The social situation in the team. Questionnaire of employees of the organization. LED strip lighting

Socio-psychological climate in the team, i.e. the relationship of employees, has a significant impact on labor efficiency, on the attitude of employees to the organization, their immediate responsibilities and management. The ability to create a favorable atmosphere and good mood in the team of subordinates is one of the primary tasks of every leader. If there is no social tension in the team, the relations of employees are friendly and comradely, in such an environment, the adaptation of new employees is much faster and easier.

Due to the absence of social tension among the personnel of the organization, the ability to work, activity, and the well-being of employees improve. Distinctive features favorable conditions in society are:

• demanding attitude of employees to each other with established trusting relationships;
• objective criticism regarding business qualities;
• free designation of one's position regarding certain issues discussed in the team;
• a high level of awareness about the goals of the functioning of the organization and the progress of the implementation of certain production tasks;
• loyalty to the enterprise, management and staff;
• each employee in the team is ready to bear responsibility for the results of the work of the entire group;
• willingness to help and support each member of the team.

At the same time, the psychological situation in the group depends on various factors. These are interpersonal and intergroup relations, which are determined by both horizontal and vertical connections. To ensure a favorable psychological climate, the management of the entire enterprise and each department needs to competently interact with subordinates, receiving feedback, as well as to control the relationship between colleagues of the same level.

In order to create a favorable psychological climate in the team, it is necessary to constantly regulate and adjust managerial methods and means, taking into account specific circumstances and conditions. It is necessary to correctly distinguish between duties and rights of employees.

Methods for assessing the emotional situation in the team

Quickly, efficiently and easily determines the psychological climate in the test team. One of the options for such a test can be the formation of a special table, where pairs of words are written that have the opposite meaning. Each employee is invited to choose the most appropriate option for assessing the psychological situation in the organization. As a result, on the basis of individual responses, a general assessment is formed that characterizes the emotional situation.

Another method could be a questionnaire on the psychological climate in the team. Then each employee needs to answer a few questions. Summing up the general results will allow us to give a correct assessment of the psychological situation in the team.

Creating a favorable psychological climate in the team

At the moment, quite a lot of different strategies have been developed to create a favorable psychological climate in the organization. Most of them involve the use of the following tools:

• Formation of the enterprise team, taking into account the psychological compatibility of employees. At the same time, it is desirable to unite in one group of workers with different types behavior. Thus, for effective and efficient work in a group, one should combine waiting for instructions and initiative workers.
• Competent selection of heads of departments, their timely training, certification activities.
• The necessary ratio of managers and subordinates (for one leader from 5 to 7 subordinates).
• Timely selection of employees for vacancies, as well as the absence of an overabundance of personnel. This fact due to the fact that an overabundance, as well as an insufficient number of employees, leads to an unstable psychological situation in the team. In such situations, conflict situations may arise, as this leads to uneven workloads.
• Supporting and trusting experienced and active employees who are and are respected among other team members.
• Prevention and timely resolution of conflict situations.
• Formation of the main components of the socio-psychological climate - behavioral norms, group values, expectations, etc.

An important tool for creating a favorable psychological environment in the team is the organization of events such as business games, trainings, etc.

Methods for creating a favorable psychological climate in the team

The most common socio-psychological methods of creating a favorable climate in the team are trainings, art therapy and methods of body psychotherapy.

Trainings involve the use of a learning model, setting goals, and also provide an opportunity to measure and evaluate the behavior of staff. It can be trainings combined into groups. They allow you to train staff in career planning, decision-making, the development of skills to cope with excitement and anxiety, and improve communication skills with colleagues.

Art therapy is based on reflecting the internal state of employees with the help of visual images. It can be drawing, sculpting sculptures and the like. The works obtained in this way serve to determine the level of the aggressive and negative state, and allow preventing and resolving conflicts.

Methods of body psychotherapy are based on the relationship of physiological and mental processes (i.e. postures, movements and gestures reflect the characteristics of the individual). Some enterprises have organized special rooms for psychological relief, allowing you to get rid of negative emotions.

Along with the above, there are other methods that allow you to create a favorable psychological environment. For this purpose, many enterprises use the services of psychologists, both full-time and temporarily involved.

Psychology considers the personality from the inside and in relation to the surrounding space. The psychological climate in the team is the environment under the influence of which a person stays for a long time. The concept includes mood, attitudes, methods of interaction within the group: work colleagues, social interest group, home atmosphere. Each micro-society influences the inner mood of the individual, shaping it psychological condition.

Each person, being in interaction with others, forms an objective and subjective reflection of the situation. The objective is the understanding of social ties: the tasks of each member, the measure of responsibility, the hierarchy. The psychological climate is a subjective assessment, which is influenced by:

• style of interaction of group members;
• attitude to the tasks set, methods for achieving goals;
• the complexity of the work performed;
• the emotional state of the participants;
• psychological compatibility of group members;
• traditions, occasions, common opinions.

Psychologists distinguish two components of the concept:

• socio-psychological climate. Interpersonal relationships at work, its complexity, the system of rewards and punishments;
• moral and psychological climate: consistency of moral norms, attitudes, unity of the group, as well as options for informal communication and relationships in the team.

The combination of points determines the overall psychological climate and its impact on group members. It consists of subjective assessments, it can be influenced, changed, improved.

Formation of a favorable climate

Favorable moral and psychological climate - achievement of common goals. The better the relationship, the more pleasant it is to come to work every day, complete your tasks, just spend time together.

Characteristic features of the mood of the team

The socio-psychological climate depends on each member, its type nervous system habits, attitudes. The more people in the group who are ready to help, smiling, friendly, responsible, the more pleasant the atmosphere. A small percentage is always present, but the higher it is, the more difficult it becomes to work together.

A good relationship is also called a healthy environment. It affects:

• labor productivity;
• success in achieving common goals;
• security;
• performance of each member of the group.

Factors that determine the socio-psychological climate of the organization

There are two groups of factors:

• personal;
• general (collective).

Personal

The degree of personal satisfaction with the position within the organization depends on the internal state of the employee. It's not just work moments.

Satisfaction with the tasks

Some need a frequent change of activity, complex, intensive, multitasking work. Others prefer monotony, they are assiduous, they can scrupulously work out one task for a long time. The coincidence of the type of personality and the goals set for it increases the enthusiasm of the worker, improves mood. And the psychological climate depends on the internal state of its members.

Growth opportunity

The system of rewards for good work, as well as the adequacy of punishment for unfulfilled tasks, affects the employee's attitude to work. It is rare that someone will refuse the bonus, will not accept the gratitude of the authorities and employees for the brilliantly done work. Timely, hassle-free vacations, the ability to take days without maintenance in case of force majeure, the ability to learn new skills in courses are components of a healthy psychological climate in the team.

Comfort in the workplace

Someone prefers to always be in the spotlight, while others vitally need personal space, a separate area or office, silence. If these needs are taken into account, the employee works much more efficiently. Equipment with the necessary items also matters: from stationery to modern technology, special devices. Temperature, humidity, noise levels - one way or another, all this affects the mood of workers. The faster the needs associated with the workplace are satisfied, the more pleasant it is for the employee to perform his duties on a daily basis, improving the quality of the overall psychological climate.

Free time conditions

These include adherence to the schedule, the absence of extra working hours or decent overtime pay. If an employee can make plans without fear of being forced to stay late, he develops a favorable attitude towards the organization, management and colleagues. Respect for the right to personal time also plays a role in the socio-psychological climate (SPC) of the team.

Family situation

The negative not only “comes” home with a person from work, but also “does” this way in the opposite direction. An unfavorable psychological climate at home, the lack of the opportunity to relax, be with the family are factors that reduce mood and performance. The employee subconsciously transfers the blame for dissatisfaction with his personal life to colleagues and behaves towards them accordingly. The level of comfortable psychological climate in the organization is decreasing. It is difficult to influence this factor. Changes depend on the circumstances and mood of the employee. It is in the power of colleagues, bosses to support him, not to leave him alone, to be able to find Right words to motivate to work.

General

General factors that determine the psychological climate in the team are related to the working environment, ways of interaction, and the characters of the group members.

Compatibility of employees of the organization

Determined by personal relationships. The more common points of contact for people involved in one thing, the more successful the result will be. Compatibility is, in other words, the similarity of views, attitudes, characters. In a large organization, it is not necessary that all employees be the same. For a healthy climate, a coincidence of manners within an office or work area is sufficient. Compatible colleagues support each other, are always ready to compromise, they can work quickly, smoothly. Goals are achieved more efficiently, the result looks better.

Harmony

Determined by relationships at the level of tasks. A well-coordinated friendly team performs any task as a conveyor: one operation after another, in accordance with a strict order, without going beyond the deadlines. The main role here is played by the competence in business matters of all members of the group, the socio-psychological climate feels this subtly. A healthy atmosphere will only be where no one lets others down.

Cohesion

Determined by four principles:

• attitude towards the leader;
• confidence;
• recognition of personal contribution to the common cause;
• duration of collaboration.

From this point of view, the psychological climate depends on the personal qualities of each participant. The level of emotional empathy, the ability to stand up for a common cause, interest, warmth, openness. The more honest, cultured, open extroverts in the team, the fewer problems with the socio-psychological climate. The predominance of envious, touchy introverts with weakened self-esteem, heightened self-esteem makes the SEC unfavorable.

The nature of communications

Group members, one way or another, have to interact verbally, that is, with the help of speech. The word is a weapon, medicine and support, but only in the hands of a skilled user. The art of owning a word can be learned on the advice of a psychologist-hypnologist Nikita Valerievich Baturin. It helps to establish relationships with others, teaches techniques for developing a harmonious personality.

The basis of successful communication for the concept of socio-psychological climate are:

• sociability;
• adequate appraisal;
• the ability to express one's opinion without hurting the feelings of others;
• knowledge of the basics of constructive criticism;
• the ability to feel the mood of the interlocutor.

It is not necessary that all team members have master-level communication skills. A few leaders are enough (their number depends on the size of the group). The rest is required at a minimum - to remain in contact. It happens that a quiet, modest, silent employee understands leaders so well that he performs assigned tasks better than others. By this he saves the team, becoming an integral part of it, despite external detachment.

If you need to get out of your comfort zone and learn to be more sociable to improve your psychological climate, advice can help. on this channel. Humility is not always a character trait. Often, it hides communication problems that are easy to eliminate through simple exercises and a few sessions with a hypnologist-psychologist.

Creating a favorable psychological climate in the team

The role of the moral and psychological climate in the team is invaluable. Western countries realized this more than 100 years ago, introducing recruitment techniques, developing ways to rally an existing team. In the conditions of our country, it is difficult to achieve a healthy environment by selecting compatible employees. The group is selected solely on skills related to job responsibilities. Rarely pays attention to psychological compatibility, temperament, character traits.

Even with this approach, it is possible to improve the psychological climate of the team. To do this, a lot of techniques, techniques, methods have been developed, aimed both at working with the group and at correcting the behavior of individual members.

Working with a group

Includes the following aspects:

• Formation of a team based on the compatibility of its members. For some organizations, it may be enough to change the places of employees in order to improve the quality of work.

Example: in a network of jewelry stores, several outlets did not fulfill the plan. The HR manager conducted an investigation, finding out that some salespeople were in a confrontation with the rest of the team. After learning the needs of each salesperson, the HR department switched employees. A month later, all points made a plan.

• Setting goals for the team. Usually this is a plan, production rate, quality improvement. A common goal for group members unites, concentrates on the task, identifying those who worsen the condition

Example. The management of a small souvenir manufacturing company paid special attention to the goals and objectives. In the process of achieving it, it turned out that several positions are not involved in achieving the goal, which means they are not needed. Due to the weak involvement in the case, these employees influenced the morale of the team. The reduction led to an increase in labor productivity, an improvement in the moral and psychological climate in the team.

• Showing special attention to the convenience of workplaces. It may be in the power of management to take some measures to increase the comfort and interest of employees in activities. The psychological climate of the organization depends on the convenience of the workplace, where a person comes to work every day.

Example: in order to interest employees, the management at its own expense sent them to advanced training courses. They were so inspired by the trip and the knowledge gained that within a month they increased the productivity of the entire organization.

Individual work with team members

This stage includes the following aspects:

• determination of requirements for each employee, his scope of duties, personal goals;
• censure of colleagues who weave intrigues, spread gossip, undermining the moral and psychological climate of the organization. Encountering such a reaction, most often people of a similar warehouse refuse this behavior or quit, feeling too tight within;
• identification of adequate, positive, kind, honest employees with authority. Through them, you can influence the rest of the team to improve the psychological climate.

Well-coordinated work and a favorable moral and psychological climate in the team is an achievable task. An organization where there is no turnover of staff, and where employees work together for many years, is similar to a family in internal interactions. Disagreements, misunderstandings, different points of view on solving a problem are the norm. The main thing is that this does not become the basis of the team. The more nervous situations, secrecy in the organization, the lower the level of the socio-psychological climate in the team.

If nothing is done, the confrontation of employees will lead to a decrease in working capacity, lack of goals, motivation, unwillingness to work. As practice shows, most often the most active, benevolent and successful employees leave the team in search of a more favorable atmosphere.

In order not to lose valuable personnel, management must notice problems in time and take them seriously. The socio-psychological climate is a phenomenon that can be corrected. Team-building - a term that came to us from the West, means one of the effective means of improving the SEC. It includes joint trainings, recreation, performances in front of the management team, and other activities.

A close-knit team, whose members are satisfied with their relationships with colleagues, working conditions, rest, experiences real pleasure from daily meetings and joint activities. Each employee is a valuable person included in the concept of the socio-psychological climate. The more attentive and adequate the management, the less problems usually happen in the field of employee relations.

Plan:

Introduction

Chapter 1. Theoretical foundations for the formation of a favorable moral and psychological climate of the team

1 The essence of the moral and psychological climate

2 Factors affecting the moral and psychological climate in the team

3 Measures to regulate the moral and psychological climate in the team

Chapter 2

1 General characteristics of MDOU No. 58 of a compensating type

2 Assessment of the moral and psychological climate of MDOU No. 58 of a compensating type

3 Measures to improve the moral and psychological climate in the team

Bibliography

Introduction

In the modern conditions of the scientific and technological revolution, interest in the formation of a favorable moral and psychological climate in the team is constantly growing.

Society is a complex, multi-level, integral and constantly evolving system. An integral attribute of any system, moral, economic, technical, is management that ensures its preservation and development, interaction with the environment to achieve the goals of the system. With the development of production and scientific research in the field of psychology, sociology and management, different approaches to the assessment of management as a specific human management activity.

The research problem is that real life the moral and psychological climate in the team is not always favorable, and often does not correspond to the theoretical basis that was previously developed by many researchers, such as A.S. Makarenko, G.A. Mochenov, V.I. Antonyuk, L.D. Sventitsky, A.D. Glotochkin, O.I. Zotova, E.S. Kuzmin, Yu.A. Sherkovin, M.N. Overnight stay, B.D. Parygin, K.K. Platonov, A.A. Rusalinova, N.S. Mansurov and others.

The relevance of this problem is determined, first of all, by the increased requirements for the level of socio-psychological involvement of people in the team, in their labor activity. The formation of a favorable moral and psychological climate in the team is, first of all, the task of manifesting the psychological and moral potential of both the individual and society as a whole, creating the most complete way of life for people. Improving the moral and psychological climate in the work collective is one of the most important conditions for the struggle to improve the quality of products and increase labor productivity. Also, the moral and psychological climate is an indicator of the level of social development, both of the entire team and of individual workers in particular, capable of more promising production. The level of optimality of the moral and psychological climate in each individual work collective largely determines the overall socio-political and ideological situation in society, as well as in the country as a whole. Relationships in a team are one of the most complex and, at the same time, the most subtle spheres of social activity. This is interaction among themselves in various spheres of human activity, and man is a complex and multifaceted creature, each with his own views, values, moral and psychological foundations.

It can be argued that traditional moral and psychological phenomena (leadership, organization, focus on results, diligence, professionalism, etc.), moral and psychological problems of labor activity are manifested in the team.

The foregoing determines the relevance of the topic of work, its significance for the development of the theory of the psychology of teams and the practice of organization, specific socio-psychological research in labor collectives.

The purpose of the study: to identify factors, assess their impact on the moral and psychological climate of the team of MDOU No. 58 of a compensating type, and develop methods for its regulation.

Research objectives:

determine the essence of the moral and psychological climate and the factors influencing it;

analyze measures to regulate the moral and psychological climate;

develop measures to improve the moral and psychological climate of MDOU No. 58 of a compensating type.

The object of study is the moral and psychological team of MDOU No. 58 of a compensating type.

The subject of the research is the process of formation of the moral and psychological climate in the team.

Research methods: analysis of psychological literature on the research problem, observation, psychological experiment, testing, questioning, survey, analysis of empirical material.

The work consists of two chapters. The first chapter describes the theoretical foundations for the formation of a favorable moral and psychological climate in the team, namely the essence of the moral and psychological climate of the team; factors influencing it; measures to regulate the moral and psychological climate of the team. In the second chapter, an empirical study of the moral and psychological team of MDOU No. 58 of a compensating type is carried out.

Chapter 1. Theoretical foundations for the formation of a favorable moral and psychological climate of the team

.1 The essence of the moral and psychological climate

The moral and psychological climate is a complex phenomenon that consists of the characteristics of a person’s communication in a group, of feelings mutually experienced between people, of opinions and assessments, of a willingness to respond in a certain way to the words and actions of others. As you know, the moral and psychological climate of the team can be both favorable and unfavorable.

Signs of a favorable moral and psychological climate in the team:

trust of team members to each other;

goodwill;

good awareness of each of the team members about the tasks and the state of affairs in their implementation;

free expression of one's own opinion when discussing issues relating to the entire team;

high demands;

Satisfaction with belonging to the firm:

high degree emotional involvement and mutual assistance;

taking responsibility for the state of affairs, both by the team as a whole and by each of its members....

A favorable moral and psychological climate contributes to increasing labor productivity. Good climate is the result of complex educational work with team members, the implementation of a system of measures that form relationships between the leader and subordinates, and is not a simple consequence of the proclaimed mottos and goals of a separate enterprise. The formation and improvement of the moral and psychological climate is a task that is constantly faced by any leader. Creating a favorable climate, like the work of any manager, is not only a science, but also an art, a matter that requires a creative approach, as well as knowledge of its nature and means of regulation, the ability to foresee likely situations in the relationships between team members. The formation of a good moral and psychological climate requires managers to understand the psychology of people, their emotional state, mood, emotional experiences, worries, and group relationships.

The problem of groups into which people unite in the course of their activities is one of the most important issues of social psychology.

For socio-psychological analysis, of particular importance is the question of what criterion should be used to separate groups that arise in human society.

“A group is a certain set of people considered from the point of view of social, industrial, economic, household, professional, age, etc. community. It should immediately be noted that in the social sciences, in principle, there can be a double use of the concept Group ". So, in demographic analysis and in various branches of statistics, conditional groups are meant: arbitrary associations (groupings) of people according to some common ground necessary in this system of analysis. In the whole cycle of social sciences, a group is understood as the formation of people that really exists, and in which people are united according to a common feature or joint activity.

Groups are distinguished: large and small, from two people or more, conditional and real. Real groups are divided into small and large, official and non-official, stable and situational, organized and spontaneous, contact and non-contact. K.K. Platonov called spontaneous groups - "unorganized groups".

Society is made up of groups, groups are made up of people. Societies, groups and individuals are three interconnected contemporary realities. All groups have a specialization. The specialization of the group depends on the needs of its members. For example, a family in industrial city has both genetic and educational functions. Other groups perform other functions. Each individual participates in various groups: members of the football team, educational institutions, family, workforce.

Social Psychology repeatedly made attempts to construct a classification of groups. The American researcher Juwenck singled out several grounds for classifying groups. They differed in terms of: the level of cultural development, the type of structure, functions, tasks, the predominant type of contacts in the group. However, one of the common features of all the distinguished classifications is the forms of group life.

Also in psychology, it is customary to distinguish the so-called large and small groups. A small group is understood as a small group, whose members are united by a common social activity and are in direct personal contact, which is the basis for the emergence of emotional, moral and psychological relations, group norms and group processes.

As for large groups, it is important to emphasize that they are not equally represented in social psychology: some of them have a solid tradition of research in the West, the processes occurring in them are well described in some sections of social psychology, in particular, in the study of methods of influence in situations outside of collective behavior; others, like classes, nations are much less represented in social psychology as an object of study.

Small groups can also be divided into two types:

emerging, groups that are already set by external social requirements, but are not yet fully united by joint activities;

collectives, groups with a higher level of development associated with specific types of social activities.

Groups of the first type can be designated as becoming.

The classification of groups can be visually represented in the form of a diagram presented in the textbook by G.M. Andreeva Social psychology, p. 194":

Figure 1 - Classification of groups

In social psychology, several parameters of a group are traditionally studied: the composition of the group (composition), the structure of the group, the processes taking place in the group, group values, norms, and the system of sanctions. All of these options can be purchased different meaning depending on the approach to the group, which is implemented in the study. The composition of the group, for example, can be described in terms of various indicators, depending on whether, in each particular case, it means, for example, the age professional or social characteristics of the members of the group. Consequently, there is no single recipe for describing the composition of a group, especially in connection with the diversity of real groups. In each specific case, it is necessary to start with which real group is chosen as the object of study.

Most often, the composition of the microgroup, as well as the structure of relations in it, are more complex. So, sometimes in groups you can meet associations, including 4-5 people, united by close friendly ties. However, in practice, in real groups, such associations are extremely rare. Therefore, we can assume that groups - dyads and groups - triads are the most typical microgroups that make up any small group. A careful study of them can provide a lot of useful information for understanding the more complex system of relationships that exists in a small group or team.

There are several signs of group structure:

preference structure;

structure of communications;

power structure.

Until now, unresolved in psychology is the problem of combining the processes occurring in the group and other characteristics of the group. If you choose the path laid down by the original methodological principle, then the group processes, first of all, should include the processes that organize the activities of the group. You should also dwell on questions of the general qualities of the group and the problem of the development of groups.

General qualities of the group:

Integrativity - unity, fusion, commonality of group members with each other.

The moral and psychological climate of the team determines the well-being of each individual, her satisfaction with the team, the comfort of being in it. Each team considers such qualities as:

Reference is a relation of significance that connects a subject with another person or group of persons.

Leadership is one of the mechanisms for integrating group activities, when an individual or part of a social group plays the role of a leader, that is, it unites, directs the actions of the entire group, which expects, accepts and supports its actions.

Intra-group activity is a measure of the activation of the group's constituent personalities.

Intergroup activity - the degree of influence of this group on other groups.

Also important are:

the direction of the team - the social value of the goals and objectives adopted by it, the motivation of the team, value orientations and norms;

the organization of the members of the team - the ability of the team to self-government and other qualities.

From the point of view of social psychology, when studying large social groups, a large number of difficulties may arise. Therefore, there is often a conviction that the analysis of large social groups is not amenable to scientific research. According to Diligensky G.G., the study of the psychology of large social groups cannot be considered justified, since this is not one of the problems of psychology, but its most important problem. “No matter how great the role of small groups and directly interpersonal communication in the processes of personality formation, these groups themselves do not create historically specific social norms, values, attitudes.” As listed above, and many other elements of social psychology arise on the basis of historical experience. Based on the definition of Diligensky G.G., the study of the moral and psychological climate of large social groups can be considered as a kind of key to the knowledge of the psychological structure of each individual individual.

In psychology, the concept of "climate" came from meteorology and geography. In domestic social psychology, the term "psychological climate" was first introduced by N.S. Mansurov, who studies production teams. The first of those who revealed the content of the moral and psychological climate was V.M. Shepel. The psychological climate is interpersonal relationships that have a special emotional coloring, arising on the basis of the proximity of members of the same team, their sympathies, the coincidence of characters, interests, inclinations, etc. Shepel believed that the climate of relations between members of the same group consists of three climatic zones .

First, it is a social climate zone. It is determined by the extent to which the goals and objectives of society are well understood in a given team, how much observance of all constitutional rights and obligations of workers as citizens is guaranteed here.

Secondly, it is a zone of moral climate. It is determined by what moral values ​​are accepted in this team.

Thirdly, it is a zone of psychological climate. It consists of those informal relations that develop between members of the team who are in direct contact with each other. However, the effect of the psychological climate zone is more limited than that of the social and moral climate.

In general, this phenomenon is usually called the socio-psychological climate of the team. When studying the moral and psychological climate in a team, three main questions are subjected to detailed study:

What is the essence of the moral and psychological climate?

What factors influence its formation?

How can you assess the state of the moral and psychological climate in the team?

The essence of the moral and psychological climate.

In domestic psychology, there are four main directions in understanding the nature of the moral and psychological climate.

Representatives of the first direction are L.P. Bueva and E.S. Kuzmin. They consider climate as a socio-psychological phenomenon, as a state of collective consciousness. For them, the climate is a reflection in the minds of the members of the team of phenomena related to the relationship of people with each other, their working conditions, methods of stimulating it. Under the moral-psychological climate, they understand such a psychological state of the primary labor collective, which reflects all the features of the real psychology of the members of the collective.

Supporters of the second direction are A.A. Rusalinova and N. Lutoshkin. They focus their attention on the fact that the most important characteristic of the moral and psychological climate of the team is the general emotional and psychological mood of this team. For them, the climate is the mood of the members of the team.

The authors of the third direction, V.M. Shepel, V.A. Pokrovsky, determine the moral and psychological climate through the relationship of team members who are in direct contact with each other. They believe that when the climate in the team is formed, a system of interpersonal relations is formed that determines the social and psychological well-being of each person individually.

Supporters of the fourth approach are V.V. Kosolapov, A.N. Shcherban. They define the climate in terms of social and psychological compatibility of the members of the team, their moral and psychological unity, cohesion, the presence of common opinions, customs and traditions.

When studying the moral and psychological climate in a team, it is necessary to keep in mind its 2 levels:

The first level is static. This is a relatively stable level. It is manifested in the constant relationship of team members, their interest in work and work colleagues. The moral and psychological climate is understood as a fairly stable state of the team, which, once formed for a long time, does not collapse and retains its essence, despite the difficulties that the team faces. From this point of view, to form favorable climate in collectives it is quite difficult, but it is much easier to maintain it at a certain level, already formed earlier.

The second level is dynamic, changing or fluctuating. This is the daily mood of the team members in the process of work, their psychological mood. This level is best characterized by the concept of "psychological atmosphere". In contrast to the moral and psychological climate, the psychological atmosphere is characterized by faster temporal changes and is practically not recognized by workers.

Many psychologists believe that the moral and psychological climate is the state of the psychology of the work collective as a whole, which integrates private group states. Climate is not the sum of group states, but their integral.

Thus, we can conclude that the moral and psychological climate in the team is a stable emotional and moral state within the team, expressing: the mood of people engaged in joint activities; their interpersonal relationships; public opinion regarding the most important material and spiritual values.

1.2 Factors affecting the moral and psychological climate in the team

The formation of the moral and psychological climate is influenced by whole line various factors. All of them are divided into microenvironment and macroenvironment factors.

Macro-environment factors are the “background” environment of the organization, factors of a global order that influence the team and which the team itself can only indirectly influence.

Microenvironment factors are the immediate environment of the team, i.e. subjects with which the collective, one way or another, interacts, and have a mutual influence on each other. They are divided into subjective and objective:

Objective factors include technical, sanitary and hygienic, organizational elements.

Subjective factors include the nature of official and organizational ties between team members, the presence of comradely contacts, cooperation, mutual assistance, leadership style.

A favorable moral and psychological climate affects every person, the state of his satisfaction with work, relationships with colleagues, the very process of work and its results. A favorable climate in the team improves the mood of the employee, his performance, and creativity, favorably affects the desire to work in this team.

The unfavorable climate of the team entails dissatisfaction, both with the team itself and with the relationships in it, relationships with managers, working conditions and its content. This is reflected in the mood of a person, his performance, creative and physical activity, his health.

The following factors also influence the formation of a favorable moral and psychological climate in the team:

Compatibility of members of this team. It is understood as the most favorable combination of the properties of employees, ensuring the greatest efficiency of joint activities and personal satisfaction of each of the work done. Compatibility finds its manifestation in mutual understanding, mutual acceptability, sympathy, empathy of group members with each other.

There are two main types of compatibility: psychophysiological and psychological.

Psychophysiological compatibility is associated with the characteristics of the individual mental activity of workers (different endurance of team members, speed of thinking, features of perception, attention, etc.), this is what should be taken into account when distributing physical and mental stress and assigning certain types of work.

Psychological compatibility involves the best combination of personal psychological qualities, such as special character traits, temperament, human abilities, which leads team members to mutual understanding.

The incompatibility of the members of the team lies in their desire to avoid each other, and in the event of the inevitability of contacts - to negative emotional states and even to conflicts.

Behavioral style of the leader, manager, owner of the enterprise.

The leader is one of the most important factors influencing the formation of the moral and psychological climate, team or group. He is always personally responsible for the state of the psychological atmosphere in the work collective (group).

Consider the impact on the moral and psychological climate of the team on the example of three classical leadership styles.

Authoritarian leadership style (one-man, directive). For the “strong-willed” leader, the members of his team are just performers. Such a leader suppresses the employees' desire to work, be creative, and take the initiative. If the initiative arises, it is immediately suppressed by the leader. Often the behavior of such a leader is accompanied by arrogance towards subordinates, disrespect for the personality of the employee, etc. All this together leads to the creation of a negative moral and psychological climate in the team. Authoritarianism does not favorably affect relations within the group. In such situations, some of the team members try to behave accordingly, try to adopt the style of their leader, curry favor with their superiors. Other workers try to isolate themselves from contacts within the group, others become depressed. The sole manager prefers to resolve all issues himself, does not trust subordinates, does not ask for their advice, takes responsibility for everything, gives employees only instructions. Such a leader uses punishment, threats, and pressure as an incentive to work. It is clear that the attitude towards such a boss on the part of the team is negative. As a result of all of the above, an unfavorable moral and psychological climate is formed in the team.

In the authoritarian style of leadership, the average person is inherently unwilling to work, to avoid work at the first opportunity. In this connection, most people need to be forced to work and continuously monitor all their actions.

Democratic style opens up many opportunities for employees. Firstly, it gives subordinates a sense of involvement in solving production issues. Secondly, it gives you the opportunity to take the initiative. In organizations (teams) that use a democratic style of leadership, there is a high degree of decentralization of powers, as well as Active participation employees in decision making. The leader tries to interest subordinates, make their duties more attractive, does not impose his will on employees, decisions are made jointly, and freedom is given to formulate their own goals based on the goals of the organization. Relationships with subordinates leader-democrat builds on respect for the personality of employees, and on trust in them. The main stimulating factors are rewards, and punishment is applicable only in exceptional cases. Employees with this management style are satisfied with the management system, trust the boss and try to help him. All these factors unite the team. The leader-democrat is trying to create a favorable moral and psychological climate in the team, the basis of which is trust, goodwill and mutual assistance.

This style of leadership increases productivity, promotes creativity, increases employee satisfaction from work and their position in the team. The use of a democratic style reduces absenteeism, reduces injuries in the workplace, helps to reduce staff turnover, improves relationships in the team and the attitude of subordinates to the leader.

The essence of the liberal style is that the leader sets a task for his subordinates, creates all the necessary organizational conditions for successful work, namely, provides employees with information, trains them, provides a workplace, defines rules and sets the boundaries for solving this problem, while he himself fades into the background, leaving behind the functions of a consultant, arbiter, expert evaluating the results.

Employees are spared from total control, they independently make the necessary decisions and seek, within the framework of the powers granted, ways to implement them. Such work allows team members to express themselves, it brings them satisfaction and creates a favorable moral and psychological climate in the team, generates trust, and contributes to the voluntary acceptance of increased obligations.

The dependence of the effectiveness of the group's activities on the nature of the influence of the leader on it is presented in Table 1.

Table 1-Efficiency of interaction between the leader and the group

Characteristics of the group's activity Effective activity Inefficient activity Ways of the leader's psychological influence on a small group cooperation strategy; delegation of responsibility; lack of pressure on employees; good knowledge of the team; positive motivation (individual and collective); involvement of group members in the adoption important decisions; benevolent nature of control; respectful attitude towards employees. application of ineffective strategies: compromise, care, adaptation; unwillingness to delegate responsibility; strained relationships with staff; incomplete informing subordinates; wrong motivation; does not involve the group in solving common problems; distrust of subordinates; strict control over the actions of subordinates. The properties of the group, manifested when exposed to good controllability of the group; high activity of group members; lack of conflict within the group; acceptance by members of the group of goals and means of activity; responsible behavior and discipline; the presence of a group opinion; acceptance of group norms; friendly relations within the group; recognition of the authority of the leader. poor group management; lack of group cohesion; low group activity; lack of compatibility of group members; poor psychological climate in the group; the presence of conflicts in the group; tense relationship with the leader.

3. Successful or unsuccessful move production process.

This factor has a great influence on the satisfaction of employees from the production process, and as a result, on the increase in labor productivity.

Applied scale of rewards and punishments.

On the one hand, various types of incentives in the form of premiums, bonuses, allowances, the provision of paid holidays, the organization of corporate parties are not always justified and costly. On the other hand, the response to specific punishment stimuli is not the same in different people. Psychological studies have established that immoderate encouragement of the best is typical for practice, but it leads to overestimated self-esteem of some and to underestimation of others, which, in turn, hinders the development of goodwill, trust and mutual respect in the work team.

The promotion in all cases must:

Announce in a timely manner, that is, if possible, immediately after a positive act, a good result in work, etc.

To be as individualized as possible, taking into account the peculiarities of the work of employees, their personal achievements...

Be public. However, if someone has achieved relatively little success, it is better to praise privately. It is unlikely that an employee, especially an elderly person, will be pleased if he is noted only for what others do just as well).

Come either from the team, or from an authoritative leader respected by the members of the organization. If the boss failed to gain authority, conflicts with subordinates, his encouragement is seen as an attempt to improve relationships by appeasing subordinates. Sometimes it is necessary to give the employee the opportunity to choose the type of encouragement.

Working conditions.

Working conditions directly at the workplace, site, in the workshop are a combination of factors (elements) of the production environment that affect the performance and health of a person in the labor process. For the convenience of studying working conditions, the set of factors (elements) is divided into the following groups:

Sanitary and hygienic, determining the external production environment / microclimate, air condition, noise, vibration, ultrasound, lighting, various types of radiation, contact with water, oil, toxic substances, etc., as well as sanitary and household services at work;

psychophysiological, due to the specific content of labor activity, the nature of this type of labor, physical and nervous, mental stress, monotony, pace and rhythm of labor;

aesthetic, affecting the formation of the employee's emotions, the design of equipment, equipment, work clothes, the use of functional music, etc .;

socio-psychological, characterizing the relationship in the workforce and creating the appropriate psychological attitude of the employee with the employer;

mode of work and rest, providing high performance by reducing fatigue.

The task of the scientific organization of labor in the field of working conditions is to bring all production factors to an optimal state in order to increase the efficiency and preserve the life of workers.

The situation in the family, outside of work, the conditions for spending free time are also an integral factor that directly affects the moral and psychological climate in the team.

Depending on the nature of the moral and psychological climate, its impact on each individual member of the team will be different, for example: to stimulate the employee to work, cheer him up, instill vigor and confidence in him, or, conversely, act depressingly on the employee, reduce energy, lead to production and moral losses.

In addition, the moral and psychological climate can accelerate or slow down the development of key qualities of an employee necessary in business, such as: constant search for new things, readiness for innovation, the ability to receive, process and use information to make business decisions, the ability to be responsible for the resources received and attracted people.

It is impossible to count on the fact that the necessary relations in the team will arise by themselves, they must be consciously formed.

So, we can conclude that the factors influencing the moral and psychological climate are: the psychological compatibility of the members of this team, the leader's behavior style, the course of the production process at this organization, the use of rewards and punishments, as well as the situation that has developed in personal life worker.

1.3 Measures to regulate the moral and psychological climate in the team

There are several different measures to regulate the moral and psychological climate in the team.

One of them is the moral stimulation of the activity of the labor collective. Moral stimulation of labor activity is the regulation of the employee's behavior on the basis of objects and phenomena that reflect social recognition and increase the employee's prestige.

The stimulating effect of morality is based on the presence of moral motives for work and, within the framework of the system of motivation and incentives for the personnel of the organization, forms various forms public assessment of the achievements and merits of employees. Moral stimulation "launches" motivation based on the realization of the need to express gratitude and be recognized, and consists in the transfer and dissemination of information about the results of labor activity, achievements in it and the merits of the employee to the team or organization as a whole. Praise, official recognition of merit, reward, career growth, raising the official status of a position, training, participation in an interesting project, participation in a competition, involvement in management and many other methods can be used as moral incentives. Combining their diversity, we can distinguish four main practical approaches to the moral stimulation of personnel: systematic informing of personnel, organization of corporate events, official recognition of merits and regulation of relationships in the team. Let's consider them in more detail.

Informing in the personnel incentive system.

Informing as a mechanism for stimulating personnel through the systematic provision of correctly selected truthful information is based on the selection, generalization, design and dissemination by visual and verbal means of various information of predominantly positive content (for example, about the merits and achievements of a particular employee, about the goals of the team, about charitable projects and sponsorship results of the organization). The main tasks of informing staff are to:

broadcast norms, values, guidelines organizational culture to the broad masses of workers;

timely inform employees about events in the life of the organization;

contribute to the formation of a favorable socio-psychological climate in the team;

contribute to the formation of a team (corporate) spirit in the organization;

to increase the level of employee loyalty;

promote awareness of their role in the team.

Depending on whether the promoted employee is present at the time of the transfer of information about his merits, informing can be carried out in active and passive ways. Obviously, active ways of informing have a great stimulating effect, when information is announced in the presence of an encouraged employee, and an approving message is supplemented by a positive emotional background, creating a favorable mood in the whole team.

in a modern way organization of the corporate information environment is the creation of local information resources - intranet portals of companies. An intranet portal is an intra-company (corporate) information environment with a number of functional tasks that allow the most complete communication within the company - between employees, departments, branches, representative offices of the company. The functioning of such a portal is based on Internet technologies. Intranet portals are located in the company's internal local information network and are available only to its employees. Main page of such a portal should be a semantic and image center, linking into a single whole the structure, design and content of the internal information environment presented on the pages of the portal.

A comprehensive solution to the issues of systematic provision of information to the personnel of the organization is also carried out by means of internal PR, the forms of implementation of which can be varied, and their choice largely depends on the specifics of the team. The most common methods of internal PR are:

development of a "corporate" style of the organization's business life (for example, stylish elements of office design, comfortable and beautiful uniforms, uniform requirements for a culture of business conduct, standards for working with clients);

issuance of corporate publications (for example, a corporate magazine containing news about appointments to positions in the leadership; industry-wide news; coverage of the most important events that have occurred in the organization in recent years; birthday greetings; answers to questions from employees; information about regional offices);

creation of a company-wide information environment (company website, internal radio broadcasting system).

Organization of corporate events

An inseparable part of the originality of the company are corporate events held in it - holidays, trainings, team building. And they are not so much ways to "entertain" employees as tools for moral stimulation of staff, elements of forming the company's internal image. Experts call it one of the most effective methods broadcasting corporate values ​​corporate holidays.

Corporate holidays in the life of an organization perform a number of important functions:

fixation of success (in contrast to a simple procedure for summing up the results, the holiday emphasizes the achievements, successes of the company with a positive focus);

adaptation (helping newcomers to join the team);

upbringing (introducing people to values ​​that are significant for the organization);

group motivation (the process of formation and regulation of relations in the team takes place in an informal, memorable positive emotional environment);

recreation (necessary distraction from the labor process, rest, switching attention, entertainment);

cohesion (based on emotional rapprochement), etc.

No less famous and popular means of informal corporate communication and team building is today team building (in the translation from English. Team building - team building). Since, in practice, organizing team building is offered not only by companies specializing in conducting in-house trainings, but also by companies involved in corporate holidays, team building is often called strategic planning sessions, discussion team building trainings, and "rope courses", and game entertainment programs and corporate holidays. But unlike recreational activities, team building is a developmental training aimed not only at emotional relief, but also at developing the business and personal qualities of the participants. The main blocks of team building training, as a rule, include:

joint planning and distribution of responsibility in the team;

ability to negotiate;

vision of a common goal;

role distribution in the team;

effective execution of team tasks;

rational use command resource.

Team building as a complex method of moral stimulation of staff is aimed at improving interaction between employees and team building. Team building programs allow participants to reveal their hidden potential, take a fresh look at their colleagues in an unusual environment, and get emotional release.

The main goals of conducting team building programs are:

team building;

The achievement of these goals is ensured through a set of psychological and dynamic exercises aimed at active interaction within the team, special organization space for the program, ensuring the inclusion of all participants in a single team and ensuring the adoption of team decisions (table 2).

Table 2 - Examples of team building programs (team building activities)

Name Aims of the program / content of events Creativity training - development of the ability of employees to find new non-standard (creative) solutions to work problems; - establishing communication links within working groups; - development of professional skills Training "Setting up the team" In the process of conducting the program in a playful way, modeling and testing of situations that arise in the real activities of the company take place. The whole program consists of a set of tasks and is divided into several stages. The success of the previous task directly affects the success of the next task, as well as the success of the completion of the entire project. Result: - active team interaction in joint problem solving; - high level of cohesion and trust; - increasing the level of personal responsibility of each in achieving common goals; - positive psychological climate in the team Training "City of Masters" - emotional unity of the company's employees in the process of solving non-standard creative tasks during the event; - Summing up the results of the working year; - creating a positive emotional mood for the next working year, creating a positive background for possible upcoming changes. Training "Energy" The training program includes a combination of exercises aimed at developing effective team interaction skills and tests that are conducted with the aims of: - improving team interaction; - overcome the fear of the new; - rally the participants around a common goal for all; - organize effective joint work of personnel in a particular company; - create and strengthen an atmosphere of trust, mutual support and respect in the team

The specificity of tasks, games and exercises conducted on team building programs makes it possible to simulate and work out situations that arise in the real activities of the organization in a playful way. The structure of the team-building program allows the organizers to trace the features of the interaction of participants in various situations and correct them.

The main result that the heads of organizations want to achieve from the participation of the team in team building training is to increase the overall efficiency of the team.

Awarding the best employees

One of the significant methods of moral stimulation is the official recognition of merit by rewarding the best employees (teams) for differences in work that are significant for the activities of the organization (society) and therefore encouraged publicly and officially.

The main goal of rewarding as a method of stimulating personnel is to form a positive attitude towards certain forms of achievements in the team, to create and cultivate an image of the desired labor behavior of employees, the target of which is initiative, creativity and labor activity.

Among the important functions of the award, we note:

stimulating function (reflect the values ​​of society, organization, team and identify the person who received the award with that perfect way, the name that bears the award);

differentiating function (to distinguish an honored member of society from others);

educational function (to promote the formation of a certain model of labor behavior).

A necessary condition for the effectiveness of this method of stimulation is the presence of a system of legal, moral, philosophical views of managers on the development of the organization and its personnel, on the content, forms and methods of stimulation and the formation of a genuine, deep interest of employees in active work.

Regulation of relations

Relationship regulation contributes to the establishment of a positive nature of interpersonal and intergroup relationships in the team. At their core, these relationships are subjectively experienced relationships between employees, which are objectively manifested in the nature and methods of mutual influence exerted by employees on each other in the process of joint labor activity and communication. The nature of these relationships is mediated by the content, goals, values ​​and organization of joint labor activity and acts as the basis for the formation of a socio-psychological climate in the work collective. It manifests itself in the specifics of the relationship that develops between the leader and subordinates (vertical climate), as well as between the subordinates themselves (horizontal climate).

Kobleva A.L., Ph.D. in Psychology, Associate Professor of the Department of Andragogy, Stavropol State Pedagogical Institute in her article "Motivational management as a factor in improving the efficiency of personnel management" she tried to consider and analyze the basis of motivational management and its impact on the moral and psychological climate of the team. She believes that the ability to motivate and stimulate staff is the main indicator of professionalism and ensures the success of the organization. The professional competence and abilities of employees will not bring the desired result if they do not have the main thing - the desire to work. Therefore, each leader should initially think about increasing the motivation of his subordinates. Their enthusiasm will bring more profit than coercion and minute control.

Thus, we can conclude that the measures to regulate the moral and psychological climate are:

team building;

building effective communications in a team (group);

gaining experience in positive team interaction;

resolution of conflict situations and improvement of interaction within a unit or the entire organization;

development of horizontal and vertical informal connections, teamwork skills.

Chapter 2

.1 General characteristics of MDOU No. 58 of compensating type

The place of psychological and sociological research is the Municipal preschool educational institution "Kindergarten No. 58 of a compensatory type." The number of employees is 25 people. Formed on the basis of nursery No. 11 of the Oryol garment factory (Decision of the Executive Committee of 12/13/1957). The founder of this organization is the Department of Education of the Administration of the city of Orel. Relations between the Founder and the Institution are determined by the agreement concluded between them in accordance with the legislation of the Russian Federation. This Institution carries out its educational, legal and economic activities in accordance with the Law of the Russian Federation "On Education", "Model Regulations on a Special (Correctional) Educational Institution for Students, Pupils with Developmental Disabilities", "Model Regulations on a Preschool Educational Institution ”, the legislation of the Russian Federation, other regulatory acts, the agreement between the Founder and the Institution, as well as the charter of this Institution. Location of this institution: Orel, st. Novosilskaya d.1.

The municipal preschool educational institution "Kindergarten No. 58 of a compensating type" is a legal entity, has an independent balance sheet, a personal account with the treasury, a seal and a standard stamp with its name, and also has the right to conclude contracts on its own behalf, acquire and exercise property and personal non-property rights, be liable, be a plaintiff and defendant in court. The institution acquires the rights of a legal entity, in particular, the conduct of statutory financial and economic activities from the moment of registration.

The institution in question carries out educational activities and acquires the rights to the benefits provided by the legislation of the Russian Federation from the moment of issuing a license (permit) for educational activities; is accredited in a declarative manner on the basis of a conclusion on its attestation.

The activity of this institution is aimed at the implementation of the main tasks preschool education and ensuring the correctional orientation of the pedagogical process: the preservation and strengthening of the physical and mental health children; providing qualified assistance in speech correction, taking into account the structure of the defect, the intellectual and personal development of each child, taking into account his individual characteristics; assistance to the family in the upbringing of children.

MDOU No. 58 of a compensating type has the following tasks:

Providing optimal conditions for education, training, correction, social adaptation of children with speech impairment;

protecting the life and health of children;

implementation of an integrated approach in the organization of correctional and developmental and educational work;

implementation of the necessary corrective assistance to children with speech impairment;

organization of correctional-developing and educational-educational work, taking into account the general specific and individual characteristics of children with speech underdevelopment;

ensuring intellectual, personal and physical development with a focus on the individual characteristics of each child;

ensuring the emotional and moral development of each child in order to familiarize children with universal human values;

ensuring psychological comfort in a preschool institution and taking care of the emotional well-being of each child;

provision of general and psychological readiness children to school;

organization of close interaction with the family to ensure the full development of each child.

Participants educational process in the Institution are pupils, teaching staff of the institution, parents (legal representatives) of pupils. Relationships are built on the basis of cooperation, respect for the individual, the priority of universal human values.

The relationship between the Institution and the parents (legal representatives) of the pupils is regulated by the Agreement, which includes the mutual rights, obligations and responsibilities of the parties arising in the process of education and training.

For an employee of the Institution, the employer is this Institution.

Employees are hired in accordance with labor law. Labor relations between the employee and the Institution are regulated by the employment contract in accordance with Labor Code Russian Federation and cannot contradict the law.

Persons who have the necessary professional and pedagogical qualifications that meet the requirements of the qualification characteristics for the position and the specialty received and are confirmed by education documents are accepted for pedagogical work. Persons deprived of the right to this activity by a court verdict or for medical reasons, as well as those who had a criminal record for certain crimes, are not allowed to pedagogical work.

When hiring, the administration of the Institution acquaints the recruited teacher against receipt with the following documents:

collective agreement;

the Charter of the Institution;

Internal regulations;

job descriptions;

Order on labor protection and compliance with safety regulations;

Instructions on the protection of the life and health of the child;

Other documents regulating the activities of the institution.

The teacher of the institution has the right:

Participate in the work of the Pedagogical Council;

Elect and be elected chairman of the Pedagogical Council of the Institution;

Select, develop and apply educational programs (including author's), teaching and upbringing methods, teaching aids materials approved by the teachers' council;

Protect your professional honor and dignity;

Require the administration of the Institution to create the conditions necessary for the fulfillment of official duties;

Improve qualifications, professional skills;

Be certified on the basis of an applicant for the appropriate qualification category;

Participate in scientific and experimental work, disseminate their pedagogical experience, which has received scientific justification;

Receive social support established by the legislation of the Russian Federation, legislative acts;

For additional benefits provided to teaching staff by local authorities, the Founder, the administration of the Institution.

The teacher of the institution is obliged:

Fulfill the Charter of the Institution;

Comply with job descriptions, internal regulations work schedule, other local acts of the Institution;

Protect the life and health of children;

Protect the child from all forms of physical and mental abuse;

Cooperate with the family on the upbringing and education of the child;

Possess professional skills, constantly improve them.

The management of the Institution is carried out in accordance with the legislation of the Russian Federation, the Charter on the principles of one-man management of self-government.

The forms of self-government are:

General meeting of the Institution.

Pedagogical Council of the Institution.

Parental committee.

The General Assembly represents the powers of the employees of the Institution.

The Pedagogical Council of the Institution is the highest pedagogical collegial management body, whose tasks include improving the quality of the educational process, its conditions and results.

The Parents' Committee of the Institution is one of the forms of self-government and interaction between the Institution and parents (legal representatives).

The Parents' Committee consists of representatives of the parent community from the Institution's groups.

The Parent Committee of the Institution is elected by open vote at the general meeting for a period of one year. It works according to an annual plan drawn up jointly with the Institution.

The direct management and management of the Institution is carried out by the head, who has passed the appropriate certification, appointed by the mayor of the city of Orel on the proposal of the Founder.

Head of Institution:

Attracts additional sources of financial and material resources for the implementation of activities;

Responsible to the state, society and the founder for the activities of the Institution within its functional duties;

Issues orders, orders for the Institution and other local acts that are mandatory for the employees of the Institution;

Approves: work schedules, job descriptions of employees and other local acts;

Represents the Institution in all state, cooperative, public organizations, institutions, enterprises, acts on behalf of the Institution without agreement;

Manages the property and funds of the Institution;

Opens a personal account in the treasury;

Carries out the selection, hiring and placement of teaching staff and service personnel; dismisses from work, imposes penalties and encourages employees of the Institution in accordance with labor legislation;

Draws up the staff list of the Institution; allocate duties; concludes agreements on behalf of the Institution, including an agreement between the Institution and the parents (persons replacing them) of each child;

Organizes certification of employees of the Institution;

Forms a contingent of pupils of the Institution in accordance with the Procedure for recruiting children of a preschool educational institution;

Carries out the relationship with the families of pupils, public organizations, other educational institutions on issues of preschool education;

Submits to the Founder and the public reports on the activities of the Institution.

The structure of the financial and economic activities of the Institution includes:

Use of property assigned to the Institution on the rights of operational management, accepted within its powers for the purposes stipulated by the Charter of the Institution;

Financing and logistical support for the activities of the institution;

Carrying out entrepreneurial and other income-generating activities;

Prohibition on transactions possible consequences which is the alienation or encumbrance of property acquired at the expense of funds allocated to the Institution by the owner of the Institution;

Property management. Acquired by the Institution at the expense of income received from entrepreneurial and other income-generating activities;

Possibility to have an independent balance sheet and current account in the treasury.

On the proposal of the Founder, the Office of Municipal Property and Land Use of the Administration of the city of Orel, in the order established by the legislation of the Russian Federation, assigns buildings to the Institution in order to ensure its statutory activities. Buildings, equipment and other necessary property.

The institution is responsible to the owner for the safety and efficient use of the property assigned to the institution. The institution has the right to independently manage, in accordance with the legislation of the Russian Federation, funds received from extra-budgetary sources.

2.2 Assessment of the moral and psychological climate of MDOU No. 58 of a compensating type

moral psychological climate team

As mentioned in paragraph 2.1, the number of employees of MDOU No. 58 of a compensating type is 25 people. 4% of the employees of this institution are men, therefore, the employees of the institution are mostly women. The age structure of this institution is from 26 to 70 years. The education of employees is predominantly higher or secondary specialized.

The study of this enterprise was conducted from September to November 2010. aim this study is the formation of skills, to create conditions that cause positive changes in the moral and psychological climate of the team, the rapprochement of the team, its cohesion.

A smaller team was selected for the study, namely the team of the second junior group:

Volovik N.S. - Junior teacher.

Altynnikova E.S. - educator.

Romanova L.N. - educator.

Romanova L.N. - teacher speech therapist.

As well as the head of the data institution Tanicheva V.I. and Deputy Head for methodological work Titova I.A.

Such methods were used as: determination of the psychological climate in this team; determining the style of leadership of the workforce; diagnostics of interpersonal relations in a team.

The form of the experiments is group.

Method 1 "Psychological climate in the team"

This technique is used to determine the state of the psychological climate of the workforce. The subject is asked to evaluate on a 7-point system 25 factors that characterize the state of the psychological climate in the team. One of the columns contains factors that characterize the ideal psychological climate (the highest score is 7 points). The other column contains factors that indicate that the team has an unsatisfactory psychological climate (the lowest score is 1 point). In the middle column is a rating scale from 7 to 1, according to which the state of the psychological climate of the team should be assessed.

The final result must be evaluated depending on the location of the sum of estimates in the range from 25 to 175 - the higher the final number, the more favorable the climate in the team. The assessment can be individual, as well as collective, if you add up the assessments of all members of the team and get an average.

The technique was described and developed by V.I. Shkatulla, to determine the moral and psychological climate in the team.

The results of the study of the moral and psychological climate in the team are presented in table 3.

Table 3 - Moral-psychological climate research

Participants oprosaDruzhelyubieSoglasieUdovletvorenieUvlechennostProduktivnostTeplotaSotrudnichestvoVzaimnaya podderzhkaZanimatelnostUspeshnostITOGOVolovik N.S.545345543341Altynnikova E.S.656354656551Lysenko A.S.563644536345Romanova L.N.755635454347Tanicheva V.I.776757667563Titova I.A.567567666559Itogo655545555451

Criteria for evaluating the results obtained.

The maximum indicator of each of the components of the moral and psychological climate of the team is 7 points (100%), the minimum indicator is 1 point (14%)

The total maximum indicator of all components of the moral and psychological climate in the team is 90 points (100%), the minimum is 10 points (14%).

The level of development of the components of the moral and psychological climate, the team as a percentage is;

high from 70% to 100%;

average from 40% to 69%;

low to 39%.

According to the total component, the level of their development is:

high from 70% to 100%;

medium from 40% to 69%:

low to 39%.

Table 4 presents the results of a study of the psychological climate in the team, translated from scores as a percentage.

Table 4 - Studies of the moral and psychological climate, presented as a percentage

Participants oprosaDruzhelyubieSoglasieUdovletvorenieUvlechennostProduktivnostTeplotaSotrudnichestvoVzaimnaya podderzhkaZanimatelnostUspeshnostITOGOVolovik N.S.7056704256707056424257,4Altynnikova E.S.8470844270568470847071,4Lysenko A.S.7084428456567042844263Romanova L.N.9870708498705670564265,8Tanicheva V.I.9898849870988484987088,2Titova I.A.7084987084988484847082,6Itogo8277747063757568755671,4

Friendliness is the attitude of colleagues towards each other. Figure 1 presents the results of a study of friendliness as one of the dynamic components of the psychological climate of the team. Romanova L.N. gives the highest rating for friendliness. and Tanicheva V.I. - 7 points. The smallest - Volovik N.S., Lysenko A.S. and Titova I.A. - 5 points. This indicates that the atmosphere in the team is quite friendly.

Figure 1 - Friendliness in the team of MDOU No. 58 of a compensating type

Consent is the consistency of actions in the work of all members of the team. Figure 2 presents the results of a study of consent, as one of the dynamic components of the psychological climate of the team. The highest assessment of agreement is given by Tanicheva V.I. - 7 points. The smallest - Volovik N.S. - 4 points. This indicates that the members of this team evaluate the consent differently, that is, the team is not agreed.

Figure 2 - Consent in the team of MDOU No. 58 of a compensating type

Satisfaction with work, results of work, relationships with colleagues, financial results of labor activity. The figure shows the results of a study of satisfaction as one of the dynamic components of the psychological climate of the team. The highest assessment of satisfaction is given by Titova I.A., the lowest - by Lysenko A.S. The graph shows that the team is mostly satisfied with the work, but there are also dissatisfied members of the team.

Figure 3 - Satisfaction with the work of members of the team of MDOU No. 58 of a compensating type

Enthusiasm is a feeling that arises when doing one's work, achieving certain results. Figure 4 presents the results of a study of enthusiasm, as one of the dynamic components of the psychological climate of the team. The highest mark of enthusiasm is given by Tanicheva V.I. - 7 points, the lowest - Volovik N.S. and Altynnikova E.S. - 3 points. The graph is a testament to the different passions of the team members.

Figure 4 - Enthusiasm for the team of MDOU No. 58 of a compensating type

Productivity is the personal contribution of each member of the team to the development of the enterprise. Figure 5 presents the results of a study of productivity as one of the dynamic components of the psychological climate of the team. The productivity of the team was assessed by its members quite differently. Titova I.A. put the highest productivity rating. - 6 points, the lowest - Romanova L.N. 3 points, the highest score of 7 points was not given by any of the employees. Which is an indicator of the low productivity of the team.

Figure 5 - The productivity of the team of MDOU No. 58 of the compensating type

Warmth is a positive relationship between all members of the team. Figure 6 shows the results of a study of warmth, as one of the dynamic components of the psychological climate of the team. Tanicheva V.I. appreciated the warmth of the team for the highest score - 7. and Titova I.A., the lowest rating was given by Altynniova E.S. and Lysenko A.S. - 4 points. Average and high scores indicate that the relationship of the team members is quite positive.

Figure 6 - Heat of the collective MDOU No. 58 of the compensating type

Collaboration is a relationship. Figure 7 presents the results of a study of cooperation as one of the dynamic components of the psychological climate of the team. Romanova L.N. gives the lowest score to cooperation. - 4 points, the highest score - 6 points was given by 3 people: Altynnikova E.S., Tanicheva V.I. and Titova I.A. In general, the team rated the cooperation quite highly.

Figure 7 - Cooperation in the team of MDOU No. 58 of a compensating type

Mutual support - relationships with each other, mentoring, support at work. Figure 8 presents the results of a study of mutual support as one of the dynamic components of the psychological climate of the team. Lysenko A.S. gives the lowest estimate of mutual support. - 3 points, the highest - Tanicheva V.I. and Titova I.A. - 6 points. In general, the team assessed mutual support in different ways.

Figure 8 - Mutual support of team members of MDOU No. 58 of a compensating type

Entertaining - with what mood the current work is performed. Figure 9 presents the results of a study of entertaining as one of the dynamic components of the psychological climate of the team. The highest rating of entertainment is given by Tanicheva V.I. - 7 points, the lowest - Volovik N.S. - 3 points. The graph shows that in general the team is working in a good mood.

Figure 9 - Amusement of the team of MDOU No. 58 of the compensating type

Success is the result of work, summing up the results of certain projects in the team, and separately for each member of the team. Figure 10 presents the results of a study of success as one of the dynamic components of the psychological climate of the team. Success assessments were divided into 3: Volovik N.S., Romanova L.N., Lysenko A.S., and 5 points: Altynnikova E.S., Tanicheva V.I. and Titova I.A. Thus, half of the team considers it successful, and half does not.

Figure 10 - The success of the team of MDOU No. 58 of the compensating type

Thus, based on the above analysis, we can conclude that the state of the moral and psychological climate of the team was assessed by its employees as satisfactory.

2.3 Measures to improve the moral and psychological climate in the team

According to the results of the study, several factors play a huge role for the effective operation of the Municipal Preschool Educational Institution "Kindergarten No. 58 of a compensating type".

First, it is the choice of leadership style by the leader. Each of the members of the team must work to achieve a common goal (education of the younger generation).

Secondly, it is a series of activities that contribute to the improvement of the moral and psychological climate in the team.

The leader must think about the problems of his own style of work. Leadership style needs to be constantly pursued. In order to choose the right leadership style, you need to know: job requirements, your own abilities and inclinations.

The head of MDOU No. 58 of a compensating type for successful regulation of the moral and psychological climate must have:

) not only knowledge of the general principles of managing social organizations, formulated modern theory management, but also the ability to use them to regulate the moral and psychological climate of the team;

) the level of general theoretical knowledge about the essence of the moral and psychological climate, the factors influencing it and the ways that regulate it;

) the depth of analysis on this general theoretical basis of specific situations, which in each individual case require a unique special set of methods and means for regulating the moral and psychological climate;

) the degree of compliance of the chosen methods for adjusting the moral and psychological climate of the team of the current dangerous situation and its specific content.

Maintaining and strengthening cooperation, mutual assistance relations is the central task of MDOU No. 58 of a compensating type, the entire methodology for improving the moral and psychological climate in the team. This methodology is based on a complex nature, which includes methods of a socio-psychological, organizational, managerial, moral and ethical nature.

The most important of the socio-psychological methods are focused on correcting the thoughts, feelings and moods of the employees of the institution:

The first method is the consent method. It involves holding events aimed at identifying a more or less wide field of common interests, team members get to know each other better, get used to working together, and jointly solving problems that arise.

The second method is the method of benevolence. It involves the development of the ability to empathize and sympathize with other people, to understand their internal states, readiness to provide practical assistance to a colleague.

The third method is the method of maintaining the reputation of a colleague, respect for his dignity. This method is used in all forms of interpersonal communication.

The fourth method is the complementary method. Taking into account and skillfully using not only the abilities, but also the shortcomings of people who are closely related to each other, help to strengthen mutual trust and respect of people, their cooperation, which contributes to the development of a favorable moral and psychological climate.

The fifth method is the method of non-discrimination against people. This method requires the exclusion of emphasizing the superiority of one member of the group over another, any differences between them.

And, finally, the last of the psychological methods, a method that can conditionally be called the method of psychological stroking. He assumes that people's moods, their feelings can be regulated and need some support. To do this, the institution is invited to spend joint rest of the members of the team. These and similar events relieve psychological stress, promote emotional relaxation, evoke positive feelings of mutual sympathy, and thus create a moral and psychological atmosphere in the organization that makes it difficult for conflicts to arise.

From all of the above, we can conclude that activities that improve the moral and psychological climate ensure the preservation of normal business relations, strengthen mutual respect and trust.

The institution as a whole needs to implement a number of consistent measures, by performing which it can achieve strong cooperation, cohesion of the workforce, and a favorable moral and psychological climate at the organizational and managerial level:

First of all, the enterprise should set goals for a long-term period of 10-15 years, which should be aimed at introducing new technologies for teaching both children and training and developing employees, constantly improving the quality of services provided. First of all, the stability of the institution, as well as the improvement of the moral and psychological climate of the team, depend on this.

The recognition of new ideas as the main value of any business is to create a climate that encourages innovation. The introduction of innovations creates conditions for the creative tension of people, significantly narrows the possibility of negative psychological stresses, which cause a negative moral and psychological climate in the team.

The head of MDOU No. 58 of a compensating type needs to put work on the selection and education of effective professional employees. This implies such a setting of managerial work, in which the most ordinary people provide an extraordinary result. The manager should take care of the professional growth, improvement of employees, requiring them to constantly reflect on and adjust both the goal and the ways to achieve it.

To improve the moral and psychological climate in the team, without reducing productivity, the leader should heed the following recommendations:

think about the accuracy of assessing the abilities and inclinations of their employees.

do not neglect the "bureaucracy", that is, a clear definition of the functions, powers and limits of responsibility of employees. This prevents negative manifestations of the moral and psychological climate.

demonstrate your trust and support to subordinates more often.

use a leadership style that is appropriate for the specific production situation and the characteristics of the composition of employees.

in case of failures of employees, first of all, evaluate the circumstances in which the person acted, and not his personal qualities.

do not exclude compromises, concessions, apologies from the arsenal of means of communication with subordinates.

do not use sarcasm, irony, humor directed at the subordinate in a conversation with subordinates.

Employee criticism should be constructive and ethical criticism.

The implementation by the head of MDOU No. 58 of the compensatory type of these recommendations, which are simple in principle, can very significantly affect the moral and psychological climate in the team.

All of the above recommendations for improving the moral and psychological climate in the team are of a general nature. The specific situation is always unique, as it is determined by the individuality of each member of a given team (his temperament, character, style of behavior, etc.). In addition, the formation of the moral and psychological climate in the team to a large extent depends on the general background of life, that is, on how successful we are outside the team, on general social, family, age and other factors.

The moral and psychological climate of the team, which reveals itself, first of all, in the relationship of people to each other and to the common cause, but this is not all. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can affect the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relationships crystallizes and a certain situation - public form self-relationship and self-consciousness of the individual.

Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.

Quite often, people appear in the team who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a reason or reason for the formation of an unfavorable climate in the team.

Based on the foregoing, it can be concluded that in order to achieve the desired result, namely a favorable moral and psychological climate, the following system of recommendations is proposed for the leadership of the Municipal Preschool Educational Institution "Kindergarten No. 58 of a compensating type":

apply the technique of possession by suggestion, persuasion with subordinates;

conduct ongoing work to assess the moral and psychological climate in the team;

be able to resolve conflicts that arise in the team and help in case of stressful situations;

know what styles of leadership and leadership exist, and skillfully operate with them;

be able to relieve the internal tension of the team when necessary;

be able to always support their subordinates in any endeavors;

be able to objectively evaluate the positive character traits of their subordinates and develop them;

conduct regular work to create a positive moral and psychological climate, using the above methods;

try to adhere to a democratic leadership style: to be a true leader of the team.

In conclusion, the following recommendations were developed and proposed for the head of the Municipal preschool educational institution "Kindergarten No. 58 of a compensating type":

an objective assessment of one’s capabilities and the development of missing qualities in oneself that would contribute to increasing authority and would allow one to be a role model (for example, attention to the problems of other people, honesty, the ability to listen);

the use of different, depending on the situation, methods of leadership. However, it is best to adhere to a democratic style, and when solving common problems, take into account the opinion of employees;

be demanding not only to subordinates, but also to yourself, strive to improve;

look for an approach to each of the employees, taking into account his personal characteristics (character, temperament, etc.), as well as his business qualities;

treat all team members fairly;

as an incentive to use incentives, bonuses more often;

learn to prevent emerging conflicts and resolve those that have already arisen, with the least damage;

be flexible and able to compromise when persuading others;

conduct regular work to assess and create a positive moral and psychological climate.

Summing up, we can conclude that leaders of any rank and regardless of the size of the group should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal leadership style to increase the efficiency of the work process and the success of the entire organization. And subordinates should strive for innovation and improvement so that they always have a desire to work and be in demand.

Conclusion

In this work, a theoretical analysis of the concept of moral and psychological climate in the team was carried out.

The moral and psychological climate is the psychological mood in a group, which reflects the nature of the relationship between people, the prevailing tone of public mood, the level of management, the conditions and characteristics of work and leisure in this team.

Team - a group, a set of people working in one organization, at one enterprise, united by joint activities within an organization; this is the highest form of an organized group in which interpersonal relations are mediated by the personally significant and socially valuable content of group activity.

The moral and psychological climate is the relatively stable psychological mood of its members that prevails in a group or team, manifesting itself in the diverse forms of their activities. It is important for a leader, a business person, to know the ways of forming a moral and psychological climate and the mechanisms of team building. In their management decisions, in the preparation, training and placement of personnel, it is necessary to use these ways, achieving optimal coordination of interpersonal interaction of team members in a specific joint activity.

The most important signs of a favorable moral and psychological climate are: trust and high demands of group members to each other; benevolent and businesslike criticism; free expression of one's own opinion when discussing issues relating to the entire team; lack of pressure from managers on subordinates and recognition of their right to make decisions that are significant for the group; sufficient awareness of the team members about its tasks and the state of affairs in their implementation; satisfaction with belonging to the team; a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration in any of the members of the team; taking responsibility for the state of affairs in the group by each of its members, etc.

The conducted studies have shown that the work is of particular relevance at the moment, since now special attention has been paid to the formation of a favorable moral and psychological climate by means of the most effective interaction leader with subordinates.

Managers should pay more attention to the human qualities of their subordinates, their ability to solve tasks. High rates of obsolescence and constant change force leaders to be constantly ready to carry out technical and organizational reforms, as well as to change the leadership style.

In their practical activities, the leader should not use one style of leadership. He must constantly improve himself in accordance with changing both internal and external conditions.

Using the models discussed in this paper, which were studied by various researchers, the manager will be able to analyze, select and evaluate the results of using a particular style of leadership in a particular situation. Not only the authority of the leader and the effectiveness of his work depend on the choice of leadership style, but also the atmosphere in the team and the relationship between subordinates and the leader. When the whole organization works efficiently and smoothly enough, the leader discovers that in addition to the goals set, many other things have been achieved, for example, mutual understanding and job satisfaction.

The team is a collection of individuals, a significant influence on the formation of the internal psychological situation in the team has the development of the individual.

The leader cannot but influence the psychological sphere of the group. In addition, the creation of a positive climate in the team is his immediate responsibility.

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Every person wants to have a job with a decent salary, a friendly team, a small workload, and a full social package. Almost 99% of resumes on various job search sites contain such information. Employers, in turn, offer fewer privileges, but more demands for not always decent pay. On the other hand, it is also important for them not only to find a suitable candidate, but also to get the best productivity with the least effort on their part. In large national and international corporations the practice of working with personnel is successfully implemented not only to improve skills (initial training, trainings, seminars, etc.), but also to improve psychological climate in the team. We will learn how to improve it correctly with.

Unfortunately, many medium and small enterprises do not pay any attention to this issue at all, which entails a number of problems and difficulties. Each of us is better in some ways, worse in others. It goes without saying that you need to choose a profession depending on your abilities, preferences and experience, but we do not always make the right choice. But there are situations when, for example, you are a novice designer with great potential and higher education, and, having got into a dysfunctional team, you lose faith in yourself and without a drop of regrets change your profession to a completely different one, later regretting after many years that you have lost opportunity to do what you love. Alone, it is not so easy to change the team at your own discretion, being an ordinary worker. Here, recommendations are already given to the management of the enterprise.

The concept of the psychological climate of the company

So, let's highlight the concept of the psychological climate of the company, or rather, the socio-psychological climate (SPC) - this is a general, relatively stable, psychological mood of employees of one enterprise, which is manifested in various forms of activity. Each team, regardless of the number of people, rarely exists separately, and the interaction of its members is inevitable, whether it is mutual assistance, focus on results, striving for a common goal and corporate spirit on the one hand, and fatigue, enmity, violation of discipline and theft on the other hand.

Naturally, favorable atmosphere in a team always has a positive effect not only on the psychological state of each employee, but also on financial (or other) indicators to a large extent. When the psychological climate is positive, one can single out such signs as trust in each other and leadership, a sense of security and stability, general optimism and readiness to cope together even with the most difficult situation, pleasant communication, support, sympathy between people, confidence, attention and warmth. , cheerfulness, willingness to compromise, free-thinking within acceptable limits, desire and opportunity to develop professionally and intellectually, be creative in solving problems, initiative, and so on.

The opposite situation in the team leads to negative consequences and even the most irreversible. Not every leader understands that it is the human factor that plays one of the most important roles in successful work enterprises in general. Only occasionally can one observe corporations and network firms where a business owner can afford to entrust his business to experienced and reliable managers and enjoy life in peace. In most cases, there is a need for constant self-monitoring.

Determining the atmosphere in a group of people is not so difficult. Even one day is enough to reveal clear signs of team cohesion, psychological state, pace of work and general mood. A primitive example is a private hotel in which the staff consists of 12-15 people. On the very first working day, the intern (let it be an administrator) by the evening hears countless stories from employees about each other, and not in the most favorable light. There is no place for staff as such, where people can have lunch and relax in peace. The maids go home early without notifying the manager. With all this, each employee is afraid and dislikes the authorities. Here you can immediately conclude that if gossip is permissible, then the hostess or the owner themselves set such an example, or do not participate in work with the staff and allow such behavior.

Unfavorable working conditions (lack of room for staff) give rise to fatigue, apathy, disinterest in work, and dislike for management is caused by unreasonable fines, delayed or non-payment of wages, personal insults. Large groups of people should be subjected to a more in-depth analysis to identify the causes of an unfavorable psychological climate with subsequent adjustment of the current situation. The main features of the analysis are:

Employee productivity
Degree of staff turnover
Product quality
Absenteeism and being late for work
Number of customer and employee complaints
Handling equipment (negligent or careless)
Degree of commitment to your team of employees

Factors affecting the psychological climate in the team of workers

What can affect the psychological climate of the team, making it positive or negative? Of course, sanitary and hygienic conditions largely contribute to this. These include illumination, humidity, area of ​​the room, the degree of convenience of the workplace, air temperature and much more. For example, when it is winter outside and the room is poorly heated (perhaps to save on heaters), employees feel pronounced discomfort in the workplace, and they may also get sick and not go to work at all.

The next factor that significantly affects the psychological climate in the team is the leader himself as a leader (). A person who leads a healthy lifestyle, is responsible for his work and has positive moral qualities, always acts as a role model among his subordinates. However, here we are talking only formal leadership. Often a certain mass entertainer appears in a group of people, in other words, an informal leader, who, as a rule, has more authority than the official leader. The task of the business owner here is to competently direct his efforts in a creative direction, without losing his own authority, otherwise a boycott is inevitable.

In order to create a favorable psychological climate in the team, the manager should select a team where people are temperamentally compatible with each other ((material and non-material incentives, a system of sanctions); be a vivid example to follow; set clear tasks and monitor their high-quality implementation; create and maintain the corporate spirit (with the help of corporate holidays, corporate uniforms and badges, a good reputation of the company and the prestige of working in this particular company); give everyone the opportunity to realize themselves and optimistic prospects for the future; ensure normal working conditions.

Generally, favorable psychological climate in the team always positively affects the result of work, because our life is not only monotonous everyday life, but also exciting work that brings us money, pleasure and new experiences.

The psychological climate is the mood of the team, the moral and psychological atmosphere that permeates the relationship of its members. It is not necessarily a work collective, although more often it is. The psychological climate exists in the interest group, and in the family, and at school, and in any collective activity. The success of this activity and the health of each of its participants depends on the atmosphere prevailing in the group. The creation of a favorable psychological climate is included in the measures for the prevention of psychosomatic diseases, conflicts, and neuroses.

For the first time, the term "psychological climate" was uttered by N. S. Mansurov in the context of studying the production team. A little later, psychologists began to distinguish the socio-psychological and moral-psychological climate. The psychological climate is a broad concept, the rest are part of it.

The psychological climate is a character that arises in the relationship of people based on their sympathies, coincidence of interests, and inclinations. The psychological climate includes 3 areas:

• Social climate - awareness of the goals and objectives of all participants, observance of rights and obligations.
• Moral climate - the values ​​accepted in the group. Their unity, acceptance, consistency.
• Actually psychological climate - informal relations in the team.

There are 4 approaches to studying the psychological climate in a team:

1. Climate is collective consciousness. Awareness by each member of society of relationships in the team, working conditions, methods of stimulating it.
2. The climate is the mood of the team. That is, the leading role is assigned not to consciousness, but to emotions.
3. Climate is a style of human interaction that affects their state.
4. The climate is an indicator of the compatibility of the group, the moral and psychological unity of its members. The presence of common opinions, traditions and customs.

The peculiarity of the psychological climate as a phenomenon is that it is created by the person himself, he is able to influence the climate, improve and change it.

Favorable and unfavorable climate

The psychological climate is favorable and unfavorable. The first one is characterized by:

• friendly attitude of the participants to each other;
• camaraderie;
• adequate mutual exactingness, causing creative effective;
• mutual assistance;
• joy from communication and openness of communications;
• safety and comfort;
• optimism;
• confidence in yourself and the team;
• the opportunity to think freely and creatively, to discover and realize their own potential.

But it is worth noting that the combination of mutual exactingness and mutual assistance is mandatory. Mutual assistance alone will turn into permissiveness, a “brotherly” attitude, which will eventually create an unfavorable climate.

An unfavorable or unhealthy climate includes opposite characteristics:

• pessimism;
• mistrust and disrespect;
• coldness and secrecy in relationships;
• containment of personal potential;
• irritability;
• tension and conflict;
• uncertainty;
• misunderstanding;
• fear of error, punishment and rejection;
• suspicion.

It is noted that a healthy climate increases productivity and labor efficiency. An unfavorable climate causes frequent security incidents and reduces productivity by 20%.

A healthy climate satisfies its participants and does not contradict social norms and values. For example, in a criminal collective there may be a unity of opinions, views and beliefs, but for society, the activities of its members are harmful, in fact, as a result, for the participants themselves (they just don’t know it).

Climate structure

The psychological climate in the team has a certain structure:

1. Relations on the "horizontal". It implies the cohesion of the team, the nature of interpersonal relationships, ways to resolve conflicts.
2. Relations along the "vertical" (with the boss and administration).
3. Attitude towards work. Job satisfaction and intention to stay in these conditions.

climate levels

The climate has two levels: static and dynamic.

Static

This is a stable attitude of employees to work, constant interpersonal relationships. The climate is stable and tolerates external influences well. It is not easy to create a climate at this level, but then it is easy to maintain. Team members feel this stability, which makes them more confident in their own position. Climate correction is practically not required, control is episodic. This level is also called the socio-psychological climate.

Dynamic

This is the changing nature of the team. The climate changes daily due to the changing moods of its participants. This level is also called the psychological atmosphere. It changes faster and is less felt by the participants. As the accumulated changes can create an unhealthy climate in the team.

Climate Diagnostics

The socio-psychological climate in the team is an indicator of the level of development of the team. Therefore, it is important to regularly diagnose and monitor the dynamics, to identify the properties that hold the team together or destroy it. For this, the methodology for assessing the level of the psychological climate of the team of A. N. Lutoshkin is suitable.

The subject is asked to answer 13 statements about the team in which he is. The score can be from -3 to 3.

Answer form

22 points or more - highly favorable climate.

8-22 points - moderately favorable climate.

0-8 points - low favorable climate.

From 0 to -8 - initial unfavorable.

From -8 to -10 - moderately unfavorable climate.

From -10 and more - pronounced unfavorable, unhealthy climate.

The questionnaire is completed by each member of the team. When summing up the results, all points are summed up, divided by the number of people surveyed. The final figure is the total score of the team. You can also calculate the overall score for individual criteria.

Signs characterizing the climate

Outwardly, you can judge the climate of the team by the following features(useful for those who get a job):

• staff turnover;
• product quality;
• level of discipline;
• claims and complaints, negative feedback from employees;
• frequent breaks in work;
• negligence and carelessness.

The better these indicators, the more favorable the climate. Signs of a favorable climate also include:

• trust and high demands in relationships;
• kind and constructive criticism;
• freedom of speech and opinion;
• providing initiative to employees, lack of pressure from the manager;
• awareness of participants in matters of the team;
• satisfaction from belonging to this group;
• mutual assistance and highly developed empathy;
• responsibility for yourself and the whole team.

What affects the climate

A number of factors influence the climate:

1. Type of organization, team. Open or closed, private or public, scientific or industrial organization. Family, class, criminal group, charitable association.
2. The image and standard of living of the team members.
3. Micro (everyday for a particular person) and macro (city, country, culture of society) conditions: normal, complicated, extreme.
4. Rational organization of labor, observance of the regime and rights, taking into account the capabilities and characteristics of each member of the team.
5. Team structure.
6. Informal leaders or groups within a team.
7. Style and characteristics of leadership. For a favorable climate, attention from the head is necessary not only to production issues, but also to the personal problems of team members. That is democratic style.
8. Individual psychological and personal characteristics of team members. Personal opinion, mood and behavior of a person contribute to the overall climate. This is based on the admission of external factors and events through the prism of one's own character and personality.
9. The combination of the features of all participants forms a new collective quality - the psyche of the team. Therefore, the psychological compatibility of the participants plays an important role, primarily in terms of temperaments. Psychologically, people must be compatible in terms of psychomotor reactions, emotional-volitional manifestations, the work of thinking and attention, and character. Incompatibility causes antipathy, hostility, conflicts.
10. Self-assessment of each participant. His and compliance claims and achievements.

The leader has a great influence on the formation of the climate. You should pay attention to his personal qualities, attitude towards other participants, authority, leadership style. A positive climate is created by a leader who:

• principled;
• responsible;
• active;
• disciplined;
• kind, responsive and communicative;
• has organizational skills.

Rudeness, selfishness, inconsistency, disrespect, and careerism have a negative effect on the health of the climate.

The conditions that dictate the climate also depend on the leader. Necessary:

• be friendly and respectful in relationships;
• give employees the opportunity to choose their own field of activity;
• notice and celebrate the activity and creativity of employees;
• promote the interest of employees in self-development;
• to motivate employees for promotion with the aim of not only material gain, but also gaining prestige, recognition of the team;
• be a good qualified leader and a good mentor.

What can a leader do for a favorable climate:

1. Justified from the standpoint of psychology to select personnel.
2. Organize regular training and certification.
3. To study and practice the theory of psychological compatibility, that is, to understand people well.
4. Contribute to practical activities (through the organization of events) to develop skills of interaction and relationships.

Creating a favorable climate

A favorable climate is formed where the participants clearly see the goals of the team, clearly understand and accept them. At the same time, they have a flexible system of means and ways to achieve them.

The higher the level of development of the team, the more favorable the climate. However, even at a low level of development, a favorable climate can be formed.

It is important to maintain the unity of motives, interests, beliefs, ideals, attitudes, needs of the participants and correctly combine their individual characteristics.

A favorable psychological climate cannot arise by itself. This is a product of well-coordinated and hard work of the entire team, competent organizational activities of the head.

Purposeful work should be carried out to create a favorable climate. This is a responsible and creative business, which involves knowledge of people's psychology, the ability to predict probable situations in relationships, to understand emotions and their regulation.

Creating a climate starts with changing each individual. In order for interpersonal relationships to develop favorably, you need:

• work on your own negative character traits;
• to form positive moral qualities (respect for people, recognition of their dignity and honor, attention, recognition of the beliefs and interests of other people, trust, observance of courtesy and rules of conduct, objective assessment and self-esteem, tact);
• use polite words and phrases, observe etiquette;
• own the methods of emotional and mental (necessary for the prevention and elimination of irritation, resentment, burnout, nervousness, anger, fatigue, excitement, apathy);
• know the strategies of behavior in, be able to competently solve them;
• avoid maximalism in judgments and behavior, labeling, categoricalness, high expectations and ideas.

Each member of the team should be valuable, unique and positive in its own way, and in the conditions of the group, complement each other, not interfere or overshadow.

Satisfaction as a criterion

The basis of climate assessment is the satisfaction/dissatisfaction of people with relationships in the team and the activity itself. However, you need to understand that satisfaction can be subjective and objective.

It often happens that one person is quite satisfied with the team, while another is not at all satisfied with the working conditions. This is the subjectivity in the assessment. The difference in experience, conditions and quality of life, interests, character of people and other individual characteristics contribute. The principle of subjective satisfaction is the ratio of the parameters "I give" - ​​"I receive".

Dissatisfaction with delayed wages, regular punishments, non-compliance with labor standards, violation of rights is an objective indicator.

Afterword

The psychological climate is sometimes identified with the socio-psychological or moral-psychological, which additionally emphasizes its basis. The basis of a favorable climate is the unity and similarity of the values ​​of the team members.

The nature of the climate affects the personality: it stimulates or not to work, joint activities, raises or lowers the mood, instills faith or uncertainty in one's own strengths, cheerfulness or despondency, stimulates or suppresses activity.

It is very easy to guess the nature of the climate. It is enough for its participants only to answer the questions “like - do not like”, “happy - not satisfied”, “want - do not want to be in a team”.

Find out what the psychological climate in the team is and how to create a favorable climate from the specialists of the Synergy Self-Development University.