The main object of study in management are systematically, consciously created organizations - formal organizations. Often the final stage of the procedure for the formation of such organizations is their state registration.
Formal registration is:
A tool, a tool to achieve the target organization and its participants, meet their needs;
An environment where members of a formal organization interact.
Group - ϶ᴛᴏ two or more interacting and mutually affecting individuals.
The organization includes various groups. The organization has a complex structure, which includes a number of departments. Their teams are also groups. The number and composition of groups, their number are determined by the main characteristics of the organization, the conditions of its functioning.
An important basis for the classification of groups is the way they arise. In accordance with this basis, formal and informal groups are distinguished.
A formal group is a group specially formed by management through the organizational process. Its purpose is usually to do some work.
The main types of formal groups are:
1. The group of the leader, including the leader and his immediate subordinates.
2. Working (target group). She also has a leader, but team members have more opportunities in determining approaches to solving the problem. This allows group members to meet the need for higher levels.
3. Committees - groups to which delegated authority to solve a specific problem. Committees make decisions collectively.
Informal groups - spontaneously arising in the process of functioning of an organization of a group of people who regularly interact with each other.
Informal organization - ϶ᴛᴏ a series of interacting informal groups.
Formal and informal groups are the same age as the organization. In this case, only formal groups were initially studied.
The starting point for the study of informal groups were the experiments of E. Mayo. In the process of their implementation, a new quality of communication was not only manifested, but also studied. People acted both as members of the formal groups of this organization, and as participants in the experiment. The interest in its conduct, the novelty of the conditions, the increased and even overrated attention to the participants led to a sharp increase in the efficiency of their work. An important aspect of the experiment was the change in the form of control by the performer. Providing them with greater freedom in decision-making has led to the realization of social responsibility for the results of activities.
In the course of the experiments, it was planned to evaluate and determine the threshold values \u200b\u200bof traditional factors of efficiency growth, which are taken into account when organizing motivation - conditions and organization of work, forms and sizes of payment, types and forms of additional remuneration. Actually, in the process of the experiment, changes in interpersonal relations took place, informal groups arose. In these groups, members of the organization satisfied their needs for belonging (participants in the experiment), getting help (from management, organizers of the experiment), communication (with participants, organizers of the experiment — leaders of the organization), and protection.
The basic characteristics of informal organizations include:
1. The implementation of informal control through the establishment and maintenance of norms of communication, behavior, the use of measures, sanctions.
2. Attitude to change, including:
a) resistance to change, because, for example, the arrival of a new leader will lead to the emergence of new favorites; new technology will cause changes in the structure of the team, job losses are possible;
b) inadequate assessment of the consequences of change, underestimation of one's own adaptive abilities, and overestimated ideas about requirements.
3. The presence of informal leaders who differ from the leader in the first place by the mechanism of their appointment. Moreover, the leader (formal leader) and the informal leader have much in common in the means of influencing the group, organization.
The nomination of an informal leader is determined primarily by the measure of conformity of the group and leader value systems, as well as the leader’s help in achieving the target group, its preservation and strengthening.
Management of an informal organization is carried out according to the following chain:
Creation of a formal organization, including the determination of the system of values \u200b\u200bof members of the organization, the goals and types of activities of the organization necessary to achieve its goals;
The solution of specific tasks ensuring the achievement of the goal;
Interaction between performers in the process of solving problems;
Formation of the communication environment of the executor, affecting the fulfillment of tasks, achievement of the target organization;
The impact of the communication environment, as well as the target organization on the interests of the members of the formal organization, the satisfaction of their needs;
The emergence of informal groups that influence the achievement of the goal of formal organization;
The emergence of an informal group leader, reflecting the value system of group members, ensuring the achievement of the target group (maintaining and strengthening the group, protecting its members);
Possible negative impact informal groups to achieve the goal of formal organizations. It can be resistance to change. This is also facilitated by a lack or inaccuracy of information, rumors of possible negative consequences of changes (loss of a job ͵ the requirement to increase the level of qualification requirements, decrease in earnings, etc.). It is clear that in these conditions, workers are trying to find protection by uniting in informal groups.
In such a situation, the head of the formal organization should:
Give an objective assessment of the informal group, its activities;
Take into account (if possible) the proposals of the members of the informal group;
Make decisions based on their impact on the informal group and the impact of this group on the formal organization, its goals;
Involve members of the informal group in decision-making;
Promptly disseminate accurate information.
The main form of work of a formal group is a general meeting where decisions are made.
The effectiveness of groups is determined by a number of factors.
1. The optimal size of the group, taking into account the characteristics of the organization. With a large group, it is divided into subgroups.
2. The composition of the group. Given the limited time for solving the problem, using the voting procedure for making decisions, it is advisable to have a homogeneous composition (for example, from a representative of one specialty). For an expert assessment of the project, it is possible to create a group that is heterogeneous in composition.
3. Group norms. Their implementation allows you to count on the support of the group. From the variety of grounds for the classification of norms, we single out: attitude to the organization’s leadership and to the presentation of objective information; the importance of belonging to the organization and collective labor; attitude to innovations; protection against threats from the environment.
4. Cohesion of the group, coordination of its goal with the goals of the organization (for example, the organization of quality circles, joint recreation, etc.).
The negative aspect of cohesion should be group unanimity, suppression by individual members of the group of their views, so as not to fall out of the group. Unanimity can develop into unanimity. Without a variety of options, the desire for self-improvement is weakened.
5. Conflict, as another pole of cohesion, especially in the presence of destructive conflicts.
6. Status of group members: official position; formal features (job title, cabinet size, etc.); experience; general erudition; professional training.
7. Roles of group members, including target groups (selection of tasks, allocation of resources and maintenance of the life of groups).
Group management in an organization - concept and types. Classification and features of the category "Group Management in Organizations" 2017, 2018.
The main object of study in management are systematically, consciously created organizations - formal organizations. Often the final stage of the procedure for the formation of such organizations is their state registration.
Formal registration is:
Means, a tool to achieve the goals of the organization and its participants, meet their needs;
An environment where members of a formal organization interact.
A group is two or more interacting and mutually affecting individuals.
The organization includes various groups. The organization has a complex structure, which includes a number of units. Their teams are also groups. The number and composition of groups, their number are determined by the main characteristics of the organization, the conditions of its functioning.
An important basis for the classification of groups is the way they arise. In accordance with this basis, formal and informal groups are distinguished.
A formal group is a group specially formed by management through the organizational process. Her goal is usually to do some work.
The main types of formal groups are:
1. Group leader, including the leader and his immediate subordinates.
2. Working (target group). She also has a leader, but team members have more opportunities in determining approaches to solving the problem. This allows group members to meet the need for higher levels.
3. Committees - groups to which delegated authority to solve a specific problem. Committees make decisions collectively.
Informal groups - spontaneously arising in the process of functioning of an organization of a group of people who regularly interact with each other.
An informal organization is a series of interacting informal groups.
Formal and informal groups are the same age as the organization. However, only formal groups were initially studied.
The starting point for the study of informal groups were the experiments of E. Mayo. In the process of their implementation, a new quality of communication was not only manifested, but also studied. People acted both as members of the formal groups of this organization, and as participants in the experiment. The interest in its conduct, the novelty of the conditions, the increased and even overrated attention to the participants led to a sharp increase in the efficiency of their work. An important aspect of the experiment was the change in the form of control of performers. Providing them with greater freedom in decision-making has led to the realization of social responsibility for the results of activities.
In the course of the experiments, it was planned to evaluate and determine the threshold values \u200b\u200bof traditional factors of efficiency growth, which are taken into account when organizing motivation - conditions and organization of work, forms and sizes of payment, types and forms of additional remuneration. Actually, in the process of the experiment, changes in interpersonal relations took place, informal groups arose. In these groups, members of the organization satisfied their needs for belonging (participants in the experiment), getting help (from management, organizers of the experiment), communication (with participants, organizers of the experiment, leaders of the organization), and protection.
Key characteristics of informal organizations include:
1. The implementation of informal control through the establishment and maintenance of norms of communication, behavior, the use of measures, sanctions.
2. Attitude to change, including:
a) resistance to change, because, for example, the arrival of a new leader will lead to the emergence of new favorites; new technology will cause changes in the structure of the team, job losses are possible;
b) inadequate assessment of the consequences of change, underestimation of one's own adaptive abilities, and overestimated ideas about requirements.
3. The presence of informal leaders who differ from the leader primarily by the mechanism of their appointment. However, the leader (formal leader) and the informal leader have much in common in the means of influencing the group, organization.
The nomination of an informal leader is determined primarily by the measure of conformity of the group’s and leader’s value systems, as well as by the leader’s help in achieving the group’s goals, its preservation and strengthening.
Management of an informal organization is carried out according to the following chain:
Creation of a formal organization, including the determination of the value system of the organization’s members, the goals and activities of the organization necessary to achieve its goals;
The solution of specific tasks ensuring the achievement of goals;
Interaction between performers in the process of solving problems;
The formation of the communication environment of the performers, affecting the fulfillment of tasks, achieving the goals of the organization
The impact of the communication environment, as well as the goals of the organization on the interests of members of the formal organization, the satisfaction of their needs;
The emergence of informal groups that influence the achievement of the goals of a formal organization;
The emergence of the leader of an informal group, reflecting the value system of members of the group, ensuring the achievement of the goals of the group (preservation and strengthening of the group, protection of its members);
Possible negative impact of informal groups on achieving the goals of formal organizations. It can be resistance to change. This is also facilitated by a lack or inaccuracy of information, rumors of possible negative consequences of changes (loss of a job, a requirement to increase the level of qualification requirements, a decrease in earnings, etc.). It is clear that in these conditions, workers are trying to find protection by uniting in informal groups.
In such a situation, the head of the formal organization should:
Give an objective assessment of the informal group, its activities;
Take into account (if possible) the proposals of the members of the informal group;
Make decisions based on their impact on the informal group and the impact of this group on the formal organization, its goals;
Involve members of the informal group in decision-making;
Promptly disseminate accurate information.
The main form of work of a formal group is a general meeting where decisions are made.
The effectiveness of groups is determined by a number of factors.
1. The optimal size of the group, taking into account the characteristics of the organization. With a large group, it is divided into subgroups.
2. The composition of the group. Given the limited time for solving the problem, using the voting procedure for making decisions, it is advisable to have a homogeneous composition (for example, from representatives of one specialty). For an expert assessment of the project, it is possible to create a group that is heterogeneous in composition.
3. Group norms. Their implementation allows you to count on the support of the group. From the variety of grounds for the classification of norms, we single out: attitude to the organization’s leadership and to the presentation of objective information; the importance of belonging to the organization and collective labor; attitude to innovations; protection against threats from the environment.
4. Cohesion of the group, coordination of its goals with the goals of the organization (for example, the organization of quality circles, joint recreation, etc.).
A negative aspect of cohesion can be group unanimity, suppression by individual members of the group of their views, so as not to fall out of the group. Unanimity can develop into unanimity. Without a variety of options, the desire for self-improvement is weakened.
5. Conflict, as another pole of cohesion, especially in the presence of destructive conflicts.
6. Status of group members: official position; formal attributes (job title, cabinet size, etc.); experience; general erudition; professional training.
7. Roles of group members, including target ones (selection of tasks, allocation of resources and maintenance of the life of the groups).
The main types of organizations
| Type A Organization (American Model | Organization type U (Japanese model) | Type Z organization (marketing model) |
| 1. Hiring workers for a relatively short time | 1. Lifelong hiring of employees | 1. Long-term hiring |
| 2. Individual decision making | 2. Collective decision making | |
| 3. Individual responsibility | 3. Collective responsibility | 3. Individual responsibility |
| 4.Quick development and promotion | 4. Slow development and promotion | 4. Slow development and promotion |
| 5. Mechanisms for explicit, precise control | 5. Indirect control mechanisms | 5. Indirect informal control with precise, formalized criteria |
| 6. Specialized career | 6. Non-specialized career of an employee (diversified approach) | 6. Moderately specialized career of employees |
| 7. Selective (differentiated) attitude to the employee as such | 7. Holistic (holistic) approach to the employee as a person | Holistic approach, including family |
Managing a person in an organization is extremely complicated, but at the same time, it is an extremely responsible and important business for the organization. However, the problem of managing a person in an organization is not limited only to the interaction of an employee and a manager. In any organization, a person works surrounded by colleagues and work colleagues. He is a member of formal and informal groups. Moreover, the group has a huge impact on human behavior, either helping to more fully reveal its potential, or suppressing its ability and desire to work productively, with full dedication. And the behavior of a person, his actions, in turn, make a certain contribution to the life of the group.
There is no single definition small group, since it is a sufficiently flexible and subject to the influence of circumstances. Usually groupdefined as a relatively isolated union small amount people (most often no more than ten) who are in a fairly stable interaction and carry out joint actions for a sufficiently long period of time. The interaction of the group members is based on a certain common interest and may be associated with the achievement of a common goal. Moreover, the group has a certain group potential, allowing it to interact with the environment and adapt to changes in the environment. The term is also often found. command- this is group typewith additional features such as a high level of interdependence and coordination, as well as a highly developed sense of
personal responsibility for achieving group results. Teams are characterized by such types of behavior of its members as:
Focus on the overall result;
Mutual support;
Interchangeability;
Minimization of status differences;
Collective solution to the problem;
A benevolent climate.
From this we can conclude that all teams are groups, but not all groups become teams. The transformation of a group into a team occurs as the close ties, the level of interaction and responsibility of the participants for the process and the results of work increase.
Groups exist in any organization. Management creates groups when it divides labor horizontally — by department and vertically — by management level. A large organization can consist of hundreds or even thousands of small groups. Regardless of the type of group, the organization in which it is formed and functions, and also who exactly belongs to the group, some common factors, characterizing the construction of the group, its structure and the process of functioning of the group in its environment:
Characteristics of group members;
Structural characteristics of the group;
Situational characteristics.
All these factors are not only in interaction and mutual influence, but also experience a strong reverse effect from the functioning of the group, since as a result of the life of the group changes in the characteristics of a person occur, the structure of the group changes and changes in its environment are observed.
TO group membersinclude personal characteristics of a person, his abilities, level of education and life experience.
Group structural characteristicsinclude:
Group communications and norms of behavior (who is in contact with whom and how);
Status and roles (who occupies what position in the group and what does);
Personal likes and dislikes between group members;
Strength and conformism (who influences whom, who follows whom and who is ready to obey whom).
Situational characteristics of the grouplittle dependent on the behavior of group members and the group as a whole. These characteristics are related to the size of the group, its spatial location, tasks solved by the group, and the reward system used in the group. There are two types of groups: formal and informal. Both of these types of groups are important for the organization and have big influence on members of the organization.
Formal groupscreated by the will of management, their function in relation to the organization as a whole is to perform specific tasks and achieve specific goals. Formal groups are usually distinguished as structural units in the organization, have a formally appointed leader, a formally defined structure of roles and positions within the group, as well as functions and tasks assigned to them. Formal groups can be formed to perform a regular function (for example, accounting), and can be created to solve a specific target (for example, a commission for the development of a project). In the literature, the following types of formal groups:
team group (or a subordinate group of the leader)- consists of a leader and his immediate subordinates, who, in turn, can also be leaders (the general director and his deputies, company commander and platoon commanders subordinate to him are typical command groups);
team (or production team)represents a group led by an officially appointed leader (manager, team leader). The relationships between group members depend on the nature of the tasks assigned to the team, and can be insignificant (for example, in a production team, each member of which performs a strictly defined part of the overall work in accordance with clear procedures and norms), and significant (for example, in marketing research team). As a rule, brigades exist for a rather long time, and their composition rarely changes;
working or target groupconsists of individuals working together on the same task. The difference between these groups is much greater independence in the planning and implementation of their work. The following can be distinguished as varieties of the working group: a self-governing (autonomous) working group (does not have a head formally appointed by the organization, members are specialists of various qualifications needed to complete tasks; the group is responsible for decisions regarding the sequence and methods of performing work, as well as their distribution among members) and design (the group is temporary and is created to solve a specific problem, for example, product design, improvement of computer systems, etc.);
committees, commissions- can be created both on an ongoing basis and specifically for solving a specific problem. As a rule, members of a committee or commission are full-time employees of various services and come together as necessary. Their main task is to prepare reports and recommendations for the organization’s leadership (for example, a budget committee, whose members are representatives of key departments and services, meets only a few times a year, but its decisions can have a big impact on how the services work, where they work , and the organization as a whole).
The choice of the type of formal group depends on the goals set by the organization. They determine such structural characteristics of the group as the number of participants, their selection, roles and status. Often new groups are formed in connection with the growth of organizations, changes in the composition of products and services, but often because they are associated with the hope of more efficient work.
Formal Team Performance Factorsare: size, composition, group norms, cohesion, conflict, status and functional roles its members:
group size, i.e. the number of participants is set depending on the type of group and its goals. Studies conducted on this issue show that small groups (5 to 8 members) are often preferable to large ones. With an increase in the number of group members, a decrease in the satisfaction of participants from group work is observed and personal responsibility for the course of the process and its result decreases. In a very large groups the costs of coordinating work increase substantially and the possibility of conflict situations in relations between members and subgroups increases. This, as a rule, leads to a decrease in the productivity and effectiveness of the group;
composition- this is the degree of similarity of personalities and points of view, approaches that they take in solving problems. Studies show that a group consisting of dissimilar personalities with different points of view works more efficiently than a group whose members have similar points of view;
group normshave a strong influence on the behavior of an individual and on the direction in which the group will work. Positive standards are those that support the goals and objectives of the organization and encourage behavior aimed at achieving these goals. Group norms can be classified as follows: pride in the organization; achievements of goals; profitability; collective labor; planning; control; professional training; innovations; relationship with the customer; honesty;
cohesion- This is a measure of gravity of group members to each other and to the group. A high level of cohesion of a group can increase the effectiveness of the entire organization if the goals of the group and organization are consistent. Labor productivity in a cohesive group is higher than in other groups. Leadership can increase the positive effect of cohesion through periodic meetings, setting global goals, providing an opportunity for each member of the group to see his contribution to achieving the goals;
conflict. An active exchange of views is useful, but it can lead to intra-group disputes and open conflicts, which are almost always harmful;
group member statusit is determined by a number of factors, including such as seniority in the position and its name, location and type of workplace, office, education, awareness and experience. Members of a group whose status is high enough are able to exert a greater influence on the decisions of the group than members of a group with a low status. This does not always lead to increased efficiency, since an employee who offers the most valuable ideas may not have a high status;
group member rolesare divided into target and supportive. Target rolesdistributed in such a way as to be able to select group tasks and perform them; include the following activities - generating new ideas, finding information, gathering opinions of group members, opposing and evaluating proposals, developing proposals and forecasting the prospects of decisions made, integrating the activities of subgroups or group members, summarizing suggestions and ratings. Supporting rolesimply behavior that contributes to the maintenance and revitalization of the group; may include: encouragement (through a responsive attitude) of group members and their ideas, ensuring participation through stepping up the initiative of each group member, establishing the criteria by which guided by a group, diligence regarding decisions made, expression of feelings groups. It is believed that American managers focus on target roles, then how Japanese managers harmoniously combine targeted and supportive roles.
Unlike formal groups, informal groups are not created by executive orders and formal decisions, but by their own free will in accordance with their mutual sympathies, common interests, habits, etc.
Informal group- This is a spontaneously formed group of people who engage in regular interaction to achieve a specific goal. In a large formal organization, there are many informal groups, most of them are freely united in a kind of network. Informal organizations are somewhat similar to formal organizations - they have a hierarchy, leaders, tasks, their unwritten rules and norms of behavior, supported by a system of encouragement and sanctions. In many cases, informal groups can influence their members equal or even greater than formal structures. Reasons for joining informal organizationsconsist in the fact that belonging to informal groups can give people psychological benefits no less important than the salary received:
1) a sense of belonging- the ability to establish and maintain social contacts;
2) mutual assistanceit is an important motive for joining informal groups, as a result of assistance, the one who gives it acquires prestige and self-esteem, and the recipient - a guide to action;
3) protection, based on the power of unity, is recognized by most people and encourages them to join certain groups. The protective function becomes most important when the authorities are not trusted;
4) communication. One reason for being an informal organization is access to informal information - rumored;
5) communication and sympathy- this is the satisfaction of the need of people to be closer to those to whom they sympathize. Studies show that people tend to establish closer relationships with other people who are in close proximity to them than with those who are a few meters away.
Main characteristics of informal organizations:
social control- This is the establishment and monitoring of compliance with group standards of acceptable and unacceptable behavior (standards may relate to the nature of clothing, acceptable types of work, rules of conduct, etc.). Failure to comply with these standards is usually punishable by exclusion from the group;
resistance to changeis typical in informal organizations, due to the fact that changes (for example, reorganization, the introduction of new technology, the emergence of a large group of new employees) can threaten the continued existence of the informal group, their common experience, satisfaction of social needs, common interests, positive emotions;
informal leadersactually lead informal groups. There are essentially no significant differences in the means used by leaders of formal and informal organizations to exert influence. The difference is that the leader of the formal organization has support in the form of official powers delegated to him and usually operates in the specific functional area assigned to him, the support of the informal leader is recognition by his group. The sphere of influence of an informal leader may go beyond the administrative framework of a formal organization. The informal leader performs two important functions: helping the group achieve its goals and supporting social interaction.
The influence of informal organizations on the effectiveness of formal organization:
1) positive:
Devotion to a group often develops into devotion to an organization;
The goals of the group can coincide with the goals of the whole organization, the norms of efficiency can exceed the norms of the organization, which leads to increased productivity;
Informal communication channels sometimes complement the formal communication system;
2) negative:
False rumors may spread through formal channels, leading to a negative attitude towards management;
Norms adopted by the group can lead to reduced productivity;
The tendency to resist change may delay the innovation process.
Management Theory offers the following recommendations for managing informal organizations:
1) it is necessary to recognize the existence of informal groups, recognizing that their destruction can lead to the destruction of a formal organization. Therefore, management should work with an informal organization and not threaten its existence;
2) it is necessary to listen to the opinions of members and leaders of informal groups, to work with them, encouraging those who contribute to the achievement of the organization's goals;
3) making decisions, calculate their possible negative impact on the informal organization;
4) to weaken the resistance to change on the part of the informal organization to involve its members in decision-making;
5) promptly provide accurate information, thereby preventing the spread of rumors.
15.6. CONFLICTS IN ORGANIZATIONS: CONCEPT, ESSENCE, INFLUENCE
There are two types of groups: formal and informal. Both of these types of groups are important to the organization and have a great influence on the members of the organization.
Formal groups are usually distinguished as structural units in the organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the group, as well as functions and tasks formally assigned to them.
Informal groups are created not by executive orders and formal decisions, but by members of the organization in accordance with their mutual likes, common interests, similar hobbies, habits, etc.
Organization is a social category and at the same time a means of achieving goals. This is a place where people build relationships and interact. Therefore, in each formal organization, there is a complex interweaving of informal groups and organizations that were formed without the intervention of management. These informal associations often have a strong influence on the quality of activities and organizational effectiveness.
Despite the fact that informal organizations were not created by the will of management, they represent a factor that every leader should reckon with, because such organizations and other groups can have a strong influence on the behavior of individuals and the working behavior of employees. In addition, no matter how well the manager performs his functions, it is impossible to determine what actions and relationships will be required to achieve goals in an organization striving forward. The manager and subordinate often have to interact with people outside the organization and with units outside their subordination. People will not be able to successfully carry out their tasks if they do not achieve the proper interaction of individuals and groups on which their activities depend. To cope with such situations, the manager must understand what role this or that group plays in a particular situation, and what place the leadership process occupies in it.
One of the necessary conditions for management efficiency is also the ability to work in small groups, such as various committees or commissions created by the leaders themselves, and the ability to build relationships with their immediate subordinates.
A person needs to communicate with his own kind and, apparently, receives joy from such communication. Most of us are actively seeking interaction with other people. In many cases, our contacts with other people are short-lived and insignificant. However, if two or more people spend a lot of time in close proximity to each other, they gradually begin to psychologically recognize each other's existence. The time required for such awareness and the degree of awareness depend very much on the situation and on the nature of the relationship of people. However, the result of such awareness is almost always the same. Awareness of what others think about them and expect something from them makes people change their behavior in some way, thereby confirming the existence of social relationships. When such a process occurs, a random crowd of people becomes a group.
Each of us belongs to many groups at the same time. Some groups are short-lived, and their mission is simple. When a mission is completed, or when members of a group lose interest in it, the group breaks up. An example of such a group would be several students who come together to prepare for the upcoming exam. Other groups can exist for several years and have a significant impact on their members or even on the external environment. An example of such groups can be associations of teenage students.
According to Marvin Shaw’s definition, “a group is two or more persons who interact with each other in such a way that each person influences others and is simultaneously influenced by other persons.
Formal groups. Based on the definition of the Show, we can assume that an organization of any size consists of several groups. Management creates groups of its own free will when it divides labor horizontally (units) and vertically (management levels). In each of the many departments of a large organization, there may be a dozen management levels. For example, production at the plant can be divided into smaller units - machining, painting, assembly. These production, in turn, can be divided further. For example, the production personnel involved in machining can be divided into 3 different teams of 10 to 16 people, including craftsmen. Thus, a large organization can consist of literally hundreds or even thousands of small groups. These groups, created by the will of management to organize the production process, are called formal groups. No matter how small they are, these are formal organizations whose primary function in relation to the organization as a whole is to fulfill specific tasks and achieve specific, specific goals. There are three main types of formal groups in an organization: leadership groups; production groups; committees.
The team (subordinate) group of a leader consists of a leader and his immediate subordinates, who, in turn, can also be leaders. The company president and senior vice presidents are a typical team group. Another example of a team subordinate group are the commander of an airliner, co-pilot and flight engineer.
The second type of formal group is a working (target) group. It usually consists of individuals working together on the same task. Although they have a common leader, these groups differ from the team group in that they have significantly more independence in the planning and implementation of their work. In such companies, management believes that target groups break the barriers of distrust between managers and workers. In addition, by providing workers with the opportunity to think and solve their own production problems, they can satisfy the needs of higher-level workers.
The third type of formal group — the committee — will be discussed below.
All team and working groups, as well as committees, must work effectively - as a single cohesive team. Now there is no need to prove that the effective management of each formal group within the organization is crucial. These interdependent groups are blocks that form an organization as a system. The organization as a whole will be able to effectively fulfill its global tasks only if the tasks of each of its structural divisions are defined in such a way as to ensure the activities of each other. In addition, the group as a whole affects the behavior of an individual. Thus, the better the manager understands what the group is and the factors of its effectiveness, and the better he knows the art of effectively managing the group, the more likely it is that he will be able to increase the productivity of this unit and the organization as a whole.
Informal groups. Despite the fact that informal organizations are not created by the will of management, they are powerful force, which under certain conditions can actually become dominant in the organization and negate the efforts of management. Moreover, informal organizations tend to interpenetrate. Some managers often do not realize that they themselves are affiliated with one or more of these informal organizations.
Long before Maslow's theoretical research on human needs, the Hawthorne experiment provided evidence that social relationships between employees must be taken into account. In the Hawthorne study, for the first time ever, the sciences of human behavior were systematically applied to improve organizational effectiveness. It demonstrated the fact that, in addition to economic needs, which the authors of earlier works insisted on, workers also have social needs. The organization began to be seen as something more than a logical ordering of workers performing interrelated tasks. Management theorists and practitioners understood that organization is also a social system where individuals, formal and informal groups interact. Referring to the Hawthorne study, management theorists Scott and Mitchell wrote: “These scientists made convincing arguments that classical theory, even in well-designed organizations, small groups and individuals can appear whose behavior does not fit into a reasonable framework from the point of view of an economist. ”
Of course, you can criticize the methodology of the Hawthorne study, but nevertheless, mainly due to studies of the behavioral sciences, we now have a much clearer idea of \u200b\u200bthe nature and dynamics of formal and informal groups in the work collective.
The development of informal organizations and their characteristics. A formal organization is created by the will of management. But once it is created, it also becomes a social environment where people interact by no means according to the instructions of the leadership. People from different subgroups communicate over a cup of coffee, during meetings, at lunch, and after work. Out of social relationships, many friendly groups, informal groups, which collectively represent an informal organization, are born.
An informal organization is a spontaneously formed group of people who engage in regular interaction to achieve a specific goal. Like formal organizations, these goals are the reason for the existence of such an informal organization. It is important to understand that in a large organization there is more than one informal organization. Most of them are freely connected in a kind of network. Therefore, some authors believe that an informal organization is essentially a network of informal organizations. The working environment is especially favorable for the formation of such groups. Thanks to the formal structure of the organization and its tasks, the same people usually come together every day, sometimes for many years. People who in other conditions are unlikely to even meet are often forced to spend more time in the company of their colleagues than in their own family. Moreover, the nature of the tasks they solve, in many cases, makes them often communicate and interact with each other. Members of the same organization in many aspects depend on each other. Natural result of this intense social interaction is the spontaneous emergence of informal organizations.
Informal organizations have much in common with the formal organizations into which they are inscribed. They are organized in some way in the same way as formal organizations — they have a hierarchy, leaders and tasks. In spontaneously arising (emergent) organizations there are also unwritten rules, called norms, which serve as standards of behavior for members of the organization. These standards are supported by a system of rewards and sanctions. The specificity is that the formal organization was created according to a previously thought-out plan. An informal organization is more likely a spontaneous reaction to unmet individual needs.
The structure and type of formal organization are built by management consciously with the help of design, while the structure and type of informal organization arise as a result of social interaction. Describing the development process of informal organizations, Leonard Sailis and George Strauss say: “Employees form friendly groups based on their contacts and common interests, and these groups arise from the life of this organization. However, as soon as these groups are formed, they begin to live their own lives, almost completely divorced from the labor process on the basis of which they arose. This is a dynamic, self-generating process. Employees united by the framework of a formal organization interact with each other. The ever-increasing interaction contributes to the emergence of friendly feelings towards other members of the group. In turn, these feelings form the basis for an increasing number of diverse activities, many of which are not in the job description: joint dinners, doing work for a friend, fighting with non-members of the group, gambling with numbers on cash checks etc. Such enhanced interoperability fosters stronger interpersonal ties. Then the group begins to be more than a simple gathering of people. It creates traditional ways of performing certain actions - a set of stable characteristics that are difficult to change. The group becomes an organization. ”
Why do people join organizations? People usually know why they join formal organizations. As a rule, they either want to fulfill the organization’s goals, or they need remuneration in the form of income, or they are guided by prestige considerations related to belonging to this organization. People also have reasons to join groups and informal organizations, but they often do not recognize them. As the Hawthorne experiment showed, belonging to informal groups can give people psychological benefits no less important to them than the salary they receive. The most important reasons for joining a group: a sense of belonging, mutual assistance, mutual protection, close communication and interest.
Affiliation. The very first reason for joining an informal group is to satisfy the need for a sense of belonging, one of our strongest emotional needs. Even before the Hawthorne experiment, Elton Mayo discovered that people whose work makes it impossible to establish and maintain social contacts tend to be unsatisfied. Other studies have shown that being able to belong to a group and supporting it is closely related to employee satisfaction. And yet, despite the fact that the need for belonging is widely recognized, most formal organizations deliberately deprive people of social contact. Therefore, workers are often forced to turn to informal organizations in order to gain these contacts.
Help. Ideally, subordinates should be able to contact their immediate superiors for advice or to discuss their problems without any hesitation. If this does not happen, then the boss should carefully examine his relationship with his subordinates. In any case, right or wrong, many people think that their boss in a formal organization will think badly of them if they ask him how to do a certain job. Others are afraid of criticism. Moreover, in each organization there are many unwritten rules that relate to minor procedural issues and a protocol, such as: how long should have a coffee break, what is the boss’s attitude to chatter and jokes, how to dress to gain universal approval, and as far as all these rules are binding. It is clear that the employee will still think whether it is worth contacting the authorities for help on all these issues. In these and other situations, people often prefer to resort to the help of their colleagues. For example, a new worker engaged in production is more likely to ask another worker to explain to him how to perform this or that operation. This leads to the fact that new workers also seek to participate in the already formed social group, where there are experienced workers. Getting help from a colleague is useful to both: the one who received it and the one who provided it. As a result of the assistance, the giver gives it prestige and self-esteem, and the recipient - the necessary guidance to action. Thus, the need for help leads to an informal organization.
Protection. People have always known that power is in unity. One of the primary reasons that prompted prehistoric people to unite in tribes was an additional protection against hostile manifestations of their external environment. The perceived need for protection continues to be an important reason for people to join certain groups. Although today it is very rare to talk about the existence of a real physical danger in the workplace, the very first trade unions originated in social groups that gathered in the pubs and discussed their claims to superiors. And today, members of informal organizations made up of grassroots workers protect each other from harmful rules. They, for example, can join forces to protest harmful working conditions. Not surprisingly, this protective function becomes even more important when authorities are not trusted.
Sometimes leaders also form informal organizations to protect their colleagues. Their goal is usually to protect their area from the invasion of other parts of the organization.
The problem of informal organizations also testifies to the need to integrate the goals of units and direct efforts towards the benefit of the organization as a whole.
Communication. People want to know what is going on around them, especially if it affects their work. Nevertheless, in many formal organizations, the system of internal contacts is rather weak, and sometimes management deliberately hides certain information from its subordinates. Therefore, one of the important reasons for belonging to an informal organization is access to an informal channel for receiving information - rumors, gossip and other information that either does not come from official sources at all, or goes through formal channels too slowly. This can satisfy the individual’s needs for psychological defense and accessories, and also provide her with faster access to the information necessary for work.
Close communication and sympathy. People often join informal groups just to be closer to those they sympathize with. For example, clerks or department engineers often work in large rooms where there are no partitions between tables. These people have a lot in common and feel sympathy for each other partly because they perform similar work. So, they can go to dinner together, discuss their work and personal matters during coffee breaks, or contact their superiors with a request to increase their salaries and improve working conditions. At work, people tend to interact with those nearby. People are usually drawn to those who, in their opinion, can satisfy their needs for belonging, competence, protection, respect, etc.
GLOSSARY OF TERMS ................................................ .................................................. ........................................ 2
INTRODUCTION ................................................. .................................................. .................................................. ........... 3
Chapter I. THE EFFECTIVE HEAD - WHO IS IT? ......................................... ......................... five
Chapter II MANAGEMENT IN THE ORGANIZATION - GROUP MANAGEMENT ................................... 8
Chapter III. LEADER AND LEADER, POWER AND INFLUENCE ........................................... ............. eleven
CONCLUSION ................................................. .................................................. .................................................. . sixteen
LIST OF USED LITERATURE ............................................... ........................................ 18
DICTIONARY OF TERMS.
Power -the ability to act or the ability to influence the situation and behavior of others.
Group -two or more persons who interact with each other so that each person influences the other and experiences his influence.
Leader -the leader of a group or organization that has taken over the right, or is vested with members the right to take the initiative, impose sanctions and who has sufficient authority to do so.
Organization Leader -a person who effectively exercises formal and informal leadership.
Leadership -relations of domination and submission, influence and following in the system of interpersonal relations in a group.
Manager -managing company, enterprise.
Managerial Features -a set of basic and most typical features " effective manager"acting as managerial abilities.
Motivation -one of the main functions of management, which consists in stimulating subordinates to achieve the general goals of the organization.
Organization Management -the ability to influence individuals and groups, encouraging them to work to achieve the goals of the organization, and the process of this influence.
Management Style -a system of generalized methods and forms of behavior of a leader in relations with subordinates in the process of achieving their goals.
Management Activities -type of professional activity, the specificity of which is determined by the need to co-organize the activities of other people in the direction of achieving common goals (based on the principle of hierarchy).
Effective Manager -a conditional concept denoting an ideal leader who knows the basic principles of control theory, knows how to effectively implement them in practice and has high professional competence.
INTRODUCTION
Each of us at the same time consists of many different groups - from such elementary as a family or a group of friends, to complex and crowded, like the state of which we are citizens and the organization where we work. Coming to a new company, we are forced to accept the rules and regulations, as well as the culture that exists in it, and in addition, to obey and fulfill the requirements and instructions of our immediate boss and senior management. In such a situation, we, of course, are not at all indifferent to what kind of person will be our boss, who will lead us. And not just lead, but also effectively lead. G. Selye wrote in his work: “The choice of a place of work must begin with the choice of a leader.” Indeed, very often the reason for the dismissal of an employee is