of the impact, the lack of a clearly defined time and the obligation of this impact. They allow within certain limits the freedom of individual choice and behavior, and largely depend on the individual characteristics of workers. It is quite difficult to accurately determine the strength and final effect of these methods.
1.2. Historical analysis of socio-psychological aspects of personnel management
The implementation of radical socio-economic and political reforms, as a rule, is associated with a certain dehumanization of relations between people included in various management systems. The situation in Russia is no exception. Nevertheless, overcoming the crises that arise at this stage is impossible without refusing to ignore the problems of relations with personnel, from the desire to manipulate personnel. And more and more, personnel management is recognized as one of the most important areas of an organization's life, capable of multiplying its efficiency.
The practice of advising Russian organizations over the past 5 years indicates a serious strategic turn in the management approaches of most successful firms towards increased attention to the human, primarily professional and socio-psychological component of their activities. And this requires a comprehensive consideration of the sphere of personnel management.
As you know, over the past 100 years, the place of personnel management in the management system has changed many times. Along with this, the views, approaches and theoretical bases of scientists and practitioners working in this field were revised. The improvement of production, information and management technologies, as well as the global reassessment of individual and universal values, made it possible to come closest to solving the central problem of mankind: overcoming the contradiction between a person and an organization. Today, only the lazy has not yet realized that the strength of his organization, first of all, is in human capital.
The mere awareness of the possibility of solving the problem is not enough for it to be actually solved. It also requires knowledge of how to do this, skillful and appropriate use of appropriate technologies and personnel management methods. And if skill implies the practical mastery of the relevant skills, then by relevance we mean the adequacy of the method used in the situation in the organization. In this sense, the currently known methods, technologies and procedures for personnel management can be combined into 3 subgroups:
1. Methods for the formation of personnel.
2. Methods for maintaining the efficiency of personnel.
3. Methods for optimizing human resources and reorganization.
Psychological and conflictological approaches to considering the technology of working with personnel allowed the authors to present them as "a system that provides a constant resource for the development of an organization in all phases of its life cycle" .
The assurances, characteristic of Russian literature of past years, that we are supposedly capable of "scientifically managing" not only production, but also society, do not stand up to any criticism, either from a theoretical or practical point of view. From an objective standpoint, the current state of scientific knowledge about management and housekeeping is such that it can serve as a source of not only insights, but also serious misconceptions, and “scientifically based” theories and methods can bring not only benefits, but also significant harm. It must be admitted that the myth of "scientific management" for a long time was simply beneficial to the ruling layer of the bureaucracy in the administrative-command system in our country as one of the arguments for the centralization of power in its hands. Today, the attempt of the townsfolk to find those responsible for our past and present mistakes among scientists who allegedly advised the leaders the wrong way is simply not correct from the standpoint of real management practice, where the weather is made by those who have power, and not those who advise them something. Although the lag in science and education in the field of management is, of course, people scientists are to blame.
In the former USSR 60 - 80s. social management, which was understood as the management of society, occupied one of the central places in higher education in the humanities, was considered one of the key areas of social sciences.
At present, in connection with the revision of ideas about social management, many universities and institutes urgently began to use management programs that have become widespread in Western universities.
In the 90s in Russia, the specialty "Management" firmly established itself in the curricula not only of the humanities, but also of many technical universities.
In real management, the figure of a scientist, an expert, is perhaps not as important as the figure of a leader, albeit not so educated, but possessing the mysteries of sound judgment. The combination of talent and scientific knowledge in this area will give a synergistic effect, multiply the ability to achieve the desired results in practice. To do everything so that real talents in the field of business, management, entrepreneurship rise to the surface of real economic life, no matter what it costs - this is the way of salvation in the market conditions. Without this, nothing good will happen in our economy.
1.3. Adaptation in the team as one of the aspects of personnel management
The best help is help, as a result
which you help yourself.
Pestalozzi
People management is essential for all organizations - large and small, commercial and non-commercial, industrial and service industries. Without people, there is no organization. Without the right people, no organization can achieve its goals and survive. Undoubtedly, personnel management is one of the most important aspects of the theory and practice of management.
Specific responsibility for the overall management of human resources in large organizations is usually assigned to professionally trained employees of human resources departments. In order for such professionals to be able to actively contribute to the organization's goals, they need not only knowledge and competence in their particular field, but also awareness of the needs of lower-level managers. At the same time, if lower-level managers do not understand the specifics of human resources management, its mechanism, opportunities and shortcomings, then they cannot fully use the services of human resources specialists.
Therefore, it is important that all leaders know and understand the ways and methods of managing people.
Human resource management, according to Meskon M. Kh., Albert M., Hedouri F., includes the following stages (Fig. 1):
Figure 1. Stages of workforce management.
1. Resource planning: developing a plan to meet future human resource needs.
2. Recruitment: creating a pool of potential candidates for all positions.
3. Selection: evaluation of candidates for jobs and selection of the best from the reserve created during the recruitment.
4. Determining wages and benefits: Designing a wage and benefit structure to attract, hire and retain employees.
5. Career guidance and adaptation: the introduction of hired workers into the organization and its divisions, the development of employees' understanding of what the organization expects from them and what kind of work in it receives a well-deserved assessment.
6. Training: Designing programs to teach the job skills required to do the job effectively.
7. Assessment of labor activity: development of methods for assessing labor activity and bringing it to the attention of the employee.
8. Promotion, demotion, transfer, dismissal: development of methods for moving employees to positions of greater or lesser responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.
9. Leadership training, promotion management: development of programs aimed at developing the abilities and improving the efficiency of managerial personnel.
The first step to making the work of an employee as productive as possible is professional orientation and social adaptation in the team. If management is interested in the success of an employee in a new workplace, it must always remember that the organization is a social system, and each employee is an individual. When a new person enters an organization, they bring with them previously acquired experiences and perspectives that may or may not fit into the new framework. If, for example, a new employee's last boss was a bossy person who preferred to communicate only by text, the employee would feel better off sending a paper than just picking up the phone, even though his new boss actually prefers verbal communication.
Ivantsevich J. M. and Lobanov A. A. note on this occasion: “Thus, a typical member of the organization often has certain expectations about his work, which are to some extent unrealistic in terms of the hopes that the organization has regarding this employee. Some period of grinding and adaptation passes, and gradually the person understands better what the organization expects from him, and the management begins to understand the aspirations and hopes of their new employee.
During this period of adaptation, a person develops a new attitude to work through social adaptation to the organization. Marra R., Schmidt G. define social adaptation "as the process of learning the threads of power, the process of comprehending the doctrines adopted in the organization, the process of learning, realizing what is important in this organization or its divisions" .
Organizations use a variety of means, both formal and informal, to introduce the individual into their society. Formally, at the time of hiring, the organization gives the person information about itself so that the candidate's expectations are realistic. This is usually followed by training in special work skills and an interview on what is considered effective work. Rules, procedures, and instructions from senior officials are additional, formal methods of adaptation of employees in the organization's team. Some organizations, such as IBM, Tandem Computers, have developed formal programs to instill the corporate culture they need in their organizations. These programs indicate what the organization expects from its employees, so that all of them, regardless of their position or position, behave in accordance with the image of the corporation. Here's what Apple's Core Values Statement looks like.
· Empathy towards consumers (users). We offer top quality products that meet real needs and provide long lasting value. We are sincerely interested in solving consumer problems and do not compromise our ethics for the sake of profit.
Achievement of goals (aggressiveness). We set aggressive goals and push ourselves to achieve them. We recognize that we live in a unique time, seeing our products as a means of changing the way people work and live. This is an adventure and we are on it together.
· Positive social contribution. As a corporate citizen, the firm strives to be an economical, intellectual and social asset in the communities in which we operate. But first of all, we hope to make this world a better place to live. We create products that empower people, free people from drudgery, and help them achieve more than they could do alone.
· Individual achievements. We count on the passion and achievement of everyone at a higher level than the industry as a whole. Only in this way will we get the profit we need to achieve other corporate goals.
The spirit of collectivism. Teamwork is essential to Apple's success because it is not easy for any one individual. We welcome the interaction of employees with managers of any level, the exchange of ideas and proposals for the sake of improving the efficiency of the company and the quality of life. We support each other and celebrate victories and rewards together.
· Quality (perfection). We care about what we produce. We build quality, performance, and value into Apple products to a level that earns us the respect and loyalty of our customers.
· Rewards. We recognize the contribution of each person, high performance. We also recognize that rewards must be moral and monetary at the same time, and strive to create an environment where everyone can experience a sense of adventure and joy while working for Apple.
· Good management. The attitude of managers towards their employees is of paramount importance. Workers must have reason to trust the motives and integrity of their superiors. Management is responsible for creating a productive environment in which Apple's values flourish.
In the course of informal communication, as noted above, new employees learn the unwritten rules of the organization, who has real power, what are the real chances for promotion and reward growth, what level of performance is considered sufficient by colleagues at work. The norms, attitudes and values adopted in informal groups can work either in support of or against the organization's official goals and attitudes.
Discussing the lack of attention to the social adaptation of new workers in American organizations, D. O "Shaughnessy says: "Some may be surprised that General Motors, considered for a long time one of the most progressive corporations, almost until very recently did not have a corporate program for recruiting and educating the workforce. Literally thousands of young people (future leaders of General Motors) were hired every year without any centralized recruitment program and training. Most of them were hired by local factories or departments, which simply selected those who applied to local recruitment offices. There was no general strategy, structure or system for its implementation, there was no assessment of ensuring quality results. In contrast, many Japanese corporations pay considerable attention to the process of adaptation of workers in their teams.
If the leader does not make active efforts to organize the adaptation of new subordinates, the latter may be disappointed because of the unfulfillment of their hopes, may consider that their behavior should be guided by experience gained in the previous job, or come to other incorrect conclusions about their work. The leader must also remember that some of what newcomers learn during their adaptation may come as a shock to them. A study of college graduates who joined a large automotive company found that, unlike those who stayed at the company, many of those who left found that most of the job characteristics were worse than they initially expected.
Having accepted the worker, the administration must create such conditions under which his work would become more productive. A person comes to a new organization with certain experience - life and work - and expectations. A certain period of time must pass before he joins the new team. During this period, the employee develops a certain attitude towards new work for him, that is, social adaptation. This process is extremely important, and the personnel service of the organization must manage it.
adaptation often defined as the process of learning the threads of power, the ideology adopted in the organization, as a learning process, awareness of the guidelines of the organization or its divisions.
In practice, when hiring, a number of methods are used to socialize an employee:
1. Comprehensive job information is provided to make employee expectations more realistic.
2. Conduct a special interview with an explanation of what kind of work in this organization is considered effective.
3. An interview is conducted about the values adopted in this organization.
4. Instructions on safety measures, on the organization of the workplace and effective methods of work, etc., are carried out.
This system also includes the information that the employee receives directly in the team. This information, as a result of which the employee learns the unwritten rules of the organization, who owns the real power, what are the chances for wage growth, promotion, etc., must also be managed.
It is known that the norms and values adopted in informal groups must correspond to the official goals and objectives of the organization, and this is one of the important areas in personnel management.
Many companies are developing company-wide programs to recruit and educate the workforce.
For example, at the factories of the international corporation "3 M" ("Minnesota, Mining end Manufacturing Company" from the English. "Minnesota, Mining and Manufacturing"), the worker is faced with primary socialization on the very first day of work. As a rule, an employee begins his duties on Monday or on the first day of the month. The personnel service conducts a four-hour socialization procedure. The procedure begins with the solemn presentation of the 3M employee certificate, as well as a large package of brochures and documents explaining corporate policy. This is followed by a traditional lunch with senior leaders. Thus, the personnel department strives to create an atmosphere of friendliness and trust for all newcomers.
Among the brochures given to the newcomer are "Employee Orientation", "Manual for Leadership", "Employee Handbook", "Rules of Conduct at the Enterprise" and others.
The booklet "Employee Orientation" on eight pages outlines the most important provisions that make up the personnel policy of the company. This:
· Principles of hiring employees.
· Areas of professional training.
・Professional development programs
· The company's policy against discrimination of employees on various grounds and the use of official position for personal gain.
· The company's attitude towards people who abuse drugs, alcohol, and carriers of the AIDS virus.
· Assistance to 3M employees in case they are brought to justice.
· Rules for using the telephone within the enterprise and outside it.
The brochure also includes rules for the use of various working hours, rules for protecting trade secrets, a list of information constituting commercial or official secrets, rules for protecting the corporation's technical documentation, and so on.
The Employee Handbook contains the following materials:
· Short story corporations.
· Principles of responsibility of managers.
· Explanation of the policy regarding the activities of trade union organizations.
· Rules of insurance and additional payments.
· Clarification of the policy regarding temporary workers and part-time workers.
Rules for overtime work.
· Clarification of policy on reductions.
· Occupational health and safety regulations.
· Enumeration of labor evaluation procedures.
· Rules for the movement of workers to other jobs.
· Rules for maintaining the effectiveness of internal communications.
At German enterprises, induction into a position often takes place according to the following scheme. A workplace is being prepared for a new employee. It is presented, and then the production briefing is carried out according to a four-stage method.
First stage- the employee is explained the importance of his workplace in the technological, production process of the enterprise.
Second step- the employee is shown how to practically carry out each stage of the labor process. Moreover, the briefing is carried out at such a pace that the information is assimilated as much as possible. For example, it is known that a person absorbs 30% of what he sees, 20% of what he hears, 50% of what he sees and hears, and 90% of what he does.
Third step- this is work under the guidance of an instructor who should pay attention to inappropriate work practices and skills and help correct them.
fourth stage– completion of instruction and permission to work independently.
This completes the induction process. It must coincide with the expiration of the probationary period. By this time, the personnel department is obliged to conclude whether the new employee is suitable for the company.
At the end of the trial period, an evaluation sheet is filled out, on which its results are recorded.
In conclusion of the presentation of this technique, we repeat the most important stages of the procedure:
1. Planning of new positions and preparation of new jobs.
2. Carrying out a thorough briefing.
3. Selection of workers capable of conducting this briefing.
Any transformation in the organization is possible only when the people in the enterprise are ready to work in accordance with the strategy being implemented. But this is very difficult to achieve.
What any director wants from the people who work at his enterprise is understandable. I want people to work efficiently, proactively, creatively. I would like them to understand the difficulties that the organization is going through, and not go on strike when wages are not paid on time. I want to be able to easily accept changes - whether it is the transition to the release of new products or the start of work on new equipment.
But how to do it?
Previously, one could often hear from directors that people work poorly because they are not afraid to be fired. Now the situation has changed - unemployment has appeared. And in a sense, it actually became easier for directors to work with people, because they are really afraid of being out of work. But it turned out that fear does not give rise to initiative, and the “stick” methods of fighting for discipline and quality require inadequate efforts.
The question "Where to start?" probably any leader who realizes the need for change asks himself. Managers of successful enterprises will answer this way: they started by putting things in order.
Restoring order is understood in several aspects. The main one is the establishment of normal production and labor discipline, putting things in order in the literal sense of the word, and, finally, changes in financial management.
The leaders of successful enterprises quickly realized that it would not be possible to get rid of the attitude of employees to their enterprise that had been developing over the years in the spirit of “common means no one” if only strictness and layoffs were used.
It was necessary to change the culture of industrial relations, and therefore one of the very first things that many of the “successful” did was to try to change the attitude of people towards the enterprise by putting things in order in the truest sense of the word – in the premises, workshops and on the territory.
The difference between the “successful” ones is that at some point they realized that the motivation built on the “negative” is not enough, it is necessary to achieve a conscious attitude of people to their work, to create a constructive atmosphere within the team.
Everything that the “successful” do in this direction is built on the belief that so many people are able to understand if explained to them. Explain what and why actions are carried out by management, what current situation what the company will be like in a certain amount of time. “Explaining”, “explaining”, “getting understood” is the way that “successful” directors change their habits of working in the old way.
In order to explain, for example, why it is necessary to work more, and the salary is delayed, the director must call for something. Once upon a time, the country had a system of goals, which it was customary to refer to, including in such cases, the directors did not feel “extreme”. In the 1920s, it must have been very effective, because people believed in communism for the foreseeable future. Over the decades, this system of orientation has decayed and collapsed.
Now the director himself is responsible for what he calls for, he himself must build guidelines for his organization and try to bring them to the people.
The “successful” directors made the main topic of their “explanations” a description of the prospects of the enterprise as a stable operating system, belonging to which every employee can be proud. And then - what is needed for this from each worker (Table 1).
Table 1. Enterprises selected for analysis according to the criterion of "success".
Such work with people gives its results. For example, at FOSP, where they also pay a lot of attention to informing people, they noted that if earlier, when meeting with management, workers on the line asked when they would raise wages, now they are asking if everything is fine with orders and whether the factory has enough work.
Naturally, in working with people in "successful" enterprises, not only "explanations" are used. When some of the “successful” realized that they were not able to provide everyone with work and a decent salary, they went on layoffs. But at the same time, and here is the difference between the “successful”, they did not let things take their course, did not wait for people to leave on their own, dissatisfied with the low salary or its absence. Because they understand: the best leave first, people who can, want and know how to work. The violent method of dismissal is, of course, unpleasant, very difficult, but it is much more constructive. He leaves at least more decent people.
It is important that, having brought the number of employees to the one that is considered optimal, the directors of the “successful” do not stop there, but begin painstaking gradual work on the targeted selection of the best employees.
Making very high demands and striving to adequately pay for work (by the way, the salary level at most enterprises is very high for the Russian industry), when selecting people, the “successful” are guided not by past merits, but by the qualifications of a person, his potential for growth, readiness to work in a new way.
Baltika has been working on the principle of gradual wage increases for several years now. There are no jumps: for half a year they pay one salary, then they raise it twice - but there is a regular increase of 10-15%. But this is not a blind increase: in parallel with the growth of wages, the demand from employees increases - discipline, the amount of work. This creates a situation in which people whose level is higher come and there are more of them, and those who cannot work in such conditions leave.
Increasing the requirements for the qualifications of people, the "successful" enterprises in every possible way contribute to their training and retraining. For example, at Russian Gems, almost all middle and lower managers, up to the heads of groups in the workshops, underwent training, and then an internship abroad. It is especially interesting that mixed groups were sent for training: from technical services, from economic services and from production. They did it deliberately, because it eliminated the antagonisms within the groups and immediately provided "brain food". However, training their employees abroad is not something special for “successful” enterprises. At the slightest opportunity, and in relation to, at least, managers, almost everyone does this.
At "successful" enterprises, they try to make sure that not only the top management of the plant feels like a team responsible for the future of the enterprise. A team is a staffing table that starts from the general and ends with ordinary workers or a cleaner. Maybe, just to make people feel like members of the same team, everyone at Baltika works in very nice identical branded overalls with the company's logo.
And at Almaz they came up with such a thing as Team 500. "Team 500" is five hundred personnel workers, the elite of the enterprise, which will not be reduced under any circumstances. Team members will have a higher salary, additional social benefits, their own uniforms and certificates - passes. And around the elite, "hired" workers and ordinary workers and engineers will be recruited, the number of which will be regulated depending on the workload of the enterprise. Those of the "hired" who will deserve it will eventually be transferred to the "team".
So, in order to create a team with a high potential for development, capable of solving ever more complex tasks - to produce new products, to sell them in a new way, to enter new markets, “successful” directors build the following system of working with people:
firstly, they fire that part of the people who will not be able to be loaded in the near future, and do it in such a way that the best do not leave;
secondly, they withstand the rigidity of the position: encouraging everyone who is able to develop (training, salary increases), and dismissing everyone who cannot work in a new way, regardless of previous merits;
thirdly, they actively attract new people by selecting “super shots”;
fourthly, they try to explain their steps to people, linking them to the future of the enterprise, the image of which they create themselves - for themselves and for others.
Adaptation- the process of changing the employee's acquaintance with the activities of the organization and changing the actual behavior in accordance with the requirements of the environment.
Personnel adaptation procedures are designed to facilitate the entry of new employees into the life of the organization. Practice shows that 90% of those who left their jobs during the first year made this decision already on the first day of their stay in the new organization. As a rule, a newcomer to the organization faces a large number of difficulties, most of which are generated precisely by the lack of information about the work procedure, location, characteristics of colleagues, etc. That is, a special procedure for introducing a new employee into the organization could help to remove more problems that arise at the beginning of work. In addition, ways to include new employees in the life of the organization can significantly enhance the creativity of existing employees and increase their inclusion in the corporate culture of the organization.
For a manager, information about how the process of adaptation of new employees is organized in his unit can say a lot about the degree of development of the team, the level of its cohesion and internal integration.
Conventionally, the adaptation process can be divided into 4 stages.
Stage 1. An assessment of the level of preparedness of a beginner is necessary to develop the most effective adaptation program. If an employee has not only special training, but also experience in a similar division of other companies, the period of his adaptation will be minimal. However, it should be remembered that even in these cases, the organization may have unusual options for solving problems already known to it. Since the organizational structure depends on a number of parameters, such as the technology of activity, external infrastructure and personnel, the newcomer inevitably finds himself in some degree in a situation unfamiliar to him. Adaptation should involve both familiarity with the production characteristics of the organization, and inclusion in communication networks, familiarity with the staff, corporate communication features, rules of conduct, etc.
Stage 2. Orientation is a practical acquaintance of a new employee with his duties and requirements that are imposed on him by the organization. Considerable attention, for example, in US companies, is given to the adaptation of a newcomer to the conditions of the organization. Both direct managers of newcomers and employees of personnel management services are involved in this work. Usually duties between them are distributed as follows (tab. 2).
Table 2. Responsibilities for onboarding newcomers.
Usually the orientation program includes a series of small lectures, excursions, workshops (working at separate workplaces or with certain equipment). Often during the orientation program the following questions are raised:
1. General view of the company:
goals, priorities, problems;
Traditions, norms, standards;
products and their consumers, stages of bringing products to consumers;
a variety of activities;
Organization, structure, communications of the company;
Information about leaders.
2. Organization policy:
principles of personnel policy;
principles of personnel selection;
· areas of professional training and advanced training;
assistance to employees in the event of bringing them to justice;
rules for using the telephone within the enterprise;
Rules for the use of various working hours;
· Rules for the protection of trade secrets and technical documentation.
3. Salary:
norms and forms of remuneration and ranking of employees;
Weekend pay, overtime.
4. Fringe benefits:
insurance, record of work experience;
· temporary disability benefits, severance benefits, sickness benefits in the family, in case of severe bereavement, maternity benefits;
support in case of dismissal or retirement;
· Opportunities for on-the-job training;
the presence of a dining room, buffets;
other services of the organization for its employees.
5. Occupational health and safety:
places of first aid;
· precautionary measures;
Warning about possible hazards at work;
rules of fire safety;
rules of conduct in case of accidents and the procedure for reporting them.
6. The worker and his relationship with the trade union:
terms and conditions of employment;
Appointments, transfers, promotions;
· probation;
work management;
informing about failures at work and being late for work;
the rights and obligations of the employee;
the rights of the immediate supervisor;
organization of workers;
• union regulations and company policy;
management and performance appraisal;
Discipline and penalties, filing complaints;
communication: channels of communication, mailing materials, dissemination of new ideas.
7. Household service:
organization of food;
availability of service entrances;
conditions for private car parking.
8. Economic forces:
The cost of labor
· cost of equipment;
Damage from absenteeism, delays, accidents.
After passing the general orientation program, a special program can be carried out, carried out both in the form of special conversations with employees of the unit to which the newcomer came, and interviews with the manager (direct and superior). Typically, a special program addresses the following issues:
1. Unit functions:
· goals and priorities, organization and structure;
· activities;
Relationships with other departments
relationships within the department.
2. Job duties and responsibilities:
· a detailed description of the current work and expected results;
explaining the importance of this work, how it relates to others in the unit and in the enterprise as a whole;
standards for the quality of work performance and the basis for assessing performance;
the duration of the working day and schedule;
additional expectations (for example, replacing an absent worker).
3. Required reporting:
· the types of assistance that can be provided, when and how to ask for it;
Relations with local and national inspectorates.
4. Procedures, rules, regulations:
Rules that are specific only to a given type of work or a given unit;
behavior in case of an accident, safety regulations;
informing about accidents and dangers;
hygienic standards;
security and problems associated with theft;
relations with employees who do not belong to this unit;
rules of conduct in the workplace;
removal of things from the unit;
monitoring violations;
breaks (smoke breaks, lunch);
telephone conversations of a personal nature during working hours;
the use of the equipment;
monitoring and evaluation of performance;
5. Representation of department employees.
Stage 3. Real adaptation. This stage consists in the actual adaptation of the newcomer to his status and is largely determined by his inclusion in interpersonal relationships with colleagues. As part of this stage, it is necessary to give the newcomer the opportunity to actively act in various areas, testing on himself and testing the acquired knowledge about the organization. It is important at this stage to provide maximum support to the new employee, to regularly evaluate the effectiveness of activities and features of interaction with colleagues together with him.
Stage 4. Functioning. This stage completes the process of adaptation, it is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work. As a rule, with the spontaneous development of the adaptation process, this stage occurs after 1–1.5 years of work. If the adaptation process is regulated, then the stage of effective functioning can begin in a few months. Such a reduction in the adaptation period can bring significant financial benefits, especially if the organization attracts a large number of personnel.
To facilitate the process of adaptation to a new position, it is necessary to include employees in a new enterprise management system for them (at a new level), familiarize them in detail with the rules and technologies of communication and decision-making, introduce them in a new capacity into the workforce. For many, a change in status becomes a big problem (was a colleague, became a boss), so the personnel service needs to think through adaptation procedures for both the “young” boss and his “new” subordinates.
More difficult is the entry into the team of an employee accepted into the organization from the “outside”. He has to adapt throughout the system of intra-organizational relations and corporate culture, and people.
To facilitate these processes, the most serious companies introduce special programs aimed at preparing a reserve - the most promising specialists in terms of career. Not all of them had managerial experience or special managerial training in the past.
Beginners go through orientation programs that help to understand the structure, traditions of the company, specialized management trainings.
Teambuilding trainings are also very effective in such situations - they help to more quickly adapt the new boss and the existing team of the unit and increase the efficiency of its work.
1. 4. conclusions
1. In a transforming Russia, enterprises (firms) of different levels and profiles solve the same problem - survival in the new economic conditions. For its successful solution, investments, modern equipment, timely supply of raw materials, payment for products, etc. are required. At the same time, few of the heads of enterprises remember the executors - workers, engineers. The question of whether people are satisfied with the work is considered secondary. To effectively solve emerging problems, it is necessary to be able to see the characteristics of a particular person, take into account his strengths and weaknesses. It is impossible for a modern leader, an entrepreneur to do without knowing the basics of personality psychology today.
2. Knowledge of the characteristics of the human nervous system helps the manager to correctly correlate the capabilities of a particular employee with the requirements that this or that profession makes, to choose the most correct forms and methods of communication, organization of the team.
3. Any group of people working together behaves differently from other groups, each manager has his own relationship with subordinates. This is due to many circumstances, including the fact that leadership is carried out in specific, never recurring circumstances. Therefore, in addition to understanding the general characteristics of human behavior, the manager needs to relate this knowledge to a specific situation, have the ability to learn from the experience of others and learn from their own mistakes.
2. The practice of personnel management in MUP "Electric Networks"
2.1. Enterprise characteristics
The municipal unitary enterprise "Electric Networks" was established in accordance with Articles 113-114, 215, 294-295 of the Civil Code of the Russian Federation and on the basis of the order of the municipal unitary enterprise "Gorelectroset" dated 06.07.2001. No. 39.
MUP "Electric Networks" is a legal entity, has an independent balance sheet, current and other accounts in banks, a round seal with its name, a stamp, letterhead, company name.
The main goal of the enterprise is to make a profit and meet the needs of citizens and enterprises of the city for the supply of electrical energy.
2.2. Organizational structure of management. The professional and qualification level of the personnel of MUP "Electric Networks" and
its characteristic
The number of employees in the enterprise is:
The professional and qualification level of the staff is as follows:
Director - manages all activities of the enterprise. Organizes the work and effective interaction of production units and all structural divisions of the enterprise, directs their activities to achieve high rates of development and improvement of production; increasing labor productivity, production efficiency and the quality of services provided on the basis of the widespread introduction of new technology, the scientific organization of labor, production and management. Takes measures to provide the enterprise with qualified personnel, to make the best use of the knowledge and experience of employees, to create safe and favorable conditions for their work. The director must know: resolutions, orders, orders, other governing and regulatory materials of higher authorities relating to the activities of the enterprise; profile, specialization and features of the structure of the enterprise; production technology; methods of managing and managing an enterprise.
Qualification level: higher technical education and at least 5 years of work experience in managerial positions in the industry corresponding to the profile of the enterprise.
Chief Engineer– manages the development of long-term plans for the development of the enterprise, reconstruction and modernization, measures to prevent harmful effects production on the environment, careful use of natural resources, creation of favorable and safe working conditions. Organizes scientific research and experiments, testing of new equipment and technology. Provides continuous improvement of training and advanced training of personnel in accordance with the requirements of the scientific and technical process. He must know: the profile, specializations and features of the structure of the enterprise; prospects for technical, economic and social development of the industry and enterprise, production technology; methods of managing and managing an enterprise.
Qualification requirements: higher technical education and work experience in the specialty in managerial positions in the industry corresponding to the profile of the enterprise for at least 5 years.
Deputy Chief Engineer - considers and approves changes made to the technical documentation in connection with the adjustment of technological processes and production modes. Controls the implementation of long-term and ready-made plans for the technological preparation of production, strict adherence to established technological processes. Coordinates the most complex issues related to the technological preparation of production, with the divisions of the enterprise, projects, research organizations, representatives of customers. He must know: methodological and regulatory materials on the technological preparation of production, the prospects for the technical development of the industry and enterprise; technical characteristics, operating modes of equipment, rules for its operation; the procedure and methods for planning the technological preparation of production; technical requirements for raw materials, materials and finished products.
Qualification requirements: higher technical education and work experience in the specialty in engineering and management positions in the industry corresponding to the profile of the enterprise for at least 5 years.
Chief Accountant - provides a rational organization of accounting and reporting at the enterprise based on progressive forms and methods of accounting and control. It also organizes payroll calculations with employees of the enterprise, the correct calculation and transfer of payments to the local, regional and state budgets. Takes measures to prevent shortages, illegal spending of funds and commodity-material values, violation of financial and economic legislation. Ensures timely preparation of financial statements based on the data of primary documents and accounting records. Manages the company's accounting staff. The chief accountant must know: resolutions, orders, orders of higher authorities, methodological, regulatory and other guidance materials of financial and auditing bodies on the economic and financial activities of the enterprise; forms and procedure for financial settlements; the procedure for accepting, posting, storing and spending funds; rules for settlements with debtors and creditors; the procedure for writing off shortages, receivables and other losses from the balance sheets; economy, organization of production.
Qualification requirements: higher economic education and accounting experience in senior positions for at least 5 years.
Lead Economist - methodically manages and coordinates the activities of all departments of the enterprise for the preparation of long-term plans for economic development. Ensures strict observance of the mode of saving material, labor and financial resources in all areas of the enterprise's economic activity. Organizes the development of methods for the economic evaluation of measures aimed at improving the organization of production. Controls the timeliness of reporting on the results of economic activity to higher authorities. The leading economist must know: orders of higher authorities, methodological and regulatory materials on the organization of economic work at the enterprise; economic methods of enterprise management; organization, forms and methods of planned work at the enterprise; the procedure for calculating the economic efficiency from the introduction of new types of services and equipment.
Qualification requirements: higher economic education or engineering - economic education and experience of economic work in managerial positions for at least 5 years.
Accountants - calculate and transfer payments to the local, regional and federal budgets, contributions to state insurance, funds to finance capital investments, wages of workers and employees, taxes and other payments and payments, as well as deductions to economic incentive funds and other funds. Monitors the safety of accounting documents, draws them up in accordance with the established procedure for transfer to the archive. An accountant must know: regulations, orders, methodological, regulatory and other guidance materials on the organization of accounting and reporting; forms and methods of accounting at the enterprise; organization of document circulation.
Qualification requirements:
Senior accountant: higher economic education and work experience as an accountant for at least 3 years;
Accountant: higher economic education without any requirements for work experience or secondary specialized education and work experience as an accountant for at least 3 years.
Human resources department inspector- systematically studies the business qualities and other individual characteristics of the enterprise's specialists in order to support personnel for filling positions included in the nomenclature of the head of the enterprise. Participates in the organization of advanced training of specialists and their preparation for work in managerial positions. Organizes the timely registration of the reception, transfer and dismissal of employees in accordance with the law; issuance of certificates on the present and past labor activity of workers, storage and filling out work books and maintaining established documentation on personnel. He must know the methodological, regulatory and other guidance materials relating to work with personnel, accounting for the personnel of the enterprise; the main technological processes of production of the enterprise; methods of accounting for the movement of personnel.
Qualification requirements: higher education and work experience in the organization of personnel management in engineering and management positions for at least 5 years.
Mechanic– organizes the behavior of the inventory of production fixed assets, determines obsolete equipment, facilities requiring major repairs and sets the order of production repair work. Participates in experimental, adjustment and other work on the introduction and development of new technology, in equipment testing. Takes measures to identify unused equipment and its implementation, improve the operation of existing equipment. Should know: guidance materials on the organization of repair of equipment, structures, buildings; organization of repair service at the enterprise; the procedure and methods for planning the operation of equipment and the production of repair work.
Qualification requirements: higher technical education and work experience in the specialty in engineering and management positions corresponding to the profile of the enterprise in the industry for at least 5 years.
Electrical laboratory engineer– develops methods and instructions for the current control of production, monitors their correct and accurate implementation by laboratory workers. Monitors the condition of laboratory equipment and workplaces of laboratory employees and takes measures to eliminate existing shortcomings. Organizes the accurate maintenance of laboratory journals and the timely registration of the results of test analyzes. He must know: guidance materials on the technological preparation of production; production modes; laboratory equipment, rules for its operation, methods of conducting research work; standards, specifications, methods and instructions for laboratory production control.
Qualification requirements higher technical education and work experience in the specialty in engineering and technical positions for at least 3 years.
Warehouse Manager - ensures the safety of stored inventory items, compliance with storage regimes, keeps records of warehouse operations. Keeps track of the availability and serviceability of fire fighting equipment, the condition of equipment and inventory, ensures their timely repair. Organizes loading and unloading operations at the warehouse in compliance with the rules of labor protection and safety, industrial sanitation and fire protection, collection, storage and timely return of loading details. He must know: regulatory documents for the organization of storage facilities, standards and specifications for inventory items; types, sizes, brands, grades and other qualitative characteristics of inventory items and their consumption rates; organization of loading and unloading operations, provisions and instructions for accounting for valuables.
Qualification requirements: Secondary specialized education and work experience in accounting for at least 1 year or general secondary education and work experience in accounting and control for at least 3 years.
2.3. Regulations on the conclusion of collective agreements (contracts)
at the enterprise
2.3.1 . General provisions
A collective agreement is a legal act that regulates labor, socio-economic and professional relations between the employer (its administration) and the employees of the enterprise, i.e., the labor collective.
The level of activity of the labor collective in the development, discussion and implementation of the collective agreement also affects its effectiveness in resolving issues of work, life, and social development of the labor collective. The collective agreement is now the most important legal act adapted to the specific conditions of a given production and labor collective. It has a mixed legal nature, since a collective agreement is a legal act that establishes the consent of the employer (administration) and employees (labor collective) as social partners in a particular production, which establishes local norms that increase social guarantees. Consequently, a collective agreement is not only a legal act, but also an act of social partnership at the enterprise level between employees and employers. It is also a moral and political act, since it also determines the conditions for the behavior of the parties.
The collective agreement of MUP "Electric Networks" is a document that guarantees the protection of the rights and interests of various professional groups of workers of the enterprise. Administration, according to the activities of the enterprise and its organizational structures, recognizes the Council of the labor collective as the sole and authorized representative of the labor collective in collective negotiations on the regulation of labor relations, labor standards and wages, terms of employment, social benefits and guarantees for workers.
From the concept of a collective agreement, it is clear that this is a bilateral agreement. One of its sides is the collective of workers represented by the Council of the Labor Collective. The draft collective agreement is discussed by the general meeting (conference) of the labor collective. The party to the contract is the labor collective.
If no agreement is reached on the discussion of the draft collective agreement, then the general meeting of the labor collective adopts the most acceptable draft of the collective agreement and instructs the Council of the labor collective to negotiate on its basis and conclude, after approval by the general meeting, a collective agreement on behalf of the labor collective with the employer.
The second party to the collective agreement is the employer (regardless of the form of ownership, departmental affiliation of the given production and the number of employees in it), a direct or authorized representative (director) with his administration.
From the parties to the collective agreement, it is necessary to distinguish the subjects - performers specified in the collective agreement as responsible for the fulfillment of a specific obligation under this agreement.
Therefore, in the collective agreement there are the following subjects obliged by it:
The employer as the owner of the production and the party to the contract;
His representative, the administration headed by the director;
The labor collective as a party to the contract;
Council of the labor collective of workers.
In MUE Electric Networks, the contracting parties recognize that the economic stability of the enterprise and the well-being of team members are interrelated and, therefore, are interested in creating optimal conditions for this. In case of conflict situations, they will be resolved through direct and open negotiations in accordance with applicable law. If the conditions of economic activity or the situation of workers worsen due to changes in legislation, the contract may be revised with the consent of the parties.
For the duration of the contract, when the administration fulfills all its provisions, the Council of the labor collective undertakes not to declare strikes, boycotts or slow down the pace of the enterprise.
The collective agreement acts as a means of educating labor discipline, a conscientious attitude to work, and provides for measures to influence violators of the collective agreement. The production significance of the collective agreement is that it is aimed at improving production, improving product quality, and increasing labor productivity. Thus, the collective agreement has a legal, socio-economic, political, industrial and educational value.
In MUP "Electric Networks", the administration hereby recognizes the Council of the labor collective as the sole and exclusive representative of all employees in collective negotiations on wages, working hours, solving social problems and other conditions of the collective agreement.
The Workers' Council undertakes:
1. Represent and protect the legitimate interests of trade union members.
2. To exercise control over the fulfillment of the terms of the collective agreement, to take measures to ensure the fulfillment of bilateral obligations.
3. Protect the interests of the workforce in the distribution of enterprise funds and other social benefits.
4. Carry out work to prevent and resolve labor disputes (conflicts) between members of the labor collective and the administration.
5. Suspend the activities of shops, sections, equipment, if normal working conditions are not created and damage to the health of workers is possible.
6. Provide legal and material assistance to members of the labor collective.
7. Allocate social insurance funds for the payment of all types of benefits and pensions, for paying for the rest of employees and their family members.
8. Acquire vouchers for sanatorium treatment of employees and for the rest of their children.
By the New Year, purchase gifts for children, purchase valuable gifts to congratulate employees who are getting married; provide financial assistance to members of the labor collective; keep a permanent record of those in need of sanatorium treatment; to analyze the incidence; reward the best employees.
Workers, managers, specialists and employees undertake: to fulfill production tasks with high quality and on time, to take care of state property, to carry out the correct operation of buildings, structures and equipment, to observe internal labor discipline, to comply with orders, orders of the administration.
Terms of the contract:
The collective agreement comes into force from the moment of signing (December 21, 2001) and is valid until December 31, 2004 or until the parties conclude a new one, or amend or supplement the existing one.
The following documents are attached to the collective agreement:
Regulations on the remuneration of workers of DMUE "Electric Networks";
Regulations on bonuses for workers of DMUE "Electric Networks";
Indicators of bonuses for workers of DMUE "Electric Networks";
Regulations on bonuses for administrative, managerial and workshop personnel of DMUE "Electric Networks";
Additional bonus indicators, if they are not met, the bonus percentage can be reduced to 25%;
Regulations on one-time incentives for the performance of special important tasks workers, engineers and employees of DMUP "Electric Networks";
Regulations on bonuses for tram drivers of DMUP "Electric Networks" for the sale of subscription tickets;
Estimated cost of labor protection;
Model industry standards for the free issue of overalls, safety shoes and other personal protective equipment to workers and employees;
List of professions of workers entitled to monthly receipt of detergent neutralizing agents (soap);
Decree of the Ministry of Labor and Social Development of the Russian Federation dated March 31, 2003 No. 13 “On approval of the norms and conditions for the free distribution of milk or other equivalent food products to workers employed in work with harmful working conditions”;
List of professions of workers who have the right to receive free milk on days of work in harmful working conditions;
Regulation on the sale of materials and goods on account of wages;
Minutes of the meeting of collectives of structural divisions of the enterprise for the consideration of the collective agreement.
Disputes arising from the conclusion and execution of a collective agreement are resolved in the manner prescribed by Russian law. In the event of disagreement, the parties should strive to use all opportunities to resolve the conflict dispute.
In case of an accident due to the fault of the enterprise, provide one-time financial assistance to the families of employees who died as a result of an accident at work, became disabled due to an accident or occupational disease at work, related to the performance of their labor duties, in the amount of 10 minimum wages, and in the event of an employee's death from a general illness or accident at home - in the amount of 5 minimum wages established by the legislation of the Russian Federation.
To provide the families of the deceased employee with full funeral services (grave, coffin, hearse).
The administration provides workers with protective equipment free of charge in accordance with the standard norms for issuing overalls, special footwear and other personal protective equipment.
Employees employed in production with harmful working conditions should be provided with milk in accordance with the Decree of the Ministry of Labor and Social Development of the Russian Federation dated March 31, 2003 No. No. 13.
Mothers or other persons raising first-graders are provided with one-day paid leave on Knowledge Day - September 1.
2.3.2. Contents of the agreement (contract)
An approximate list of issues on which mutual obligations of the parties may be included:
Remuneration of labor - the form, system and amount of remuneration, monetary rewards, compensations and additional payments, the mechanism for regulating remuneration, taking into account price increases, inflation, performance of indicators established by the collective agreement;
Working time and rest time - their duration, holidays, benefits for those who combine work with education;
Occupational safety - improving the conditions and labor protection of workers, including women and youth;
Control over the implementation of the collective agreement, social partnership, the responsibility of its parties, ensuring guarantees for the activities of trade unions.
SALARY. The administration and the labor collective jointly direct their efforts to achieve the estimated economic and financial indicators that ensure the normal operation of the enterprise.
All types of remuneration and additional payments for employees of the enterprise are regulated by the Regulations on remuneration. At the same time, the maximum monthly wage rate for a worker of the 1st category is set at 666.24 rubles (546 rubles. 10 kopecks x 1.22), subject to the full working out of the norm of working hours.
The specified amount of the minimum monthly tariff rate shall be considered the basis for the differentiation of tariff rates and additional salaries of other categories of employees. In the event that the economic situation of the enterprise cannot ensure the application of the minimum rate provided for by the number. contract, the parties who signed the count. agreement, decide on the application of a different minimum rate.
The council of the labor collective undertakes: to carry out systematic control over the observance of legislation on wages, for the correct application of bonus provisions. Monitoring compliance with the hospital regime.
EMPLOYMENT PROVISION. The administration of the enterprise undertakes to prevent economic and socially unjustified reduction of jobs.
The administration ensures the employment of workers in the context of the transition to market relations and, in the event of the inevitability of a reduction in the number, assists in employment, taking into account intra-production movements in accordance with the Labor Code.
WORKING TIME AND REST TIME. The working week is set to 40 hours. The parties acknowledge that the specific nature of the enterprise allows for overtime work and weekend work, regulated by law
The following working hours are accepted:
1. For administrative and managerial personnel:
8 hours 15 minutes (from 800 to 1715 hours), except Friday
Friday - 7 a.m. (8:00 a.m. to 4:00 p.m.)
Break for lunch - from 1200 to 1300 hours.
2. For employees of the emergency dispatch service:
1 shift - from 800 to 2000 hours. (shift duration 12 hours)
2 shift - from 2000 to 800 hours. (- // -)
No lunch break.
3. For tram park employees:
- tram drivers
1 shift - from 2200 to 600 hours. (shift duration 12 hours)
2 shift - from 600 to 1400 hours. (- // -)
3 shift - from 1400 to 2400 hours. (- // -)
No lunch break.
- driver-mentors, electricians for the repair and maintenance of electrical equipment
1 shift - from 2400 to 800 hours. (shift duration 8 hours)
2 shift - from 800 to 1600 hours. (- // -)
3 shift - from 1600 to 2400 hours. (- // -)
No lunch break.
- conductors
1 shift - from 600 to 1400 hours. (shift duration 8 hours)
2 shift - from 1400 to 2200 hours. (- // -)
No lunch break.
Features of the regime for various categories of workers are allowed (introduction of a flexible schedule, part-time work, part-time work week).
Vacation. Established annual paid leave for all workers, lasting at least 24 working days per six-day working week. At the request of the employee, annual leave can be divided into parts, provided that the main leave is used strictly according to the schedule.
The next vacation outside the schedule at the request of the employee with the consent of the administration is provided:
Upon receipt of a medical permit;
In the absence of work;
For family reasons;
For other reasons.
Provide employees with short-term paid leave in the following cases:
1) own wedding, children's wedding - 3 days;
2) the birth of a child - to the father - 3 days;
3) death of a close relative - 3 days;
4) own birthday - 1 day;
5) seeing off to the Army of the son - 1 paid day.
The costs of paying these holidays are made from the payroll fund.
Health protection, social security. In order to solve the problems of social development of the labor collective, meet the needs of the workers of the enterprise, the Administration and the Council of the labor collective undertake, at the expense of the enterprise, if necessary:
1. Conclude agreements with the city administration for visiting kindergartens, nurseries for children of the enterprise's employees.
2. Provide employees who have submitted an application with vouchers for children in out-of-town health camps.
3. Provide mothers or other persons raising children - first-graders, one-day paid leave on the day of knowledge - September 1.
4. To pay women a one-time allowance in the amount of five minimum wages upon the birth of a child.
5. Encourage employees of the enterprise by paying remuneration in the amount of five minimum wages.
6. Provide one-time financial assistance to employees of the enterprise in agreement with the Council of the labor collective.
7. Pay a one-time allowance to employees upon their retirement by age, depending on the length of service at the Company in the following amounts:
8. In connection with the rise in prices for goods, services and for the purpose of social protection of employees, establish the issuance of advances on account of wages for the purchase of goods, but not more than 3 salaries (tariff rates).
9. Allow the issuance of materials at market prices from the warehouse of the enterprise, the purchase of goods on mutual offsets (according to the regulation) on account of wages.
10. Benefits and compensation are provided for all members of the team who have worked at the enterprise for at least one year (including transfer from the last place of work).
OCCUPATIONAL SAFETY AND HEALTH. In accordance with the "Fundamentals of the legislation of the Russian Federation on labor protection", approved by the Resolution of the Supreme Council of the Russian Federation of August 06, 1993 No. 5609-1, the administration of the enterprise undertakes to ensure:
1. Conducting an organizational and technical policy aimed at safe and healthy working conditions.
2. Conditions for employees to comply with the requirements, norms and rules for the safe operation of industrial buildings, structures, equipment.
3. Development and timely implementation of measures to bring working conditions in the workplace in accordance with the requirements of occupational safety and health.
4. Annual allocation for labor protection in the amount of 275 thousand rubles.
5. Carrying out periodic medical examinations at own expense.
6. Timely issuance of overalls, safety shoes, washing neutralizing and other personal protective equipment to employees in accordance with working conditions and established standards. Replace overalls in case of premature wear through no fault of the employees, according to the drawn up acts, with the participation of representatives of the administration and the STK.
7. Provide workers with milk in accordance with the Decree of the State Committee for Labor of the USSR and the All-Union Central Council of Trade Unions of December 16, 1987 No. 731 / P-13 “On the procedure for the free distribution of milk and other equivalent food products to workers and employees employed at work with harmful working conditions.”
8. Completion of first-aid kits with necessary medicines.
9. Carrying out a test of knowledge of the Rules, job descriptions and production instructions (primary, periodic, extraordinary) with the assignment of an electrical safety group and the issuance of certificates.
10. Equipment for heating and recreation of workers working outdoors in winter.
11. Workers, specialists and employees undertake to be guided by labor protection instructions. Workers, specialists and employees in case of failure to comply with the safety requirements set forth in the Instructions and Rules, depending on the nature of the violations, are liable in accordance with the Labor Code.
12. The council of the labor collective exercises control over the implementation of legislation on labor protection, safety measures, the state of working conditions, the implementation of planned safety measures, checks the issuance of overalls, soap in accordance with the standards.
2.4. conclusions
Analysis of the results of the study allows us to draw the following conclusions:
1. The changing economic environment puts experienced business leaders in front of the need to build their relationships with the staff and manage them differently, calculating all future steps.
2. If the leader is counting on the prosperity and success of his business, then he must be able to use in management those methods, forms and styles that are proposed in this work.
The practical significance of the work may be the implementation of the following proposal in MUP "Electric Networks".
Personnel management should be carried out through the coordination of goals between employees and the manager (unambiguous and clear goals that, if possible, should be discussed and agreed with employees when drawing up plans for their activities, taking into account the abilities of employees when approving work goals, explaining the relationship between the goals of the employee, the goals of departments and the goals of the enterprise as a whole).
Conclusion
Human resource management is the main function of any organization. The policy of organizations is changing before our eyes - from a technocratic approach to determining the future needs of people and developing their potential.
The variety of forms of ownership, competition between them, and the accelerated development of market relations require particularly subtle, skillful management. The management system should provide conditions under which every leader at any level would consider organizing an active search for real opportunities to increase labor productivity as his most important task. At the same time, it must have the ability for self-regulation and self-improvement, aimed at the widespread use of new highly effective organizational forms and management methods, technologies and scientific and technical achievements.
The efficiency of the economy is only 1/3 determined by investments in equipment. Everything else depends on intellectual capital, in particular, on the qualifications of managers, their level of competence, the ability to anticipate and evaluate market conditions, make the necessary decisions in time and ensure their practical implementation. The new economy must be created by new people with new thinking. It is these people that we so desperately lack.
Personnel management when using socio-psychological aspects can create prerequisites for changing the quality of work, increasing production efficiency, increasing profits, and significantly improving the organization's work.
Literature
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Socio-psychological aspects in management
Introduction
2.2 Social and psychological aspects of management in Real-Plast LLP
2.3 Methods of personnel motivation and incentives used at Real-Plast LLP
3. Improving the existing socio-psychological methods of personnel management of Real-Plast LLP
Conclusion
List of used literature
Applications
Introduction
In the context of competition between organizations for market leadership, an increasing number of managers understand the importance of competent personnel management, which directly affects the economic performance of the organization.
Any organization needs to improve its personnel management system. Every year there are many different technologies for human resource management, but the fact that each employee is, first of all, a person with his own personal social, psychological and physiological characteristics remains unchanged.
It is these individual characteristics of a person, or rather a competent approach to managing them, that show how socio-psychological methods of management affect the performance of all departments of the organization.
It has been established that the results of labor largely depend on a number of psychological factors. The ability to take these factors into account and use them to purposefully influence individual employees helps the manager to form a team with common goals and objectives. Sociological studies show that if the success of an economic manager is 15% dependent on his professional knowledge, then 85% depends on the ability to work with people.
Knowing the characteristics of behavior, the nature of each individual, it is possible to predict his behavior in the direction necessary for the team. This is due to the fact that each group has its own psychological climate. Therefore, an essential condition for the formation and development of labor collectives is the observance of the principle of psychophysiological compatibility. Japanese sociologists argue that the mood, the desire of a person to work, and the moral and psychological situation in the team, labor productivity can increase or decrease several times by about 1.5 times.
A modern highly qualified specialist, even if he is not a leader, can fully prove himself in work, only actively interacting with colleagues and management, having the necessary culture of communication. The study of personnel management as one of the most important management disciplines can help him in this.
Methods (aspects) of personnel management - ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization.
Science and practice have developed three groups of aspects of personnel management:
1. Administrative.
2. Economic.
3. Socio-psychological.
Socio-psychological aspects:
Social analysis in the team of workers.
Social planning.
Creation of a creative atmosphere in the team.
Participation of workers in management.
Social stimulation of the team.
Satisfaction of spiritual and cultural needs.
The formation of teams, groups, the creation of a normal
psychological climate (adaptation in a team).
Establishment of social norms of behavior.
Development of initiative and responsibility among employees.
Establishing moral sanctions and rewards.
The object of research is the personnel management system.
The subject of the study is the socio-psychological aspects of management.
Research problem - methods of adaptation in the team.
The relevance of the study - the socio-psychological aspects of personnel management are of an indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.
Socio-psychological aspects of management are based on the use of the social mechanism of management (the system of relationships in the team, social needs, etc.). The specificity of these aspects lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management.
And although the socio-psychological aspects of personnel management are indirect in terms of their impact on employees, nevertheless, in some cases, the strength of their managerial impact is not inferior to the economic and administrative aspects of personnel management.
Many scientists, researchers of social management and socio-psychological aspects of personnel management in particular, note that social management as a set of scientific knowledge, special methods and techniques is aimed at isolating the social aspects of all processes occurring in society and solving social problems.
Sociology of management deals with the study of people, their relationships, connections, their consciousness, behavior in the process of joint tasks.
The leader must be able to formulate the social future that it is desirable to achieve, to achieve - that is, to be able to foresee. Foreseeing the future using special techniques is the first stage of managerial activity.
The purpose of the study is to reveal the significance of the socio-psychological aspects of personnel management and to consider adaptation in a team as one of the aspects of socio-psychological personnel management.
Research objectives:
1) to reveal the essence of the socio-psychological aspects of personnel management;
2) to conduct a historical analysis of the socio-psychological aspects of personnel management;
3) consider adaptation in the team as one of the aspects of socio-psychological personnel management.
Thus, the need to use socio-psychological methods of management in the practice of managing an organization is obvious, and therefore, the topic of the thesis seems to be quite relevant.
The purpose of writing a thesis is to study and analyze the application of socio-psychological methods in the management of an organization.
To achieve this goal, it is necessary to solve the following tasks:
Define the concept of socio-psychological methods
personnel management;
To study some sociological methods of management;
Consider some psychological methods of management;
Conduct an analysis of the motivational behavior of the personnel of a trading enterprise and develop recommendations for improving the motivation of personnel.
The object of the study is Real-Plast LLP.
The subject of the research is the system of socio-psychological methods of personnel management in an organization.
The theoretical and methodological basis of the study were the works of domestic and foreign authors in the field of personnel management, general management, motivational management, management psychology, general psychology, social psychology.
The structure of the thesis includes: introduction, three chapters, conclusion, list of references and applications.
1. Socio-psychological aspects of management and their impact on the activities of the organization
1.1 Socio-psychological aspects of management
In order to effectively manage social and economic processes in modern conditions, one must understand that the main object of management in this case is a person as a person, and not just as a "cog". That is why it is impossible to overestimate the role of psychological knowledge in the training of qualified specialists in higher education. If a manager wants to ensure that his employees perceive the tasks set by him as their own, he must master the necessary minimum of psychological knowledge, quickly resolve issues of interpersonal interaction, purposeful team building, etc., which will help him predict the behavior of employees. However, in the amount of hours allotted for the study of psychology by university programs, where this science is not one of the main subjects, it is very difficult to fully convey the relevant knowledge to the student. Psychology textbooks are overloaded with information from the history of psychology; the information given does not add up to the students in the big picture. Even if there are practical methods of personnel management in the course of psychology, they are, in fact, divorced from a particular person and his interaction with the environment. New approaches are needed in teaching the basics of psychological knowledge with an emphasis on the study of interpersonal relationships.
Among the many diverse management problems (economic, technological, organizational, etc.) studied by various sciences, socio-psychological ones occupy one of the central places. This is due not only to the fact that management as a specific type of activity is deployed in social systems, but also to the fact that it is carried out by influencing people, through people. Any production enterprise, for example, is not only a combination of technology, technological, economic, organizational and other processes, it is, first of all, a team of people, a social organization. Moreover, it is this organization that is the basis of all other processes, and socio-psychological aspects are present at all stages of the production process, affecting all its aspects. Understanding the place and role of socio-psychological factors in production activities and its management was reflected in the theory of "human relations" - one of the most widespread in the management thought and practice of the West, especially the United States in the 30-50s of the XX century. The socialist, including the Soviet, administrative system, due to its totalitarian nature, not only underestimated, but generally ignored the socio-psychological side of managerial activity, although it declared its presence.
Socio-psychological relations manifest themselves in a peculiar way and operate at different levels of social organization. They arise and play an important role at the levels of the primary (contact) team (team, department), where there is a direct interaction of workers, direct interpersonal contacts between them. At the level of secondary and especially large collectives and social groups, socio-psychological connections and relations manifest themselves in the form of mass phenomena: public mood, opinion, consciousness, etc.; and being the result of the intersection of many variables, they are of particular difficulty for management activities.
The objective basis of the socio-psychological aspects of the management of the primary labor collective is its social structure. It is generated, first of all, by the social (rather than functional-technical) division of labor and the assignment of appropriate categories of workers to heterogeneous activities: managers and performers, workers of various professions and qualifications, etc. There are also socio-demographic, age, ethno-social and other groups in the social structure of the collective. The result of the existence in the team of various socially conditioned micro-groups are intra-group, but existing at the level of these micro-groups, consciousness and psychology. One of the forms of manifestation of this component is replicas like: "We are assemblers", "We are masons", "We are shoemakers", etc., pronounced by some with pride, by others with a sense of infringed prestige, in one case - with arrogance, in the other - with chagrin.
The specificity of micro groups depending on gender, age, marital status, the presence or absence of children and other social factors will be manifested in their different requirements for working conditions, its content, regime and other elements of the working situation and moments of work. Taking into account the interests and needs of these differences between micro groups is an important task of management and the conditions for its effectiveness.
Along with socio-psychological, management must take into account the individual social and psychological characteristics of workers. Thus, the social position, the social status of an individual affects his behavior, actions, thoughts, which L. Feuerbach once noted: “Position, position have an impact on a person’s way of thinking, his inner life, his faith more than he himself is aware of it. and you will take away their faith. Faith is a professional duty. Beliefs do not support position, but position supports convictions."
The level of group consciousness and the psychology of micro groups, like other social factors, put the leader before a choice - how to behave and how to act in various conditions. In particular, a high level of group consciousness requires, as a rule, a higher level of leadership: what a passive, indifferent group may not notice or forgive the leader, a strong, internally organized group will not disregard. At the same time, it is the strong group that will not always express clearly and openly its attitude to the leader's weaknesses or shortcomings, especially if they do not harm the group's activities too much.
In turn, it is more interesting and, ultimately, easier for the leader to work with a team in which there is a strong group consciousness: the desire to act in line with a common perception of interest will play an important and organizing and mobilizing role. However, there are some peculiarities here as well. Thus, the alienation of people in a totalitarian society from relations with each other, determined by law, inevitably causes the formation of ties between people through purely personal relationships, according to the principle "you - to me, I - to you." Group consciousness in this form only complicates and complicates objective management. Further, there is a certain difficulty in determining group consciousness and individual behavior: an individual as a social being simultaneously belongs to several small groups and collectives, is included in them by various sides of his nature. And since the internal rules of behavior of these different groups do not always coincide, and often differ sharply, this cannot but give rise to a certain disharmony in individual psychology and action. The leader's task is to take this feature into account and try, by identifying the sources of emerging disagreements in the group, to influence those that complicate collective interaction and behavior. In turn, the leader can use administrative (official) and personal (psychological) methods.
1.2 Research methods of socio-psychological aspects
The whole set of methods can be divided into two large groups: research methods and methods of influence. The latter belong to a specific area of social psychology, the so-called "psychology of influence" and will be discussed in the chapter on practical applications of social psychology. It also analyzes research methods, which in turn differ in the methods of collecting information and methods of processing it. There are many other classifications of methods of socio-psychological research. For example, there are three groups of methods:
1) methods of empirical research;
2) modeling methods;
3) managerial and educational methods (Sventsitsky, 1977, p. 8).
At the same time, all those that will be discussed in this chapter fall into the first group. As for the second and third groups of methods indicated in the above classification, they do not have any special specifics in social psychology (which is recognized, at least with respect to modeling, by the authors of the classification themselves). Data processing methods are often simply not singled out in a special block, since most of them are also not specific to socio-psychological research, but use some general scientific techniques. One can agree with this, but nevertheless, for a complete picture of all the methodological weapons of social psychology, it is necessary to mention the existence of this second group of methods.
Among the methods of collecting information should be mentioned: observation, study of documents (in particular, content analysis), various kinds of surveys (questionnaires, interviews), various kinds of tests (including the most common sociometric test), and finally, experiment (both laboratory and natural). It is hardly expedient in a general course, and even at its beginning, to characterize in detail each of these methods. It would be more logical to indicate the cases of their application in the presentation of individual substantive problems of social psychology, then such a presentation would be much more understandable. Now it is necessary to give only the most general description of each method and, most importantly, to indicate those moments where certain difficulties are encountered in their application. In most cases, these methods are identical to those used in sociology (Yadov, 1995).
Observation is the "old" method of social psychology and is sometimes opposed to experiment as an imperfect method. At the same time, far from all the possibilities of the method of observation have been exhausted in social psychology today: in the case of obtaining data on open behavior, on the actions of individuals, the method of observation plays a very important role. The main problem that arises when applying the observation method is how to ensure the fixation of certain classes of characteristics so that the “reading” of the observation protocol is understandable and can be interpreted by another researcher in terms of a hypothesis. In ordinary language, this question can be formulated as follows: what to observe? How to capture what is being observed?
There are many different proposals for organizing the so-called structuring of observational data, i.e. allocation in advance of some classes, for example, interactions of individuals in a group, followed by fixing the number, frequency of manifestation of these interactions, etc. One of such attempts made by R. Bailes will be described in detail below. The question of singling out classes of observed phenomena is essentially the question of the units of observation, which, as is well known, is also acute in other branches of psychology. In a socio-psychological study, it can only be solved separately for each specific case, provided that the subject of the study is taken into account. Another fundamental issue is the time interval, which can be considered sufficient to fix any units of observation. Although there are many different procedures to ensure that these units are captured at certain intervals and encoded, the issue cannot be considered fully resolved. As can be seen, the method of observation is not as primitive as it seems at first glance, and, undoubtedly, can be successfully applied in a number of socio-psychological studies.
The study of documents is of great importance, since with the help of this method it is possible to analyze the products of human activity. Sometimes the method of studying documents is unreasonably opposed, for example, to the method of surveys as an “objective” method to a “subjective” method. It is unlikely that this opposition is appropriate: after all, even in documents a person acts as a source of information, therefore, all the problems that arise in this case remain in force. Of course, the degree of "subjectivity" of a document is different depending on whether the document being studied is an official or purely personal one, but it is always present. A special problem arises here and in connection with the fact that the document - the researcher interprets, i.e. also a person with his own, inherent in him individual psychological characteristics. The most important role in the study of the document is played, for example, by the ability to understand the text. The problem of understanding is a special problem of psychology, but here it is included in the process of applying the methodology, therefore, it cannot be ignored.
To overcome this new type of “subjectivity” (interpretation of the document by the researcher), a special technique is introduced, called “content analysis” (literally: “content analysis”) (Bogomolova, Stefanenko, 1992). This is a special, more or less formalized method of document analysis, when special “units” are highlighted in the text, and then the frequency of their use is calculated. It makes sense to apply the content analysis method only in cases where the researcher is dealing with a large amount of information, so that one has to analyze numerous texts. In practice, this method is used in social psychology in research in the field of mass communications. A number of difficulties are not removed, of course, by using the content analysis technique; for example, the very process of extracting text units, of course, largely depends on the theoretical position of the researcher, and on his personal competence, the level of his creative abilities. As with many other methods in social psychology, here the reasons for success or failure depend on the skill of the researcher.
Polls are a very common technique in socio-psychological research, causing, perhaps, the greatest number of complaints. Usually, criticisms are expressed in perplexity about how one can trust the information obtained from the direct answers of the subjects, essentially from their self-reports. Accusations of this kind are based either on a misunderstanding or on absolute incompetence in the field of polling. Among the numerous types of surveys, interviews and questionnaires are most widely used in social psychology (especially in studies of large groups).
The main methodological problems that arise when applying these methods lie in the design of the questionnaire. The first requirement here is the logic of its construction, ensuring that the questionnaire delivers exactly the information that is required by the hypothesis, and that this information is as reliable as possible. There are numerous rules for constructing each question, placing them in a certain order, grouping them into separate blocks, etc. The literature describes in detail (Lectures on the methodology of specific social research. M., 1972) typical errors that occur when the questionnaire is illiterately designed. All this serves to ensure that the questionnaire does not require direct answers, so that its content is understandable to the author only if a certain plan is carried out, which is not set out in the questionnaire, but in the research program, in the hypothesis built by the researcher. Designing a questionnaire is the hardest work, it cannot be done hastily, because any bad questionnaire only serves to compromise the method.
A separate big problem is the use of interviews, since here there is an interaction between the interviewer and the respondent (ie, the person answering the questions), which in itself is a certain socio-psychological phenomenon. During the interview, all the ways of influencing one person on another described in social psychology are manifested, all the laws of people's perception of each other, the norms of their communication, operate. Each of these characteristics can affect the quality of information, can introduce another kind of "subjectivity", which was discussed above. But it must be borne in mind that all these problems are not new to social psychology, certain “antidotes” have been developed for each of them, and the task is only to take the mastery of these methods with due seriousness. Contrary to the popular non-professional view that surveys are the "easiest" method to apply, it can be safely argued that a good survey is the most "difficult" method of socio-psychological research.
Tests are not a specific socio-psychological method, they are widely used in various areas of psychology. When talking about the use of tests in social psychology, they most often mean personality tests, less often - group tests. But this kind of tests, as is known, is also used in general psychological studies of personality, there is no particular specificity in the application of this method in socio-psychological research: all methodological standards for the use of tests adopted in general psychology are valid here as well.
As you know, a test is a special kind of test, during which the subject performs either a specially designed task, or answers questions that differ from questions in questionnaires or interviews. Questions in tests are indirect. The meaning of the post-processing is to use the "key" to correlate the received answers with certain parameters, for example, personality characteristics, if we are talking about personality tests. Most of these tests have been developed in pathopsychology, where their use makes sense only in combination with clinical observation methods. Within certain limits, tests provide important information about the characteristics of personality pathology. It is usually considered the greatest weakness of personality tests that their quality is that they capture only one side of the personality. This shortcoming is partially overcome in complex tests, for example, the Cattell test or the MMPI test. However, the application of these methods not in pathological conditions, but in normal conditions (which is what social psychology deals with) requires many methodological adjustments.
The most important question that arises here is the question of how significant the tasks and questions offered to him are for the individual; in socio-psychological research - as far as it can be correlated with the test measurements of various personality characteristics of its activity in a group, etc. The most common mistake is the illusion that if you do a mass personality test in a group, all the problems of this group and the personalities that make up it will become clear. In social psychology, tests can be used as an auxiliary means of research. Their data must necessarily be compared with data obtained using other methods. In addition, the use of tests is of a local nature also because they mainly concern only one section of social psychology - the problem of personality. There are not so many tests that are important for diagnosing a group. An example is the widely used sociometric test, which will be discussed specifically in the small group section.
The experiment acts as one of the main research methods in social psychology. The controversy around the possibilities and limitations of the experimental method in this area is one of the most acute controversies on methodological problems at the present time (Zhukov, Grzhegorzhevskaya, 1977). In social psychology, there are two main types of experiment: laboratory and natural. For both types, there are some general rules that express the essence of the method, namely: the arbitrary introduction by the experimenter of independent variables and control over them, as well as over changes in dependent variables. Also common is the requirement to separate the control and experimental groups so that the measurement results can be compared with some standard. However, along with these general requirements, laboratory and natural experiments have their own rules. Especially debatable for social psychology is the question of a laboratory experiment.
1.3 Factors affecting socio-psychological relations in the workforce
The conditions in which the members of the working group interact affect the success of their joint activities, satisfaction with the process and results of work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature, humidity, lighting, spaciousness of the room, the availability of a comfortable workplace, etc. Of great importance is the nature of the relationship in the group, the dominant mood in it. To denote the psychological state of the group, such concepts as “socio-psychological climate”, “psychological atmosphere”, “social atmosphere”, “climate of the organization”, “microclimate”, etc. are used.
By their origin, these concepts are largely metaphorical. An analogy can be drawn with the natural and climatic conditions in which a plant lives and develops. In one climate it may flourish, in another it may wither. The same can be said about the socio-psychological climate: in some conditions, the group functions optimally and its members get 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 (SPC) of the team, they mean the following:
The totality of the socio-psychological characteristics of the group;
Prevailing and stable mental attitude
collective;
The nature of relationships in the team;
Integral characteristic of the state of the team.
A favorable SEC is characterized by optimism, the joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, openness of communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, contribute to the development of the organization, make mistakes without fear of punishment, etc.
An unfavorable SEC is characterized by pessimism, irritability, boredom, high tension and conflict in relations in the group, uncertainty, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, unwillingness to invest efforts in a joint product, in the development of the team and the organization as a whole, dissatisfaction, etc.
There are signs by which one can indirectly judge the atmosphere in the group. These include:
Staff turnover rate;
labor productivity;
Product quality;
Number of absenteeism and lateness;
The number of claims, complaints received from employees and
clients;
Completion of work on time or late;
Careful or negligent handling of equipment;
The frequency of work breaks.
The following questions will help you assess the atmosphere in the team.
Do you like your job?
Would you like to change it?
If you were to look for a job right now, would you choose where you are now?
Is your job interesting and varied enough for you?
Are you satisfied with the conditions at your workplace?
Are you satisfied with the equipment that you use in your work?
How satisfied are you with your salary?
Do you have the opportunity to improve your skills? Would you like to take advantage of this opportunity?
Are you satisfied with the amount of work you have to do?
Are you overloaded?
Do you have to work during non-working hours?
What would you suggest changing in the organization of joint activities?
How would you rate the atmosphere in your work team (friendly relations, mutual respect, trust or envy, misunderstanding, tension in relationships)?
Are you satisfied with your relationship with your immediate supervisor?
How often do conflicts arise in your team?
Do you consider your colleagues to be skilled workers?
Responsible?
Are you trusted and respected by your colleagues?
The leader can purposefully regulate the nature of relations in the group and influence the SEC. To do this, it is necessary to know the patterns of its formation and carry out management activities, taking into account the factors affecting the SEC. Let us dwell on their characteristics in more detail.
There are a number of factors that determine the socio-psychological climate in the team. Let's try to list them.
Global macro environment: the situation in society, the totality of economic, cultural, political and other conditions. Stability in the economic and political life of society ensures the social and psychological well-being of its members and indirectly affects the socio-psychological climate of working groups.
Local macro environment, i.e. an organization that includes a workforce. The size of the organization, the status-role structure, the absence of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the distribution of resources, the composition of structural units (gender and age, professional, 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, favorable sanitary and hygienic conditions increase job satisfaction in general, contributing to the formation of a favorable SEC.
Job satisfaction. Of great importance for the formation of a favorable SEC is the extent to which work is interesting, diverse, creative for a person, whether it corresponds to his professional level, whether it allows him to realize his creative potential and grow professionally. The attractiveness of work is increased by satisfaction with working conditions, remuneration, the system of material and moral incentives, social security, vacation distribution, working hours, information support, career prospects, the opportunity to improve one's professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontally, etc. The attractiveness of the work depends on how its conditions correspond to the expectations of the subject and allow him to realize his own interests, satisfy the needs of the individual:
In good working conditions and worthy material reward;
In communication and friendly interpersonal relationships;
Success, achievements, recognition and personal authority, possession of power and the ability to influence the behavior of others;
Creative and interesting work, opportunities for professional and personal development, realization of one's potential.
The nature of the activity performed. The monotony of activity, its high responsibility, the presence of a risk to the health and life of an employee, stressful nature, emotional richness, etc. - all these are factors that can indirectly negatively affect the SEC in the work team.
Organization of joint activities. The formal structure of the group, the way of distribution of powers, the presence of a single goal affects the SEC. The interdependence of tasks, the unclear distribution of functional responsibilities, the inconsistency of the employee with his professional role, the psychological incompatibility of the participants in joint activities increase the tension in the group and can become a source of conflict.
Psychological compatibility is an important factor influencing SEC. Psychological compatibility is understood as the ability to work together, which is based on optimal combination in the team of personal qualities of the participants. Psychological compatibility may be due to the similarity of the characteristics of the participants in joint activities. It is easier for people who are similar to each other to establish interaction. Similarity contributes to a sense of security and self-confidence, increases self-esteem. The basis of psychological compatibility may also be the difference in characteristics according to the principle of complementarity. In this case, people are said to fit together "like a key to a lock." The condition and result of compatibility is interpersonal sympathy, the attachment of participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.
The degree of psychological compatibility of employees is influenced by how homogeneous the composition of the working group is according to various social and psychological parameters:
There are three levels of compatibility: psycho-physiological, psychological and socio-psychological:
The psychophysiological level of compatibility is based on the optimal combination of the features of the sensory system (vision, hearing, touch, etc.) and the properties of temperament. This level of compatibility is of particular importance when organizing joint activities. Choleric and phlegmatic will perform the task at a different pace, which can lead to disruptions in work and tension in relations between workers.
The psychological level implies the compatibility of characters, motives, types of behavior.
The socio-psychological level of compatibility is based on the consistency of social roles, social attitudes, value orientations, and interests. It will be difficult for two subjects striving for dominance to organize joint activities. Compatibility will be facilitated by the orientation of one of them to submission. A quick-tempered and impulsive person is more suitable as a partner for a calm and balanced employee. Psychological compatibility is facilitated by self-criticism, tolerance and trust in relation to the interaction partner.
Harmony is the result of the compatibility of employees. It ensures the maximum possible success of joint activities at minimum cost.
The nature of communications in an organization acts as a factor in the SEC. The lack of complete and accurate information on an important issue for employees creates fertile ground for the emergence and spread of rumors and gossip, weaving intrigues and behind-the-scenes games. The manager should carefully monitor the satisfactory information support of the organization. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts. The ability to clearly and accurately express one's point of view, possession of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.
Leadership style. The role of the leader in creating the optimal SEC is crucial:
Democratic style develops sociability and trust in relationships, friendliness. At the same time, there is no feeling of imposition of decisions from outside, “from above”. The participation of team members in management, characteristic of this style of leadership, contributes to the optimization of the SEC.
An authoritarian style usually breeds hostility, submissiveness and fawning, envy and mistrust. But if this style leads to a success that justifies its use in the eyes of the group, it contributes to a favorable SEC, such as in sports or in the army.
The conniving style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable SEC. The conniving style may be acceptable only in some creative teams.
If a leader makes excessive demands, publicly criticizes employees, often punishes and rarely encourages, does not appreciate their contribution to joint activities, threatens, tries to intimidate them with dismissal, deprivation of bonuses, etc., behaves in accordance with the slogan “the boss is always right”, does not listen to the opinion of subordinates, is inattentive to their needs and interests, then he forms an unhealthy working atmosphere. The lack of mutual respect and trust makes people take a defensive position, defend themselves from each other, the frequency of contacts is reduced, communication barriers, conflicts arise, there is a desire to leave the organization and, as a result, there is a decrease in productivity and product quality.
Fear of punishment gives rise to the desire to avoid responsibility for the mistakes made, shifting the blame to others, and the search for a "scapegoat". For this role, as a rule, a person (a group of persons) is chosen who is not guilty of what happened, but differs from the majority of employees, is not like them, is weak and is not able to stand up for himself. He becomes the object of attacks, hostility, unfounded accusations. The presence of a "scapegoat" allows group members to defuse tension and dissatisfaction, which easily accumulate in an atmosphere of mutual distrust and fear. Thus, the group maintains its own stability and cohesion. It seems paradoxical, but no matter how much hostility and hostility the “scapegoat” causes in its address, the group needs it as a “safety valve” that allows it to free itself from aggressive tendencies. The search for a "scapegoat" plays the role of a mechanism for integrating and stabilizing relations in a group, avoiding sharp and intense conflicts. But this process provides only a partial, one-time effect. The source of tension and dissatisfaction in the organization remains, and the wrong behavior of the leader plays a significant role in their appearance.
Even if the manager uses an authoritarian management style, it can be positive if, when making a decision, he takes into account the interests of employees, explains his choice to them, makes his actions understandable and justified, in other words, pays more attention to establishing a strong and close relationship with subordinates.
Thus, the leader can significantly affect the nature of interpersonal relations in the work team, the attitude towards joint activities, satisfaction with the conditions and results of work, i.e. socio-psychological climate, on which the effectiveness of the organization as a whole largely depends.
2. General characteristics of the activities of Real-Plast LLP
2.1 Technical and economic performance indicators of Real-Plast LLP
Real-Plast LLP was established in 1997 in accordance with the Code of the Republic of Kazakhstan and other legislative acts of the Republic of Kazakhstan.
Real-Plast LLP operates on the basis of the Charter. The founder of the Partnership is individual, which, on the basis of the Charter, registered this limited liability partnership in the public service center of the Turksib district of Almaty on March 26, 1997.
Real-Plast LLP is located at the address: Almaty, st. Kazybaeva d. 26.
The main activity of Real-Plast LLP is the production of plastic and metal-plastic structures. The company also offers its customers a product of excellent quality in the form of a comprehensive service for consulting customers, measuring window openings in apartments and houses, manufacturing, delivery, installation and warranty service of window structures.
The main goal of the company is to make the client's home comfortable and warm. For this they have everything - reliable modern equipment, qualified staff, experienced engineers and technologists, reliable partners, ability and desire to work.
The company took part in the construction and reconstruction of many facilities and the installation of plastic structures in the city of Almaty and throughout Kazakhstan. Among them: Academy of Business and Fashion "Symbat", Almaty; Car showrooms "Virage" and "Astana-Motors", Almaty; Bank of China in Kazakhstan, Almaty; Bank Center Credit, Almaty; Hotels "Field of Miracles", "Consul", "Pharaoh" and "Kazachka", Almaty; The building of the National Bank and the plant "Asia-Ceramics", Shymkent; Buildings of the Prosecutor's Office and the Main Department of Internal Affairs, Taldy-Kurgan; Republican SES, Almaty; Restaurants "Asia" and "Darkhan", Almaty; Restaurant and hotel complex "Olympic-PLAZA", Almaty; Markets "Eurasia" and "Sary-Arka", Almaty; Market "Zhetysu", Kapshagay and many others.
According to the wishes of its customers and taking into account many years of experience, Real-Plast LLP has chosen four systems of PVC profiles of German, Chinese, South Korean and Turkish production, which meet the most stringent requirements for construction today.
Real-Plast LLP cooperates with such companies as Conch, Veka, Galaksi Group, LG Hausys, Roto Frank AG, Siegenia-AUBI, Plastkonstruktor LLP.
CONCH is a Chinese PVC profile manufacturer. The plant is fully automated and uses the latest equipment from Germany and Austria. The main product of "CONCH" is the PVC profile of the highest and middle category quality for the production of windows and doors. CONCH has 806 sets of various PVC profile molds, and currently produces more than 600,000 tons of PVC profile per year, which makes CONCH a world leader. The product quality has been confirmed by the European Union certificate, ISO9002 quality certificate, Green Building Materials certificate, and IS014001 "Green Building Materials" certificate. The CONCH plant supplies PVC profiles not only to Kazakhstan, but also to countries such as the USA, South Korea, England, Belgium, which indicates the reliability, guarantee and quality of these products. Therefore, the company is able to sell high-quality, reliable windows at the most affordable prices on the market.
VEKA is a manufacturer of plastic profiles for window and door structures. "VEKA Rus" is a subsidiary of the German company "VEKA AG", and for more than 16 years has been manufacturing modern materials for the production of finished PVC windows and doors. Quite well-known in Europe, in Russia, and even in Kazakhstan, the profile brand. Very high quality and easy to use profile system. Complete with German fittings with expensive, easily adjustable hinges.
Profile system "VEKA" combines modern design and the latest achievements of the window industry. Thanks to improved heat engineering, high sound insulation properties and durability, VEKA windows are ideal for use in different climates.
GALAKSI GROUP LLP was founded in 1993 with the aim of investing in the production of the countries of Central Asia. The main business of the company is related to the production of metal-plastic and aluminum profiles, windows, pipes and fittings. The company confidently conducts its business in the market of Kazakhstan. The head office and production shops are located in the city of Almaty. GALAKSI GROUP LLP produces plastic profiles for windows and doors under the Galwin trademark.
Galwin constantly monitors the quality of its products. The use of the most modern technologies and "know-how" allows us to produce products of consistently high quality. The geometry of the profiles and the quality of the outer surfaces, the whiteness and physical properties of the plastic are checked for compliance with international standards. The quality of the produced profile is confirmed by certificates. Galwin profiles are recognized as frost-resistant and are recommended for installation in any climatic zones of Kazakhstan, including in the Far North.
The South Korean company "LG Hausys" specializes in the production and sale of a wide range of materials for the arrangement and repair.
They produce the "LG Hausys" profile, which has become a well-known brand in many countries. To date, LG Hausys is the largest manufacturer of PVC profiles. This profile is successfully sold in the USA, Japan, China, India, Turkey, and other countries.
The profile system L-600 and L-600C is specially designed to meet consumer demand for high-quality plastic windows with good durability, heat saving and reasonable price. The system of plastic window profiles L-600 (L-600C) provides good thermal insulation and complete absence of noise due to the 4- and 3-chamber structure with a construction depth of 60 mm. The system of PVC profiles L-600 (L-600C), created by technology, complies with the highest European quality standards.
The German company "Roto Frank AG" (Roto Frank) was founded in 1935. Wilhelm Frank, the founder of the company, invented a window unit that opened in two planes, horizontal and vertical. A large concern appeared with its head office in Leinfelden, near Stuttgart. The concern includes 12 factories: three of them are located in Germany, two factories each in Hungary and the USA, Slovenia, China, Poland, Austria. Representative offices of this company are located in thirty-eight countries of the world.
Roto Frank AG develops two main areas - window fittings and door fittings, as well as building elements. The most widely used fittings for plastic and wooden windows. Roto Frank AG sells almost half of its products to Eastern Europe. Today, most of all window manufacturers use Roto fittings.
The Real-Plast company also uses fittings from the German company SIEGENIA-AUBI, founded in 1873. This company launched the first tilt-and-turn hardware system for plastic windows on the market. AUBI products are certified according to DIN ISO 9001, the most recognized quality assurance for construction, design, production, installation and customer service.
Plastkonstruktor LLP was founded in August 2006. The main activity of the company is the sale of PVC window sills and components for the installation of plastic slopes. Today the company is the main supplier for many window companies, as well as construction organizations in the Kazakhstani market.
PVC profile windows appeared on the market of Kazakhstan relatively recently, but have already taken a strong position due to a number of advantages. Metal-plastic products are sealed, due to which they have excellent heat-shielding and sound-proofing properties, as well as high strength. These windows do not require any maintenance, painting and repair during operation.
The design possibilities of the profile systems used by this company are practically unlimited, which allows you to implement any design and color solutions. This is very important for clients living in non-standard series of houses and cottage settlements.
Real-Plast windows will retain their freshness and attractiveness for a long time, without requiring you to spend a lot of money, repair or special care. Therefore, it is necessary to make the right decision when choosing windows, which you would not have to regret for many years. real prices, high quality and rich work experience allow Real-Plast LLP to predict a further increase in demand for their products. Convenient service, short production time, long-term quality assurance for products, good discounts - will help customers to correctly evaluate the offer of this company and make the right choice.
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6.1. Personnel management and human capital formation
Since the 70s of the 20th century, under the influence of the publications of G. Becker, the term "human capital" began to be widely used. People are the most valuable resource and the basis of any management of any economic system. According to an integrated approach, the human model should reflect economic, social, ethical, environmental, and other aspects. Human capital is considered as a set of qualities that determine productivity and can become a source of income for a person, family, enterprise, society. These qualities are (Genkin B.M.): health, natural abilities, education, professionalism, mobility.
In the literature, the term "human resources" is also used, and in the domestic literature - "labor potential".
The labor potential of a person is part of his potential as a person, which is formed on the basis of natural data (abilities), education, upbringing and life experience. Labor potential can refer to a person, organization, society.
The set of characteristics that are used in the literature to determine the possibilities of effective labor do not fully correspond to the realities of the modern economy. On the scale of the country's economy, human resource management is mainly aimed at developing legislation in the field of labor, employment and social relations in order to regulate employment, conditions and wages, business relationships between employers and employees, and improve the skills of the able-bodied population.
6.2. Manager personality
The success of managers' activities depends on the degree of managerial skill (experience) they possess. This skill can be grouped into seven different categories: conceptual, decision-making, analytical, administrative, communication, psychological, technical.
Conceptual mastery involves the ability to understand the perspective of the organization; develop appropriate strategies for the organization as a whole; analyze and diagnose difficult situations;
Decision-making skills - the ability to make timely effective (or acceptable) decisions at minimal cost;
Analytical skill involves the ability to systematically diagnose problems and find alternative solutions.
Administrative skill - the ability to effectively use administrative methods of influence, build the structure of the organization, distribute duties and powers.
Communication skill includes the ability to convey one's ideas and opinions to others, both orally and in writing.
Psychological prowess (“human relations” prowess) includes the ability to interact effectively with other people, both inside and outside the firm; understand and motivate them both individually and in groups. The success of the interactions affects how much support a manager receives in developing and implementing organizational plans.
Technical proficiency includes specific competence to perform tasks, the ability to apply specialized knowledge, and to conduct and use expertise.
A high-class manager must: 1) be able to scientifically predict the company's development strategy, the efficiency and competitiveness of the manufactured goods (works, services); analyze and know the factors affecting competitiveness; argued (orally and in writing) to substantiate and promote their ideas; 2) be able to formulate the goals of the team; understand the nature and characteristics of the individual, adequately evaluate themselves and other people; maintain a normal moral and psychological climate in the team; relieve stress; respond appropriately to conflict situations; 3) be able to analyze, predict, economically evaluate and make decisions under conditions of uncertainty; 4) be able to organize themselves and the team to achieve their goals; perform the functions of a resource distributor, dispatcher and coordinator, delegate functions and responsibilities by management levels; organize and encourage employees to implement the marketing concept, improve quality and save resources; 5) know the technical and technological features, the principle of operation of the purchased, sold or manufactured object; understand the issues of unification, standardization, specialization and automation of production; 6) be able to set high personal goals to meet the needs for self-expression, try to lead a normal life, maintain good physical shape, constantly improve their skills, express thoughts clearly and intelligibly, be honest, obligatory, purposeful, watch clothes, manners and speech.
6.3. Motivation and stimulation of personnel
Motivation is one of the functions of management, the importance of which is growing in modern conditions. There are many definitions of motivation, here are some of them.
Motivation is the process of stimulating (oneself and others) to activity in order to achieve certain goals (personal or organizational).
Motivation is a set of driving forces that encourage a person to carry out activities that set the boundaries and forms of activity; giving direction, focused on achieving certain goals.
Motivation is a process of mental regulation that influences the direction of activity and the amount of energy mobilized (expended) to perform this activity. The main elements of motivation are motive, need, reward, value.
Motive is what causes certain actions of a person, what drives him. A distinction must be made between purpose and motive. The motive for action is the need (a feeling of lack, need for something, a special mental state of the individual, felt or perceived by him as "tension", "dissatisfaction", "discomfort"). Needs are the source of human activity. Activity is directed by a multitude of motives; their totality and the internal process of motivation itself is called motivation.
The strength and activity of motivation are expressed in the degree of its influence on the direction of activity and its success. Strengthening motivation increases the success of the activity to a certain limit, with a further increase in motivation, the success of the activity begins to decline. Due to the differences in the motivational structures of individuals, the varying degrees of influence of the same motives on different people, and the degree of dependence of the action of various motives on behavior, the motivational process is complex and ambiguous. The difficulty of motivation through needs and values is due to the fact that each person has his own structure of needs and values.
Reward is a certain value for a person; everything that a person considers valuable for himself.
The leader meets with two types of reward: 1) internal, which gives the work itself (the content of the work, the significance of the work, communication, friendship); 2) external, given by the organization (salary, promotion, status, prestige, recognition, additional benefits and payments).
Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him.
Depending on the goals, Vikhansky O.S. distinguishes two main types of motivation: 1) through external influences on a person, which encourage a person to carry out certain actions, leading to a result desired for the motivating subject; 2) by forming a certain motivational structure of a person.
Distinguish between the concepts of motivation and stimulation. Stimulation is one of the means of motivation (through external influences). The higher the level of development of relations in the organization, the less frequently incentives are used as a means of management.
There are several types of incentives: moral, material (monetary and non-monetary), time and labor. By the time of stimulation, the forms of stimulation are distinguished: 1) leading; 2) reinforcing.
Stimulation of labor should be carried out in a differentiated way, depending on the belonging of workers to different social groups and the results of labor.
In practice, various forms of activating the employee and stimulating highly productive labor are used: 1) payment and remuneration for the results of labor; 2) social care for the employee; 3) stimulation by labor itself; 4) participation in the management of the enterprise.
6.4. Leadership and management style
Leadership is the ability to put forward a motivating goal for individuals (members of a group, organization), to influence and effectively use the available means (and sources of power) to achieve goals. The condition of leadership is the conformity of the goals of the leader and the people following him. Unlike leadership, power seeks obedience, regardless of the degree to which the goals of the subject and object of power correspond and the correctness of the actions of the authorities. Outside the sphere of power of the subject of management, the decision can be made only on the basis of leadership.
Leadership includes components of power and leadership. From the predominance of the leader's attention to one of the two groups, different leadership styles stand out. The ratio of power and leadership in the organization is one of the most important problems. A true leader knows what people want and need before they can express their desires. The condition of leadership is the conformity of the goals of the leader and the people following him.
G. Mintzberg formulated eight basic qualities that a leader should have:
1) the art of being equal, that is, to establish and maintain a system of relations with people equal to oneself,
2) the art of being a leader, i.e. the ability to lead subordinates, to cope with all the difficulties and problems that come to a person along with power and responsibility,
3) the art of resolving conflicts, i.e. the ability to act as an intermediary between the two parties in the conflict, to resolve the troubles generated by psychological stress,
4) the art of processing information, i.e. the ability to build a communication system in the organization, to receive reliable information and evaluate it effectively,
5) the art of making non-standard management decisions - the ability to find problems and solutions in conditions where alternative courses of action, information and goals are unclear or doubtful.
6) the art of allocating resources in an organization, i.e. the ability to choose the right alternative, to find the best option in a limited time and lack of other types of resources.
7) the gift of an entrepreneur, i.e. the ability to take justified risks and to introduce innovations in the organization.
8) the art of introspection, i.e. the ability to understand the position of the leader and his role in the organization, the ability to see what impact the leader has on the organization.
A manager, based on his personal qualities and other factors, can choose one or another form of power and management style.
K. Levin identified three styles of leadership:
b) democratic (makes decisions on the basis of consultations with subordinates who take an active part in the development of decisions, subordinates are sufficiently informed, delegation of authority is applied, objective control is exercised);
c) liberal (most of the decisions and responsibilities are shifted to subordinates, they are “falling down” on redundant information that is not related to official duties, control is often absent or formal).
Delegation of authority is the transfer of duties and rights from the sphere of activity of the manager to a subordinate who assumes responsibility for their implementation. Delegation allows you to: 1) release the manager from the current, uncreative, routine work and devote more time to planning and creativity; 2) involve employees in the performance of work from the scope of management, providing support and participation of personnel, improve the skills of subordinates. Delegation is subject to: routine work, specialized activities, private issues, preparatory work.
6.5. group dynamics
A group in a broad sense is a union of two or more people united together to achieve specific goals. Groups can be classified according to a number of criteria. Large groups: states, nations, nationalities, classes, parties, social communities. Small groups are small associations of people (from 2-3 to 30-40 people), whose members have a common goal and can directly contact each other. Such groups include a work collective, a study group, a family, a sports team, etc. Small groups can be classified according to various grounds.
Conditional group - a group allocated for research purposes to compare the results obtained in real groups. A real group is a really existing association of people. Real groups can be laboratory and natural. The laboratory group is created by the experimenter to conduct research; it exists temporarily. A natural group is formed to achieve some goal, based on the needs of society or members of the group. Reference group - a group to which a person classifies himself, a role model. A non-referential group is a group that is alien or indifferent to a person. Anti-referential group - a group that a person does not accept, rejects.
The collective is the highest stage of group development. The integral characteristic of the team - the level of its development (level of maturity) - is defined as the ability of the team to set relevant and realistic common goals, form the structure of individual goals integrated with common goals, build and flexibly change the structure of interactions and relationships that ensure the achievement of the set goals with the maximum possible efficiency.
Under the structure of the group understand the following characteristics: size, composition, roles, norms, status, leadership.
Each member of the group is usually assigned certain roles, i.e. behaviors expected from members of groups in accordance with the place in the group that they occupy.
In order to work successfully, all groups develop certain norms of behavior, i.e. accepted patterns of behavior within the group, which must be followed by all its members. Norms can be formalized in certain documents: standards, regulations and procedures. However, most of the norms that govern groups are informal.
By status in a group, we mean the position or rank that is assigned to one or another member of this group by its other members. The status can also be formal (for example, the winner of the "Best in Profession" competition) and informal (respect corresponding to merit, knowledge, etc.).
The effectiveness of the group, along with other factors, is determined by its size. Research results show that when performing a specific task, small groups (about 7 people) are the most productive, while when discussing and collectively making decisions, groups of 12 or more people show the best results.
Work performed in groups, as a rule, requires different knowledge, skills and personal qualities. In this regard, it is generally accepted that groups of heterogeneous composition (by gender, age, length of service in the organization) work more efficiently than groups of relatively homogeneous composition. At the same time, in heterogeneous groups, problems such as conflicts due to misunderstandings among their members, power struggles, and higher staff turnover can arise. However, with skillful management, these problems are very successfully overcome.
The effectiveness of the group will largely depend on the capabilities of its members - abilities and personal qualities. The ability of the team to work cannot be seen as a simple sum of the capabilities of each of its members. The results of the group's work will depend on what each member can do individually and how successfully he will do it in the group.
Each group is formed and developed in its own way. At the same time, some general patterns can be identified in the development of various groups. Any group goes through several stages in its development. In the 5-stage model of group development, the following stages are distinguished: the initial stage of formation; intragroup conflict; ensuring cohesion of group members; the stage of highest efficiency and productivity; final stage (for temporary groups). The initial stage of formation, as a rule, is characterized by uncertainty about the structure of the group, its goals. It is often unclear who is the leader of this group and what type of behavior is most acceptable in it. This stage ends when the members of the group begin to clearly understand that they are part of this group. Intra-group conflict is the second stage in the development of a group, usually characterized by the development of an intra-group conflict. There is a struggle for leadership and distribution of roles between group members. After this stage is completed, it becomes clear who is the leader in this group (if it is a formal group, then we are talking about an informal leader). At the stage of ensuring the cohesion of the members of the group. relations become closer, harmony arises. There is clarity about the informal norms of behavior and distribution of roles in the group. At the highest health and productivity stage, the group is fully functional. The energy of its members is no longer directed to the distribution of roles and the struggle for power, but directly to ensuring effective work and achieving high results. For temporary groups, the final stage is distinguished. The closer to the completion of the project or the closer the completion of the task assigned to the group, the more its members begin to think about the fact that this group will soon cease to exist, as well as about new prospects for their work in another team. The productivity of the group during this period may noticeably decrease.
6.6. Conflict Management
Conflict (from lat. conflictus - clash) is the lack of agreement between two or more parties in a certain area. A conflict is a special type of interaction between the subjects of an organization, in which the actions of one side, faced with opposition from the other, make it impossible to realize its goals and interests. The conflict arises when the balance of interests of the parties is violated, therefore conflict management is the most important function of the manager. A manager of any level must be psychologically prepared to manage conflict situations and resolve them before they develop into a conflict.
The conflict situation is the initial sign of the conflict, expressed in the aggravation of relations, the emergence of contradictions between people, developing, under certain circumstances, into a conflict. The actions of opponents under the influence of a motive, aimed at mastering the object for the sole manipulation of it, is called an incident, as a result of which the conflict situation develops into a conflict.
The structure of the conflict includes: the object and subject of the conflict, opponents (participants in the conflict), goals, motives.
The object of the conflict is an external cause that led to the emergence of a conflict situation. The object of the conflict is singled out on the basis of the property of indivisibility and accessibility to manipulation by opponents. The subject of the conflict is an objectively existing or conceivable problem that serves as the reason for the analysis between the parties; the main contradiction, because of which and for the sake of the resolution of which the subjects enter into confrontation. The motive of the conflict is the internal psychological reason for the entry of people into the conflict.
The content distinguishes: 1) the conflict of goals, when its participants differently see the desired state of the object in the future; 2) conflict of knowledge (creative), when views, concepts on the problem being solved differ significantly (belongs to the category of complex); 3) emotional conflict (sensual), when people cause each other's antipathy, irritation and other negative feelings and emotions.
According to the scope of action, conflicts are distinguished: 1) intrapersonal; 2) interpersonal; 3) between an individual and a group; 4) intergroup conflict.
Depending on the degree and nature of the resolution, on the consequences, the conflict can be: 1) constructive (positive, conducive to development); 2) destructive (negative, destructive, destabilizing).
The causes of the conflict are divided into two groups: 1) objective (real, structural); 2) subjective (personal, emotional, associated with perception).
The most frequent sources (causes) of conflicts in organizations: 1) distribution of scarce (limited) resources; 2) disputes about power and responsibility; 3) interdependence of tasks and different contributions to the common cause; 4) differences in goals, values, methods; 5) differences in behavior and life experience; 6) unfulfilled expectations; 7) lack of mutual understanding; 8) poor working conditions and organization; 9) poorly formulated team of performers; 10) lack of consideration of the human factor; 11) unsatisfactory transfer of information; 12) personal relationships, frustration and irritation; 13) non-compliance with the rules and procedures adopted in the organization, etc.
The conflict "passes" three main stages-states:
a) incubation state (hidden, latent); claims can be (quickly and positively) resolved amicably;
b) conflict behavior (open form); actions are aimed at directly or indirectly blocking the achievement of the goals, intentions, interests of the opposing side; acute disagreements arise, normal relationships, interactions and relationships are destroyed;
c) conflict resolution; the conflicting parties must reduce the level of tension, while maintaining the conflict situation itself, or look for ways to completely resolve the conflict.
