How groups work in an organization. Management in the organization - management of groups. The concept of a group. Formal and informal groups

The main object of study in management are planned, consciously created organizations - formal organizations. Often the final step in the formation of such organizations is their state registration.

Formal registration is:

A means, a tool for achieving the goals of the organization and its participants, meeting their needs;

An environment where members of a formal organization interact.

Group - ϶ᴛᴏ two or more interacting and mutually influencing personalities.

The organization includes various groups. The organization has a complex structure, which includes a number of divisions. Their collectives 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 specifically formed by management through an organizational process. Its purpose is usually to perform a specific job.

The main types of formal groups are:

1. The leader's group, including the leader and his direct subordinates.

2. Working (target group). It also has a leader, but the members of the group have more opportunities in determining approaches to solving the problem. This allows group members to satisfy the need of higher levels.

3. Committees - groups to which powers have been delegated to solve a specific problem. Committees make decisions collectively.

Informal groups - spontaneously arising in the process of functioning of the organization of a group of people who regularly interact with each other.

Informal organization - ϶ᴛᴏ a set of interacting informal groups.

Formal and informal groups are coevals of the organization. At the same time, only formal groups were initially studied.

The starting point for the study of informal groups was 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. Interest in its holding, novelty of conditions, increased and even excessive 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. Giving them more freedom in decision-making led to the realization of social responsibility for the results of their activities.

In the course of the experiments, it was planned to give an assessment, to determine the threshold values ​​of traditional efficiency growth factors taken into account when organizing motivation - working conditions and organization, forms and amounts of payment, types and forms of additional remuneration. In reality, during the experiment, there were changes in interpersonal relations, informal groups arose. In these groups, members of the organization satisfied their needs for belonging (experiment participants), getting help (from management, experiment organizers), communication (with participants, experiment organizers, leaders of the organization), protection.

The basic characteristics of informal organizations include:

1. Implementation of informal control through the establishment and maintenance of norms of communication, behavior, the use of measures, sanctions.

2. Attitude towards 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, possible loss of jobs;

b) inadequate assessment of the consequences of changes, underestimation of one's own adaptive abilities, overestimated ideas about the requirements.

3. The presence of informal leaders who differ from the leader primarily in the mechanism for their appointment. At the same time, the leader (formal leader) and the informal leader have much in common in terms of the means of influencing the group, organization.

The nomination of an informal leader is determined primarily by the degree of correspondence between the value systems of the group and the leader, as well as the leader's help in achieving the goals of the group, its preservation and strengthening.

The management of an informal organization is carried out along the following chain:

Creation of a formal organization, including the definition of the value system of the members of the organization, the goals and activities of the organization necessary to achieve its goals;

Solving specific tasks that ensure the achievement of goals;

Interaction between performers in the process of solving problems;

Formation of a communication environment for performers that affects the performance of tasks, the achievement of the goal of the organization;

The impact of the communication environment, as well as the goals of the 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 goals of a formal organization;

The emergence of an informal group leader, reflecting the value system of group members, ensuring the achievement of the group's goals (preservation and strengthening of the group, protection of its members);

Possible negative impact of informal groups on the achievement of the goals of formal organizations. It may be resistance to change. This is also facilitated by the lack or unreliability of information, rumors about possible negative consequences of the changes (loss of a job, demand for an increase in the level of qualification requirements, a decrease in earnings, etc.). It is clear that under 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 taking into account their impact on the informal group and the influence of this group on the formal organization, its goals;

Involve informal group members in decision making;

Promptly disseminate accurate information.

The main form of work of a formal group is the general meeting, where decisions are made.

The effectiveness of the groups' activities is determined by a number of factors.

1. The optimal size of the group, taking into account the characteristics of the organization. When a group is large, it is divided into subgroups.

2. Composition of the group. With limited time to solve the problem, using the voting procedure for decision-making, it is advisable to have a homogeneous composition (for example, from representatives of the same specialty). For an expert evaluation 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: the attitude towards the management of the organization and the presentation of objective information; the importance of belonging to an organization and collective work; attitude towards innovation; protection against threats from the external environment.

4. Cohesion of the group, harmonization of its goals 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, the suppression by individual members of the group of their views in order not to fall out of the group. Unity can grow into unity. 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 signs (position title, cabinet size, etc.); an experience; general erudition; professional training.

7. The roles of the members of the group, including the target ones (selection of tasks, distribution of resources and maintenance of the life of the groups).

Group management in an organization - concept and types. Classification and features of the category "Management of groups in an organization" 2017, 2018.

It is necessary to understand well the features of the emergence and development of and. The modern manager must understand the importance of the existence of informal groups. He should strive to ensure close interaction between formal and informal organizations, since informal organizations interact dynamically with formal organizations, influence the quality of work performance and people's attitudes towards work and superiors.

Problems associated with informal organizations include inefficiency, the spread of false rumors, and a tendency to resist change. Potential benefits include greater commitment to the organization, a high spirit of teamwork. Higher ones are observed in cases where group norms exceed the officially established ones. In order to cope with the potential problems and capture the potential benefits of the informal organization, management must recognize and work with the informal organization, listen to opinions of informal leaders and group members, consider the effectiveness of informal organization decisions, allow informal groups to participate in decision making, and quell rumors by promptly providing official information.

Knowing group dynamics well, management will be able to effectively manage formal groups, conduct effective meetings, and wisely use structures such as committees in the activities of their enterprise.

The management mechanism can be represented as a certain set of rules that the head of the organization must adhere to.

Basic rules for managing informal groups:

1. Recognize the existence of an informal organization.

One of the biggest and most common difficulties that hinders the effective management of informal groups and organizations is the initially low opinion of their leaders. It used to be assumed that in order to cope with an informal organization, you just need to destroy it. However, there is now an established view that an informal organization can help a formal organization achieve its goals. And its destruction may entail the destruction of the formal organization. Therefore, management should recognize the informal organization, work with it and not threaten its existence.

2. To study the factors affecting the effectiveness of the functioning of informal groups:

Group size. One of the modern scientists Keith Davis believes that the preferred number of group members is 5 people. These groups make more accurate decisions than those outside this size. In smaller groups, members are concerned that their personal responsibility for decisions is too obvious. On the other hand, in larger groups, members may find it difficult to express their opinions in front of others. In general, as the size of a group increases, communication between its members becomes more difficult, and it becomes more difficult to reach agreement on issues related to the activities of the group and the fulfillment of its tasks.

Group members. Here, composition means degree of similarity of personalities and points of view the approaches they take in solving problems. If the group consists of dissimilar personalities, then this promises greater efficiency than if the members of the group had similar points of view.

Group norms. The norms adopted by the group have a strong influence on the behavior of the individual and on the direction in which the group will work: to achieve the goals of the organization or to resist them.

Group cohesion is a measure of the attraction of group members to each other and to the group. A cohesive group is a group whose members are strongly attracted to each other and consider themselves similar. Since a cohesive group works well in a team, a high level of cohesion can increase the effectiveness of the whole, if the goals of one and the other are consistent with each other. They have less misunderstandings, tensions, hostility and distrust, and their productivity is higher than in non-cohesive groups.

Conflict. It was previously mentioned that differences of opinion usually lead to more efficient group work. However, it also increases the likelihood of conflict. While an active exchange of opinions is beneficial, it can also lead to intra-group disputes and other manifestations of open conflict, which are always harmful.

Status of group members. Members of a group whose status is sufficiently high are able to exert more influence on the decisions of the group than members of a group with a low status. However, this does not always lead to increased efficiency.

Functional role of group members. There are two types of role orientation to create a well-functioning group. Target roles are distributed in such a way as to be able to select group tasks and perform them. Supporting roles imply behavior that contributes to the revitalization of the life and activities of the group.

3. Develop and put into practice methods of managing informal groups in order to use their potential benefits and reduce negative impacts.

Methods for managing informal groups

The manager of the organization in the management of informal groups in the process of functioning of the organization can apply various methods of influence.

Methods for managing informal groups:

1. Consultations with groups

Group discussions also contribute to strengthening cooperation in other respects. First, they enable the group and its members to take some of the credit for making the decision—an intangible value that sometimes matters a lot. Secondly, they satisfy the desire of the group and its leaders to obtain a certain status. Third, consultations often improve mutual understanding between the group and the top management of the organization.

2. Teaching and suggestion

Organizations should try to convince their people that whatever contributes to the goals of the organization will best promote the goals of the individual, even if this is not obvious in specific cases. By throwing parties and sporting events, an organization may try to create a sense of belonging among its employees. one big family". Some institutions try to inform all their employees about all important decisions and what is behind them. Usually, this technique gives the person the feeling that he is part of the organization and that her successes are his successes.

3. Ensuring the loyalty of senior employees

After the administration has achieved the loyalty of its leadership team, it becomes the defender of the organization's point of view in front of its teams. A leading worker cannot be completely immune to the positions and demands of subordinate employees. His human propensity to be at one with his subordinates can only be counterbalanced by the prospect of greater satisfaction as compensation for identifying with those in a higher position.

4. Replacement of the “middle manager”

If it was not possible to achieve the loyalty of the head of the unit, then the institution can replace him. However, this method has its limits. If he has been able to retain the loyalty of the former leader, he may well be able to win the loyalty of the new one. The manager, who was not previously familiar with the work, is forced to rely heavily on the professional advice of his subordinates. He is under the same pressure from the organization and groups as his predecessor. He communicates with subordinates every day, whom he eventually begins to respect. It is hardly possible that so many influences do not affect his attitude.

5. Transfer of employees to another place of work

A promising mechanism for strengthening the loyalty of members of the organization and strengthening their self-identification with the organization as a whole is the practice of frequent transfers of employees from department to department. Such a practice, if strictly and judiciously followed, is likely to result in a significant number of people with a wide variety of experiences in the organization, which contributes to self-identification with larger structural units - although there is no reason to believe that such a practice will completely destroy the loyalty of workers to informal groups. Such individuals, who identify broadly with the organization, are called upon to become a kind of missionary corps of the organization and serve as a counterbalance to the divisive forces of identification with a narrow group.

6. Placement of cabinets

Another mechanism of influence is the correct distribution of cabinets. It has already been noted that employees meet and establish informal relationships with those who work alongside them more often than with those who work remotely. Therefore, the formation of a real leadership apparatus of a department or department can be facilitated by placing managers in one place or on one floor.

7. Recognition of natural leaders

The decisive administrative mechanism for controlling group behavior is the identification and management of natural leaders. Every leader should know who is the leader in each informal group and work with him, encouraging those who do not interfere, but contribute to the achievement of the organization's goals. When the informal leader opposes his employer, his widespread influence can undermine the motivation and job satisfaction of the employees of the formal organization.

8. Information exchange in the organization

The process of information exchange in organizations can be conditionally divided into two categories: formal and informal communication.

The system of informal transmission of information is both necessary, inevitable and sometimes annoying. It often enables an organization to gain information and adapt to changing conditions more quickly than through a formal procedure, it also disrupts formal power relationships and makes coordination difficult. Quite often, informally transmitted information is distorted and incorrect, since it is not subject to official control.

The flexible use of a developed system of formal and, most importantly, informal transmission of information enables the organization to perform its tasks quickly and efficiently. At the same time, employees can achieve completeness of understanding, and the management of the organization to achieve greater influence on informal groups, which would not be possible if there was only a formal system.

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Group management

1. The concept of a group. Formal and informal groups

A group is two or more persons who interact with each other in such a way that each person influences the others and at the same time is influenced by other persons.

Groups created by the will of management to organize the production process are called formal groups.

The formal group appears in the process of division of labor in the organization. It interacts within its divisions, has its own goals, objectives and powers.

There are formal and informal groups.

A formal group is a group of people specially formed by management (that is, as a result of an organizational process).

Formal groups arise during structuring, as discussed in detail in the section on the organizational process.

Main types of formal groups:

Ш Group of the head - the head and his subordinates.

Ø Working group or task force. Such a group also has a leader, but its members have broader powers to solve the task.

Ш Committees. These are groups that have been delegated authority to solve a specific problem. Members of such a group make decisions collectively.

Factors affecting the effectiveness of small formal groups: size, composition, group norms, cohesion, degree of conflict, status and functional roles of group members. The most effective group is one whose size corresponds to its tasks, which includes people with dissimilar character traits, whose norms contribute to the achievement of the goals of the organization and the creation of a team spirit, where there is a healthy level of conflict, good performance in both goal and support roles, and where high-status group members do not dominate.

2. Informal groups

Informal groups - spontaneously arising in the process of functioning of a group of people who regularly interact with each other.

The purpose of creation: social interaction, allowing to satisfy individual socio-psychological needs.

Reason for creation : the presence of unsatisfied socio-psychological needs.

The main characteristics of informal organizations that are directly related to management are:

b Social control. Establishment and strengthening of norms, group standards of acceptable and unacceptable behavior alienation

b Resistance to change. Fear of change. People react not to what is happening, but to what is happening according to their imagination.

l Presence of an informal leader. The formal leader is appointed from above. Informal leader - recognized by the members of the group.

b When personal goals and needs are met, the informal organization breaks up or is updated. The process of decay and renewal is constant.

3. Management of informal organizations

Informal organizations interact dynamically with formal ones. George Homans, the group research theorist, was the first to pay attention to this.

The J. Homans model looks like this:

In the process of performing tasks, people enter into interactions that contribute to the emergence of feelings (positive and negative emotions towards each other and superiors. These emotions affect how people will carry out their activities and interact in the future).

Problems associated with informal organizations include inefficiency, the spread of false rumors, and a tendency to resist change.

Potential benefits: greater commitment to the organization, high team spirit, etc.

In order to cope with the potential problems and capture the potential benefits of the informal organization, management must recognize and work with the informal organization, listen to the views of informal leaders and group members, consider the effectiveness of informal organizations' decisions, allow informal groups to participate in decision making, and quell rumors through prompt representation. official information.

The motivational factor for people to join informal groups and organizations is the desire and ability to satisfy their secondary needs, in particular, a sense of belonging, mutual assistance, etc.

Industrial joint activity in a formal organization is an objective factor in the social interaction of people and the creation of informal groups and organizations.

E. Mayo was the first to experiment with informal groups. As a result of a series of psychological experiments on volunteers, which aroused great interest and were supported by a group of well-known firms, interesting results were obtained and a new quality of communication was studied. In addition, new forms of control over performers were identified, taking into account their belonging to one or another informal group that exists within the framework of formal groups.

The main characteristics of an informal group:

Ш Implementation of informal control through the norms of communication, behavior, the use of measures, sanctions.

Ш Attitude to change (resistance to them, inadequate assessment of consequences, overestimation of requirements).

Ш Presence of informal leaders.

The informal structure of the organization arises and develops spontaneously. Strengthening it increases as workers communicate with each other. The emotional intensity of informal relationships often reaches such a level that they become much more significant for people than relationships based on official instructions.

A wide variety of informal structures are formed in labor collectives. The most frequent cases of the formation of informal groups of two, three and four people. Larger stable structures are much less common.

The most common informal structure is a dyad, which is a system that unites 2-3 people based on conjunctive connections: friends, partners, colleagues, as well as people where one plays the role of a leader and the other is a follower. In addition, the dyad can act as a structure where two antagonists act. Such a system operates on the basis of the mechanism of mutual repulsion, its elements, i.e. people cling together like two opposite poles of a magnet.

The informal structure is characterized by the presence of a leader in each formed group. From the point of view of social psychology, leadership is the core problem of the informal behavior of people in society.

Leadership in small groups stems from the psychological tendencies of the group to form around a certain socio-psychological core. Such in informal groups is an informal leader. He takes on this function due to the fact that he is somehow superior to the rest of the group. Surveys of managers show that specific categories can be distinguished among employees:

q attractive;

q ambitious;

q "hard worker";

q irresponsible;

q upstarts;

q pets;

q "scapegoats";

q "white crows";

q "jack of all trades"

q toadies;

q quarrelsome.

In working groups of 10-15 people, several informal structures are formed with their leaders, performers, and followers. Under favorable conditions, i.e. when all employees are involved in solving the tasks facing the team and, most importantly, when the formal leader is authoritative (i.e., his leadership is not only formal, but also recognized by informal structures), informal structures combine their efforts in the direction of fulfilling company-wide tasks. In conditions of “calm” (i.e., when a period of relatively calm and routine work begins in the organization), or when the behavior of a formal leader does not correspond to what other employees of the unit entrusted to him expect from him, tension and interpersonal friction arise. If there are 3-4 informal structures in the subdivision, then these frictions are smoothed out and conflict may not arise. If the unit breaks up into two structures, which takes place in working groups of 7-8 people, and the head is not authoritative, then things can come to a conflict.

Ø give an objective assessment of the activities of the informal group;

ø take into account her suggestions;

Ø make decisions taking into account the impact on the members of the informal group and the influence of this group on the goals and functions of the organization;

Ø involve the leaders of the informal group in decision-making;

disseminate accurate information promptly.

group formal Homans conflict

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LECTURE #11

1. Groups in the organization and their types

Every organization has a complex intertwining of formal and informal groups. They have a strong impact on the quality of activities and the effectiveness of the organization. The manager must be able to interact with them. A group is two or more people who interact with each other to complete tasks, achieve a common goal. At the same time, each person influences others, and is himself under their influence.

Formal groups are created by the management of the organization to perform specific tasks, to achieve certain goals. They are part of the formal structure of the organization. A formal organization is understood as a planned system of joint efforts, in which each participant has his own, clearly defined role, tasks, and responsibilities. They are distributed among the participants in the name of achieving the goals of the organization. There are three main types of formal groups: vertical, horizontal and ad hoc task forces.

A vertical group is created by a manager and his subordinates with a formal chain of command. This group is sometimes referred to as the functional group, leader group, or command group. It includes 3, 4 levels of hierarchy in the functional unit. For example, team groups will be departments: product quality control, human resource development, financial analysis, etc. Each of them is created to achieve certain goals by combining the efforts of the people in the group and their interaction.

A horizontal group is created from employees who are at the same hierarchical level of the organization, but work in different functional areas. Such a group is formed from employees of several departments. They are given a specific task, and when this task is solved, the group can be disbanded. There are two main types of horizontal groups: a working or task force and a committee.

A working group is sometimes called a cross-functional. It can be used to create a new product in a manufacturing organization or write a textbook at a university. An example of such groups are quality circles or groups in matrix management structures working on the implementation of a new project. Working groups also have a leader, but they differ from command groups in that they have more independence and the ability to solve their problems.

A committee is a group within an organization that has been delegated authority to carry out a task. Sometimes it is called a council, commission, team, task force. This form involves group decision making. There are two main types of committees: ad hoc and permanent.

An ad hoc committee is a temporary group formed for a specific purpose.

A standing committee is a group within an organization that has a specific goal, constantly emerging tasks. Most often, they advise the organization on important issues, such as the Board of Directors of the company, the audit commission, commissions for reviewing wages, reviewing complaints, reducing costs, etc. The committee has either staff or line powers.

Special task forces are created outside the formal organizational structure to develop a project of particular importance, complexity, risk, or involving the implementation of the creative potential of the performers. These groups have a lot of freedom of action.

An example of such groups are the so-called venture teams.

Within the framework of a formal organization created by management, an informal organization arises. This is due to the fact that people interact in groups and between groups not only according to the instructions of the leadership. They communicate during meetings, lunch, corporate holidays, after work. From such social interaction, many friendly, informal groups are born. Their unity forms an informal organization.

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From the author's book

Small Group Meetings Matter Many of your presentations and speeches will be in front of small groups of people, or even one or two representatives of a company. You also need to prepare for such meetings.

In the course of the interaction of employees in the group and the performance of mandatory and auxiliary functions, the group generates an ideology that affects the attitudes and actions of its members and their degree of satisfaction.

Cohesion will increase if the group has a strong ideology and individual members strongly identify with the group. In this case, group norms or unwritten rules will develop that determine what behavior is acceptable and what is not. However, the cohesiveness of the group can lead to both positive and negative results. The environment of the group can weaken common sense.

Being "one of us" is not always helpful in the management cycle. A healthy spirit of independence, even dissent, can lead to better decisions. Teamwork is good, but only to the extent that it has flexibility and independence of judgment. These qualities do not necessarily conflict with team membership, they do if the group places too much emphasis on cohesion.

The reference group consists of people with whom the person identifies. This means that he accepts the group's norms, and if there is any difficulty about what to do or say, he refers to these norms or to other members of the group before acting. Most people in an organization belong to some reference group, and this can significantly influence the way they behave.

The reference group also influences the behavior of the individual. This can be done through overt pressure or through more subtle processes. Acceptance of group norms usually occurs in two stages - agreement and assimilation. Initially, a member of the group agrees with its norms so as not to be rejected by the group, although outside of it he may behave differently. Pressure on a group member can cause problems if:

• - the personal goals of its member are incompatible with the goals of the group;
• - membership in the group does not cause a feeling of pride;
• - a member of the group is not fully included in it.

There are four stages of group development:

• - formation when there is anxiety, dependence on the leader, an attempt to find out the nature of the situation, tasks and acceptability of behavior;
• - confusion when there is conflict, emotional resistance to the requirements of the task, resistance to control and even defiance of the leader;
• - setting norms, when group cohesion grows, norms are defined, there is an open exchange of opinions, mutual support and cooperation increase, and the group acquires identity;
• - efficiency, when interpersonal problems are solved, roles become flexible and functional, constructive attempts are made to complete the task and there is energy for effective work.

People will identify with their groups if they are like other members, approve of the goals and work of the group, and want to be associated with the group's position in the organization. The identification will be more complete if the group is in a good position.

A team is a small number of people with complementary skills committed to common goals, practices and approaches for which they are accountable to each other.

Teams are the basic unit of effectiveness for most organizations. They combine the skills, experience and intuition of several people.

Teamwork applies to the entire organization as it does to a specific team. It implies the existence of a set of values ​​that encourage people to listen to and respond to another's point of view, to be collaborative, to trust unless proven otherwise, to support those in need, and to recognize the interests and successes of others.

Teams are created and act to solve complex problems.

Teams are superior to workers acting alone or in large organizational groups, especially when solving a problem requires complex skills, judgment and experience.

Teams are flexible and responsive to changing events and requirements. They can adapt their approach to new information and tasks faster, more accurately, and more efficiently than workers trapped in a network of large organizational clusters.

High-performing teams spend a lot of time and effort researching, formulating, and agreeing on goals—general and individual. They are characterized by a deep sense of commitment to their growth and success. The description is somewhat idealized. Commands don't always work like this. They may be unable to function effectively in the following cases:

• 1. The atmosphere can be tense and overly formal.
• 2. Either there are too many pointless discussions, or discussions are suppressed by dominant team members.
• 3. Team members don't really understand what they are doing, what goals they are expected to achieve, and what standards they are expected to meet.
• 4. People don't listen to each other.
• 5. Disagreements happen all the time, and they are often about personalities and differences of opinion, rather than meaningful discussion of alternative points of view.
• 6. Not all members of the group participate in decision making.
• 7. There are grounds for overt personal attacks or covert personal hostility.
• 8. People don't feel free to express their opinions.
• 9. Individual team members leave the game, leaving others to do the work for them.
• 10. Group members are not flexible enough - people tend to use a limited set of skills or specific tasks, and there is little generalized skill.
• 11. Team leader dominates; more attention is paid to the one who takes control, and not to the one who does the work. The team is guided by its own norms and standards, which may not be consistent with the norms and standards of the organization.

There are the following types of roles played by team members:

• - the chairman who manages the activities of the team;
• - a developer who precisely defines the methods that the team should use in their work;
• - an organizer who translates proposals into practical working procedures;
• - "factory of ideas" - the one who creates ideas and strategies;
• - a researcher who investigates the availability of external resources, ideas and developments;
• - an evaluator who analyzes problems and evaluates ideas;
• - an executor who provides team members with support, improves communication in the team and contributes to the development of team spirit;
• - "bringing things to the end" - the one who keeps the team a sense of timing.