Managing groups in an organization. Small group management. Signs of selection of the type of groups

10.03.2020

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INTRODUCTION

1. THEORETICAL AND METHODOLOGICAL FOUNDATIONS OF GROUP DYNAMICS IN ORGANIZATION

2.1 Leadership styles

2.2 Group leadership

CONCLUSION

BIBLIOGRAPHY

group leadership leader conformism

INTRODUCTION

The organization is a social category and at the same time - a means to achieve goals. It is a place where people build relationships and interact. Therefore, in every formal organization there is a complex interweaving of informal groups and organizations that have been formed without the intervention of management. These informal associations often have a strong impact on performance and organizational effectiveness.

Although informal organizations are not created by the will of management, they are a factor that every manager must reckon with, because such organizations and other groups can have a strong influence on the behavior of individuals and on the work behavior of employees. In addition, no matter how well the manager performs his functions, it is impossible to determine what actions and attitudes will be required to achieve the goals in an organization moving forward. The manager and subordinate often have to interact with people outside the organization and with units outside their subordination. People will not be able to perform their tasks successfully if they do not achieve the proper interaction of individuals and groups on which their activities depend.

The management of the organization is satisfied if the organization continues to exist as a single organism. However, almost always the real stereotypes of the behavior and attitudes of the members of the organization deviate slightly or very far from the formal plan of the organization's management.

The informal groups that form in organizations are a powerful force that, under certain conditions, can actually become dominant in the organization and nullify the efforts of management. Informal groups can also carry a positive influence on the activities of a formal organization.

Leaders need to reconcile the demands of the informal groups of the organization with the demands of the governing apparatus above them. This need encourages the manager to look for non-standard methods of managing people or use existing methods more effectively in order to use the potential benefits and reduce the negative impact of informal groups.

The purpose of the work: to consider the group and group dynamics in the organization.

To achieve this goal, the following tasks are solved in the work:

1. Consider the concept and types of groups in the organization;

2. Consider group management styles in the organization;

3. Consider group leadership.

The relevance of the work lies in a deeper consideration of the theoretical foundations of the group in the organization.

1. THEORETICAL AND METHODOLOGICAL FOUNDATIONS OF GROUP DYNAMICS IN ORGANIZATION

1.1 The concept and types of groups in the organization

A group is a socially stable association of individuals who have common interests, values and norms of behavior that develop within a particular organization. In a group, the behavior and (or) activities of one member are influenced by the behavior and (or) activities of other members of the group. The degree of this impact and its form determines the concept of "Group dynamics".

Group dynamics - a set of intra-group relations, socio-psychological processes and phenomena occurring in the process of group life. This concept characterizes the interaction of group members, which is based on a certain common interest and may be associated with the achievement of a common goal.

Groups arise in an organization and function as separate structural units due to the fact that, as a result of the division of labor, separate specialized functions are distinguished that require for their performance a certain set of people with certain qualifications, having a certain profession and ready to perform certain work in the system of joint activities.

Another important reason for the formation of groups is the natural desire of a person to unite with other people, to form stable forms of interaction with people. The group gives a person a sense of security, from the group he expects support, help in solving his problems and warnings. In a group, it is easier for a person to achieve “reward” in the form of recognition, praise, or material incentives. By uniting in groups, people feel stronger and more confident in the face of difficulties and obstacles.

In addition, belonging to a certain group, such as a professional association, may provide a member with a prestigious position in society, c. group, among friends and relatives. At the same time, the need for self-esteem will also be satisfied. Grouping can also increase the power of its members: what is sometimes difficult to achieve alone is much easier to achieve together. In addition, the group provides a person with the opportunity to spend time in a pleasant environment for him, the opportunity to avoid loneliness.

Modern management practice more and more confirms the undoubted advantages of a group form of labor organization over an individual one. Mutual support based on sympathy and friendship, contributing to the cohesion of the group, can generate a synergistic effect that significantly increases the effectiveness of the work.

However, with an undoubted advantage over other forms of work organization, the group form can also carry a number of negative aspects for the organization. One of these negative manifestations is the processes of group dynamics, which take shape under the condition that, on the whole, the management of the group is incorrectly set and its functioning in the organization is incorrectly organized. This is expressed in the fact that:

In the group, there is a tendency to moralize processes, accompanied by a presentation of oneself and one's actions in the best light from a moral point of view.

Secondly, the group begins to feel invulnerable and even invincible in conflict clashes.

The group develops an atmosphere of conformism, the desire to force everyone to agree with a single opinion, unwillingness to listen and discuss other opinions, etc.

The group develops unanimity. People are starting to think more and more like the rest. And even if they have other opinions, they do not express themselves, believing that the general opinion is true.

The group refuses to consider opinions from outside if they do not agree with the opinion of the group.

Formal groups

Formal groups are “institutionalized” groups that usually stand out as structural subdivisions in an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the group, as well as formally assigned functions and tasks.

In everyday speech, the word “formal” has a negative connotation, meaning not interested in the results, indifferent attitude to the performance of official duties. Indeed, the abuse of formalities leads to various kinds of bureaucratic perversions. However, the formal has a number of advantages:

makes the acquired knowledge and, based on it, advanced technologies and methods of work, common property;

establishes uniform norms and rules for everyone, which excludes arbitrariness and contributes to the objectification of activities;

provides "transparency" of the case for control and publicity for interaction with the public, which is certainly important for the democratization of management.

Thus, a formal group has the following features:

it is rational, i.e. it is based on the principle of expediency, conscious movement towards a known goal;

In a formal group, only service connections between individuals are provided, and it is subject only to functional goals. The formal groups are:

A vertical (linear) organization that unites a number of bodies and departments in such a way that each of them is located between two others - higher and lower, and the leadership of each of the bodies and departments is concentrated in one person;

Functional organization, in accordance with which, management is distributed among a number of persons specializing in the performance of certain functions and works;

Formal groups may be formed to perform a regular function, such as accounting, or they may be created to solve a specific task, such as a commission to develop a project.

informal groups

Informal groups arise as a result of the fundamental incompleteness of formal groups, since it is simply impossible to foresee all possible situations that can happen by job descriptions, and formalizing all subjective ideas as norms for regulating social relations is possible only under totalitarian political regimes.

Informal groups are created not by executive orders and formal resolutions, but by members of the organization in accordance with their mutual sympathies, common interests, similar hobbies, habits, etc. These groups exist in all organizations, although they are not represented in the diagrams that reflect the structure of the organization, its structure.

Informal categories are an unexpectedly (spontaneously) formed system of social relationships, generally recognized measures, acts that are the product of more or less long interpersonal communication.

It is a non-formal company, in which non-formalized state affairs have a highly functional (production) content, and is along with a formal organization. For example, a suitable system of business relationships that spontaneously develops between employees, any form of rationalization and invention, decision-making methods, and so on.

It assumes a socio-psychological company that acts as a repeating type of interpersonal relationships formed on the basis of the mutual enthusiasm of individuals for each other, regardless of the relationship with highly functional affairs, that is, a specific, spontaneously formed community of the inhabitants of our planet, based on an individual choice of relationships and associations between them, for example , friendly affairs, amateur categories, cases of pathos, leadership, sympathy, etc.

The picture of the informal category is very diverse and changeable in terms of the trend of interests, the nature of the work, age and social. composition. Based on the ideological and highly moral tendency, style of behavior, informal organizations can be classified into 3 groups:

Prosocial, that is, socially positive categories. These are socio-political clubs of international friendship, funds of public initiatives, categories of environmental protection and rescue of cultural monuments, club amateur associations and others.

They have, as a rule, a positive orientation;

Asocial, i.e. groups standing apart from social problems;

Antisocial. These groups are the most unfavorable part of society, causing him anxiety. On the one hand, moral deafness, inability to understand others, a different point of view, on the other hand, often their own pain and suffering that befell this category of people contribute to the development of extreme views among its individual representatives.

GROUP DEVELOPMENT STAGES

Each group is formed and developed in its own way. At the same time, some general patterns can be identified in the development of various groups.

Any group in its development goes through the following stages, which form a 5-step model of group development:

The initial stage of formation;

Intra-group conflict;

Ensuring the cohesion of the group members;

Stage of highest efficiency and productivity;

Final stage (for temporary groups).

Let us consider the stages of group development in more detail.

The initial stage of formation, as a rule, is characterized by uncertainty about the structure of the group, its goals. It is often not clear who is the leader of this group, and what type of behavior is most acceptable in it. This stage ends when the members of the group begin to clearly understand that they are part of this group.

Intragroup conflict. The second stage of group development is usually characterized by the development of intra-group conflict. There is a struggle for leadership and distribution of roles between group members. After this stage is completed, it becomes clear who is the leader in this group (if it is a formal group, then we are talking about an informal leader).

Ensuring group cohesion. At this stage, relations between group members become closer and more cohesive.

Informal group cohesion factors include:

Contacts and communication after hours, joint leisure activities;

The strictness of the rules of initiation (the more difficult it is to become a member of the group, the more cohesive this group becomes);

Group size (larger groups are less cohesive);

The presence of external threats;

Having successful joint activities in the past. At the same time, there is clarity about the informal norms of behavior and the distribution of roles in this group.

The stage of highest efficiency and productivity. At this stage, the group is fully functional. The energy of its members is no longer directed to the distribution of roles and the struggle for power, but directly to ensuring effective work and achieving high results.

Final stage. For temporary groups, for example groups designed to temporarily implement precise tasks, the execution of these tasks becomes the final stage of their existence. The closer it is to the end of work on the plan, or the closer the fulfillment of the task assigned to the category, the more its members begin to think about the fact that this category itself will quickly cease to exist, and also about fresh prospects for their own work in a different team. The performance of the category during this period can noticeably decrease.

Undoubtedly, the actual stages of the formation of the category that we have examined give only a simplified idea of the rather difficult actions that take place in real life. In reality, it is quite difficult to isolate one stage of the formation of a category from another; from time to time several stages pass at the same time. A transition from the highest stage to the lowest is likely (for example, an incident about leadership and distribution of roles in a group can appear at any stage of its formation, even at the final one).

Experts who analyzed the stages of the functioning of groups discovered another interesting pattern in the formation of temporary groups. It was revealed that the actual performance of the category fluctuates in different periods, significantly increasing in the 2nd half of the period of its work. The 1st phase of the category's work on solving a certain problem is characterized by conditional inertia. Significant changes occur only at the end of this phase, after about half the time allotted for solving this problem has expired. During this period, it often becomes clear that the time itself, which is allotted for solving the problem facing the category, is cut down and, in order to successfully reach the finish line, it is necessary to concentrate efforts and speed up work. In phase 2, the performance of a category usually increases, in fact, in the end, it allows you to successfully achieve the intended goal.

1.2 Group dynamics in informal groups

The structure and type of a formal organization is built consciously by management through design, while the structure and type of an informal organization arises from social interaction. People who join a formal organization usually either want to fulfill the goals of the organization, or they need to be rewarded in the form of income, or they are guided by considerations of prestige associated with belonging to this organization. They also have reasons for joining groups and informal organizations, which include a sense of belonging, mutual assistance, mutual protection, close communication and interest, but people often do not realize them.

The very first reason for joining an informal group is to satisfy the need for a sense of belonging. People whose work does not provide the opportunity to establish and maintain social contacts tend to be dissatisfied. The ability to belong to a group, support from its side are closely related to employee satisfaction.

And yet, despite the fact that the need for belonging is widely recognized, most formal organizations deliberately deprive people of opportunities for social contact. Therefore, people are often forced to turn to informal organizations in order to gain these contacts.

Ideally, subordinates should be able to feel free to turn to their direct superiors for advice or to discuss their problems. If this does not happen, then the boss should carefully examine his relationship with his subordinates. Many people feel that their boss in a formal organization will think badly of them if they ask him how they can get a job done. Others are afraid of criticism. Moreover, every organization has many unwritten rules that deal with minor procedural issues, such as how the boss treats chatter and jokes, how to dress in order to earn everyone's approval, and also how mandatory all these rules are.

In these and other situations, people often prefer to resort to the help of their colleagues. For example, a new worker would rather ask another worker to explain to him how to perform this or that operation than turn to the manager. This leads to the fact that new workers also tend to participate in an already formed social group, where there are experienced workers.

Receiving help from a colleague is beneficial to both: the one who received it and the one who provided it. As a result of helping, the one who gives it acquires prestige and self-respect, and the one who receives it acquires the necessary guidance for action.

The need for protection is also considered a weighty reason for the preface of the inhabitants of our planet in any category. Wishing now occasionally we can talk about the existence of a real physical threat in the workplace, the very first trade unions originated specifically in social groups that intended to go to pubs and sorted out their own complaints to the leadership. And now members of informal organizations protect each other from the rules that hurt them. This protective function acquires even more actual value, as soon as the management is not trusted.

The need for conversation arises because people want to know what is going on around them, especially when it affects their work. Nevertheless, in almost all formal organizations, the system of internal contacts is rather frail, and from time to time management deliberately hides specific information from its own subordinates.

As a result of this, one of the important circumstances of adaptation to an informal organization is access to an informal channel for receiving information - rumors. This can satisfy the individual's needs for emotional protection and accommodation, and still provide him with the most rapid access to information suitable for work.

Among other things, people often join informal groups simply to be closer to those they sympathize with. They are given the opportunity to eat together, negotiate their own work and their own affairs during the breaks, or turn to management with a wish for an increase in pay and improvement in working conditions. People gravitate faster to establish the narrowest cases with other people who are in close proximity to them than with those who are at a distance of several meters. At work, people tend to interact with those around them.

Characteristic features of informal organization dynamics

The process of development of informal organizations and the reasons why people join them contribute to the formation of characteristics in these organizations that make them both similar and different from formal organizations.

The following is a brief description of the main characteristics of informal organizations that are of direct relevance to management, as they have a strong influence on the effectiveness of a formal organization.

Informal organizations exercise social control over their members, and the first step towards this is the establishment and strengthening of norms - group standards of acceptable and unacceptable behavior. To be accepted by the group and maintain its position in it, the individual must comply with these norms.

It is only natural, for example, that an informal organization has its own well-defined rules regarding the nature of dress, behavior and acceptable types of work.

To reinforce compliance with these norms, the group can impose fairly severe sanctions, and those who violate them can face exclusion. This is a strong and effective punishment when a person depends on an informal organization to meet their social needs, which happens quite often.

The social control exercised by the informal organization can influence and guide the achievement of the goals of the formal organization. It can also affect the opinion of leaders and the fairness of their decisions.

Resistance to change. People may also use the informal organization to discuss anticipated or actual changes that may occur in their department or organization. In informal organizations, there is a tendency to resist change. This is partly due to the fact that change can pose a threat to the continued existence of an informal organization.

Reorganization, the introduction of new technology, the expansion of production and, consequently, the emergence of a large group of new employees, can lead to the disintegration of an informal group or organization, or to a reduction in opportunities for interaction and satisfaction of social needs.

Sometimes such changes can enable specific groups to achieve position and power.

Since people do not react to what is happening objectively, but to what is happening according to them, the proposed change may seem to the group to be much more dangerous than it really is. For example, a group of middle-level managers may resist the introduction of computing technology for fear that this technology will take their jobs just at the moment when management is about to expand their sphere of competence.

Resistance will arise whenever group members see change as a threat to the continued existence of their group as such, their shared experience, social needs, shared interests, or positive emotions.

Management can ease this resistance by allowing and encouraging subordinates to participate in decision making.

Just like formal organizations, informal ones have their own leaders. The informal leader acquires his position by seeking power and exercising it over the members of the group, in the same way as the leader of a formal organization does. As such, there are no major differences in the means used by leaders of formal and informal organizations to exert influence.

They are essentially different only in that the leader of a formal organization has support in the form of official powers delegated to him and usually acts in a specific functional area assigned to him. The support of the informal leader is the recognition of his group.

In his actions, he relies on people and their relationships.

The sphere of influence of the informal leader may go beyond the administrative framework of the formal organization.

Despite the fact that the informal leader is also one of the members of the managerial staff of a formal organization, very often he occupies a relatively low level in the organizational hierarchy there.

Significant factors that determine the possibility of becoming the leader of an informal organization include: age, position, professional competence, location of the workplace, freedom of movement in the work area and responsiveness.

The exact characteristics are determined by the value system adopted in the group. For example, in some informal organizations, older age may be considered a positive characteristic, while in others it may be the other way around.

The informal leader has two primary functions: to help the group achieve its goals and to maintain and strengthen its existence. Sometimes these functions are performed by different people.

If this is the case, then two leaders emerge in the informal group: one for fulfilling the group's goals, the other for social interaction.

2. GROUP MANAGEMENT IN ORGANIZATION

2.1 Leadership styles

The management of the organization is satisfied when the organization continues to exist as a whole. However, almost always the stereotypes of behavior and attitudes of members of the organization deviate far from the formal plan of the leaders of the organization.

A workable close-knit group does not appear immediately, this is preceded by a long process of its formation and development, the success of which is determined by a number of circumstances that little depend on whether it is formed spontaneously or is formed consciously and purposefully.

First of all, we are talking about clear and understandable goals of the forthcoming activity, corresponding to the internal aspirations of people, for the sake of achieving which they are ready to completely or partially give up freedom of decisions and actions and submit to group power.

Another important condition for the successful formation of a group is the presence of certain, even minor, achievements in the process of joint activity, clearly demonstrating its clear advantages over the individual.

Another condition for the success of the activities of the official group is a strong leader, and the unofficial leader, to whom people are ready to obey and go towards the goal.

Informal groups that form in an organization can, under certain conditions, become dominant.

Middle managers need to reconcile the demands of the organization's informal groups with the demands of the top management. This need encourages managers to look for non-standard methods of managing people or to use existing methods more effectively in order to use the potential benefits and reduce the negative impact of informal groups.

Allocate groups of leaders, working (target) groups and committees.

The management team consists of the leader and his direct reports under his control (the president and vice presidents).

Working (target) group -- employees working on a single task.

A committee is a group within an organization that is delegated authority to perform a task or set of tasks. Sometimes committees are called councils, commissions, task forces. Allocate permanent and special committees.

Informal organizations carry out social control for its members. There are usually certain norms that each member of the group must comply with. In informal organizations, there is a tendency to resist change. Usually an informal organization is led by an informal leader. The informal leader should help the group achieve its goals and keep it alive.

The same factors affect the effectiveness of the work of formal and informal groups:

Group size. As the group grows, communication between members becomes more difficult. In addition, informal groups with their own goals may arise within the group. In small groups (of 2-3 people) people feel personally responsible for making a certain decision. It is believed that the optimal group size is 5 - 11 people.

Composition (or the degree of similarity of personalities, points of view, approaches). It is believed that the most optimal decision can be made by groups consisting of people who are in different positions (i.e., dissimilar people).

group norms. A person who wants to be accepted by a group must comply with certain group norms. (Positive norms are norms that support behavior aimed at achieving goals. Negative norms are norms that encourage behavior that is not conducive to achieving goals, such as stealing, being late, absenteeism, drinking in the workplace, etc.).

Cohesion. It is considered as a measure of the attraction of group members to each other and to the group. A high level of group cohesion can improve the performance of the entire organization.

Group consensus. This is the tendency of an individual to suppress his views on some phenomenon in order not to disturb the harmony of the group.

Conflict. Differences in opinion increase the likelihood of conflict. The consequences of the conflict can be positive, as they allow you to identify different points of view (this leads to an increase in the effectiveness of the group). The negative consequences are to reduce the effectiveness of the group: a bad state of mind, a low degree of cooperation, a shift in emphasis (giving more attention to one's "winning" in the conflict, rather than solving the real problem).

status of group members. It is determined by seniority in the job hierarchy, job title, education, experience, awareness, etc. Usually, members of a group with a high status have a greater influence on other members of the group. It is desirable that the opinion of high-status group members not be dominant in the group.

Formal groups are usually distinguished as structural divisions in an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the company, as well as formally assigned functions and tasks.

A formal group has the following features:

it is rational, i.e. it is based on the principle of expediency, conscious movement towards a known goal;

it is impersonal, i.e. It is designed for individuals, relations between which are established according to a compiled program.

In a formal group, only service connections between individuals are provided, and it is subject only to functional goals.

The formal groups are:

A vertical organization that unites a number of bodies and a subdivision in such a way that each of them is located between the other two - higher and lower, and the leadership of each of the bodies and subdivisions is concentrated in one person.

A functional organization in which management is distributed among a number of individuals who specialize in certain functions and jobs.

Staff organization, characterized by the presence of a staff of advisers, experts, assistants, not included in the vertical organization system.

Formal groups may be formed to perform a regular function, such as accounting, or they may be created to solve a specific task, such as a commission for the development of a project.

Informal groups are created not by orders of the organization's management and formal resolutions, but by members of this organization in accordance with their mutual sympathies, common interests, the same hobbies and habits. These groups exist in all companies, although they are not represented in the diagrams that reflect the structure of the organization, its structure.

Informal groups usually have their own unwritten rules and norms of behavior, people know well who is in their informal group and who is not. In informal groups, a certain distribution of roles and positions is formed. Usually these groups have an explicit or implicit leader. In many cases, informal groups can exert equal or even greater influence over their members than formal structures.

Informal groups are a spontaneously (spontaneously) established system of social ties, norms, actions that are the product of more or less long-term interpersonal communication.

Depending on the style of behavior, informal groups can be classified as follows:

Prosocial, i.e. socially positive groups. These are socio-political clubs of international friendship, social initiative funds, groups for environmental protection and the rescue of cultural monuments, club amateur associations, etc. They, as a rule, have a positive orientation.

Asocial, i.e. groups standing apart from social problems.

The strength and influence of the team is largely given by the conformism (from Latin conformis - similar, similar) of its members, i.e. unconditional acceptance by them of the existing order of things prevailing in the group of opinions, adaptation to them on the basis of the rejection of independent thoughts and actions.

As a result, a group unanimity is formed, based on the suppression by an individual of his real views on any phenomenon and the support of a common opinion so as not to disturb the harmony of the group. Since no one expresses opinions different from others, and does not offer a different, opposing point of view, everyone assumes that everyone thinks the same way.

Conformism is based on the fear of spoiling relations with the group, of being rejected by it, of being excluded from it - ostracism, which in ancient times, for example, led to inevitable death.

The degree of conformity depends on the certainty and complexity of the problem being solved, the position of the person in the group, the significance of the group for him. So, individuals with a high status are subject to less pressure, and the more attractive the group is for a person, the closer common goals are to him, the more he obeys it.

From the point of view of the interests of the team as a whole, conformism has many positive aspects: it ensures survival at critical moments, facilitates the organization of joint activities of people, saves you from thinking about how to behave, making behavior standard in ordinary situations and predictability in non-standard ones, and facilitates the integration of the individual in the team.

Without conformism, there can be no cohesive team, and therefore, before being accepted into it, newcomers are tested for loyalty to it, i.e. on the ability to conformist behavior. And if there is none, a person is unlikely to be able to find a place for himself in the team.

The degree of conformity of one or another subject is determined by a number of specific circumstances, and above all by the nature of interpersonal relations in the team (friendly, for example, require a person to be more compliant to others than strained ones).

Conformity is influenced by the ability to make independent decisions and freely express one's opinions: if a person acts under constant supervision and control, and his opinion is not supported by anyone, he is more likely to do what is required of him.

Conformism also depends on the size of the collective itself - it is strongest in primary groups, especially triads, in which everyone is constantly in front of each other. The reason is that conformist behavior stimulates a slight three-vote majority.

Conformism gives the team its own “face” in many respects, since all its members strictly adhere to a jointly developed system of common values and norms, which is created on the basis of assimilation and adaptation of what everyone brings to the “common piggy bank”. Norms are unwritten requirements, rules indicating what and how to do and what not, how to play a particular role, do work, behave; violation of the rules is usually severely punished. Without taking into account the influence of norms on the behavior of the group, the manager may make inadequate decisions.

Norms and rules increase intra-group pressure and create the basis for control by the team over the behavior of its members. As the cohesion of the group grows, its pressure and control intensify to a certain extent (although at the same time the very categorical requirements and norms decrease), and then they can gradually be transferred outside, to the surrounding teams and even the official leadership.

Group pressure is perhaps the strongest way to influence a person's behavior within a team, and, once alone, he often succumbs to the latter, even if he is right, because otherwise the pressure can develop into open coercion. At the same time, a member of a high-status collective can afford to ignore norms to a large extent.

The world for a person is what he imagines it to be. Often he judges the validity of these views based on the fact that they are shared by others. Otherwise, he is lost and poorly oriented in the situation, since agreement with the group opinion stabilizes the image of reality, strengthens self-confidence. Usually a person accepts the views of the majority not so much under direct external pressure, but because of the fear of spoiling the relationship.

Depending on their character and other personal qualities, people have different attitudes towards the norms of behavior and group pressure. The probability of recognizing one or another value or choosing one or another position depends on the degree of adherence to it, trust in its bearers, self-confidence, firmness of convictions. Usually, positions are easier to form and change among young people, since it is easier to introduce something new into their value system.

Some accept them completely and honestly strive to live up to them; others, although they internally reject them, in practice adhere to them so as not to lose the favor of the group, but only as long as it is beneficial; still others do not accept them inwardly and do not try to hide them. Of course, the group strives to get rid of such people, but this is not always possible, because certain qualities of them turn out to be necessary for it, and then it has to yield.

The other side of the coin is negativism. When a member of the group does not agree with the opinion of the group, (sometimes even against logic), from the consciousness of his own uniqueness and the uniqueness of the expressed point of view. Although often such a reaction is nothing more than a manifestation of the selfish nature of the individual and a biased attitude towards an alternative view of the problem.

In extreme forms, these two phenomena lead to the degradation of the group, and to a decrease in the effectiveness of its activities. Extreme conformism reduces the abilities of the group to the abilities of one person, usually the leader, while the abilities of the rest of the team members gradually atrophy. In turn, negativism is an excellent ground for the emergence of conflicts, the escalation of which leads to the destruction of ties within the group (unless, of course, one tries to manage conflicts).

In the case of a successful combination of conformism and divergence of views (a mild form of negativism) within the group, the latter is likely to work with progressive efficiency, constantly increasing its own experience and potential, which is essentially a positive phenomenon.

2.2 Group leadership

As the quantitative growth of the group and, most importantly, its stabilization, a ranking hierarchy develops among the members of the group, and the role of the leader becomes crucial in the activities of the group.

The whole life of a person takes place in a social context, he lives and acts as part of various groups and, therefore, all his life is influenced by all sorts of formal and informal leaders; they can be people of different personal qualities and social status, a senior in the family, the captain of a yard hockey team, a teacher, a coach, the leader of a criminal group, an army foreman, a foreman, a head of a department, an artistic director, a head of a department, etc.

The personality of the leader and the style of his behavior as a dominant person largely determine the fate of each participant and the entire group as a whole. In other words, leaders influence the socialization of individuals.

By studying the social behavior of people, we can understand the dynamics of leadership and uncover the turning points in group life.

As diverse as people and groups are, so are leaders and their behavior.

Signs of leadership can be found in any group, even among random neighbors in a railway compartment; and in all cases one regularity can be traced: the person who has come forward as a leader and the style of his leadership reflect the circumstances, or rather the details, of his becoming a leader, the essence of the group he leads, as well as the personality traits of not only the leader himself, but also his followers.

But despite the obviousness of the phenomenon of leadership, it is practically difficult to establish who is the leader of the group. There are two main methods for identifying a leader in a particular group:

1) it is possible to find out by interviewing group members who they prefer as the most influential person in choosing the direction of the group's activities (self-report method);

2) you can ask outside observers (or specially invited consultants) to name those members of the group who have the greatest influence on others, or register the relative frequency of successful acts of influence of some members of the group on others (observation method).

A common criterion for these two methods of identifying a leader is the factor of influence exerted by a person on the surrounding group members. Therefore, initially we can define leaders as those who influence the activities of the group.

However, the simplicity and obviousness of this definition is misleading. There are at least three important implications of this formulation that are commonly overlooked in the study of leadership.

First, by accepting this definition, we assume that all members of the group are leaders to some extent, since each participant to a certain extent and in some respect, even against his will, influences the actions of other members of the group. Therefore, it must be taken into account that leadership is a quantitative variable, and not the presence (or absence) of a certain quality. It would be more correct to speak not about the presence, but about the amount of ability (potential) for leadership of each member of the group, without dividing them fatally into leaders and followers.

So, those members of the group who significantly influence the activities of the group can be (although somewhat arbitrary, since they differ only in the amount of influence) called leaders.

The second consequence is the fact that the manifestation of leadership is an act of interaction between personalities: not only the leader influences the follower, but the follower also influences the leader.

The behavior of leaders is largely determined by the attitudes (value orientations) of the members of the group. Studies have shown that in groups with a predominance of tendencies towards equality, the leader is more democratic; on the contrary, in groups where strong power is important, the leader can become an absolute dictator.

Thirdly, we must consider the difference between the leader, as a person with a significant amount of influence, and the official head of the team, whose influence can sometimes be much less. In other words, not all formal leaders are actual leaders.

Taking into account the above general considerations, we can proceed to the actual socio-psychological analysis of the problem of the leader and leadership.

The emergence of leadership. The main idea of this paragraph can be formulated as follows: the emergence of leadership (informal leadership) and its functions in a group are determined by the structure, position and tasks of the group.

Now we will show the second side of the interaction "leader - group", since it is the structure, position and tasks of the group that determine the circumstances in which leadership arises and the purpose that it serves.

In most cases, as we have pointed out, influence in a group tends to be concentrated in the hands of one or a few persons, but not distributed evenly among all the members of the group. This manifests itself most clearly when, over time, the group stabilizes in the external environment.

Naturally, the history of the concentration of leadership in each group proceeds differently. Here we will outline only some of the starting points and major events in the growth and functioning of the group, as well as those significant characteristics of its members that contribute to the concentration of leadership and determine the distinctive features of this process.

Leaders and rank hierarchy of the group. In the process of quantitative growth, an increase in the number of functions and the specification of group goals, a hierarchy develops according to the degree of influence among group members.

On the top rung of the hierarchical ladder is the primary leader, in the middle are the leaders of the second and third levels, and on the lower rungs are the followers.

In small cohesive groups, as a rule, both intermediate leaders and followers represent at their levels the main features of the supreme leader. However, this does not apply to large and complex groups, where there are objective conditions for the nomination of many leaders.

Leader and critical situations. The need for an influential leader is especially keenly felt by the group in those cases when some obstacle arises on the way to achieving group goals or something threatens the group from the outside, that is, when a difficult, critical situation develops. This may equally apply to complex
combat conditions, natural disasters (for example, a group of climbers and a collapse in the mountains) and the ups and downs of institutional reorganization.

In such cases, there is always a lack of consensus among group members about what steps should be taken to achieve goals or ward off danger. If at the same time any individual manages to ensure the achievement of the goals, or the safety of the group due to his personal qualities (courage, skills, knowledge, self-confidence, etc.), then he is most likely to become the leader of this group.

The degree of danger or difficulty in overcoming the obstacle faced by the group determines not only the emergence of leadership, but also the volume and forms of its distribution. In the most critical situations, leadership is focused, concentrated in one hand.

Historical analysis of the emergence of dictators shows that they appear precisely in critical situations when instant changes in government are needed. Power-hungry political adventurers artificially create ostensible emergencies as a means of taking control of all state functions and prolong imaginary crises in order to maintain this control.

The American scientist Leighton studied the possibility of the emergence of a leader in the conditions of the camp, where people of Japanese origin were interned during the Second World War. He notes the blind, apathetic compliance of people under the influence of conditions of isolation, the destruction of the usual norms of life and a sense of the futility of existence. They seemed to follow any leader: "power lay in the streets of the camp, waiting to be picked up by someone."

If the problems faced by the group are very complex in their range, leadership functions are usually distributed among several individuals. As tasks are simplified, leadership becomes concentrated (but with difficulty not below a certain level). With easy group tasks, leadership is again scattered (the task is so simple that everyone can solve it on their own).

Leaders and group instability. A favorable environment for the nomination of a new leader can arise not only under the influence of an external threat, but also as a result of intra-group conflicts.

At some point, the leaders of the conflicting subgroups will assume a position of balance of power relative to the supreme leader; if the group does not disintegrate, then the leaders of the subgroups will be replaced by one supreme leader (the old supreme leader, however, may remain).

An employee of the University of Michigan (USA) Crockett (Crockett) experimentally proved that disagreements in groups create fertile ground for the usurpation of the roles of old leaders and the promotion of new ones. He studied 72 groups in government and industrial organizations, which led him to the following conclusion:

"Groups whose members have different opinions about the group's goals and means to achieve them are much more likely to nominate opinion leaders than groups that have no disagreement about the goals and means."

Leaders and Former Leaders. A new leader is likely to emerge at a time when the old leader is not up to his leadership position as a strategist, expert, planner, and administrator.

In the cited work of Crockett, it is indicated that in 83% of cases when the leader neglected or could not cope with the listed functions, someone else from the group members took over these functions. At the same time, in those groups where the formal leader effectively performed these duties, a new leader was nominated only in 39% of cases.

It has also been proved that if the leader does not cope with the function of representing the group in the external environment, does not know how to "speak on behalf of everyone", then the group puts forward a new leader.

Leaders and their needs. Like all members of the group, the potential leader strives to achieve group goals and at the same time has some own, additional needs.

What distinguishes the future leader is that these additional needs can best be met by assuming the role of leader (or informal leader). Depending on the degree of awareness of their needs, value orientations, the future leader can purposefully seek a leading role or this process can occur spontaneously, or rather, followers are engaged in his promotion, making sure that he has the sum of the necessary qualities.

2. Informal groups and the reasons for their emergence. Informal group management

An informal organization is a spontaneously formed group of people who interact regularly to achieve a specific goal. In a large organization, there are many informal groups. Informal organizations, just like formal ones, have a hierarchy, leaders, tasks, and norms of behavior.

The main reasons for the emergence of informal groups are:

1) unsatisfied social needs for belonging, belonging;

2) the need for mutual assistance;

3) the need for mutual protection;

4) close communication and sympathy;

5) a similar way of thinking.

Affiliation. One of the highest human needs, which is satisfied through the establishment and maintenance of social contacts and interactions. But many formal organizations deprive people of social contacts. Therefore, workers turn to informal organizations.

Mutual assistance. Help, support, advice, advice, employees should receive from their immediate superiors. But this does not always happen, because the leader is not always able to create an atmosphere of openness and trust when the performers want to share their problems with him. Therefore, often people prefer to resort to the help of their colleagues. This interaction has a double benefit. The one who provided it acquires a reputation as an expert, prestige, self-respect. Who received - the necessary guidance for action, belonging to an informal organization.

Mutual protection. Members of informal organizations protect their interests and each other from superiors, other formal and informal groups. For example, they protect each other from unfair decisions, harmful rules, poor working conditions, invasion of their zone of influence by other departments, lower salaries, and dismissal.

Close communication. Thanks to the formal organization and its tasks, the same people come together every day, sometimes for many years. They are often forced to communicate and interact, as they solve the same tasks. People want to know what's going on around them, especially when it comes to their work. But sometimes leaders deliberately hide information from subordinates. Subordinates are forced to resort to an informal channel of communication - rumors. It satisfies the need for security, belonging. In addition, people want to be closer to those they sympathize with, with whom they have a lot in common, with whom they can discuss not only work, but also personal matters. Such relationships often arise with those who are nearby in the workspace.

Similar way of thinking. People are united by the same shared social and ideological values, common intellectual traditions, professed philosophy of life, common hobbies, etc.

It is necessary to know the main characteristics of informal groups that have a great influence on the effectiveness of a formal organization and which must be taken into account in management. These characteristics are:

1) exercising social control;

2) resistance to change;

3) the emergence of an informal leader;

4) spreading rumors.

social control. Informal groups establish and reinforce norms of acceptable and unacceptable behavior within the group. This may concern both clothing, manners, and acceptable types of work, attitudes towards it, and the intensity of work. Those who violate these norms are subject to alienation and other sanctions. These norms may or may not correspond to the norms and values of the formal organization.

Resistance to change. This phenomenon is also characteristic of formal groups, since changes disrupt the usual, well-established rhythm of work, the distribution of roles, stability, and confidence in the future. Changes can pose a threat to the continued existence of an informal group. Reorganization, the introduction of new technology, the expansion of production, the elimination of traditional industries can lead to the disintegration of informal groups or a reduction in the ability to meet social needs and realize common interests.

Leadership must reduce resistance to change using a variety of methods, including participatory management.

informal leaders. Informal organizations, as well as formal ones, have their own leaders. To influence the members of the group, they apply to them the same methods as the formal leaders. The only difference between these two leaders is that the leader of the formal organization has the support of delegated official powers and usually operates in a specific functional area assigned to him. The support of the informal leader is the recognition of his group. In his actions, he relies on people and their relationships. The sphere of influence of the informal leader may go beyond the administrative framework of the formal organization.

The main factors determining the opportunity to become the leader of an informal organization are: age, official authority, professional competence, location of the workplace, freedom of movement in the work area, moral qualities (responsiveness, decency, etc.). The exact characteristics are determined by the value system adopted in the group.

Informal organizations interact with formal ones. This interaction can be represented as a Ho-mans model. The model demonstrates how an informal group arises from the process of interaction between people performing certain tasks.

In the organization, people perform the tasks assigned to them, in the process of performing these tasks, people interact, which in turn contributes to the emergence of emotions - positive and negative in relation to each other and superiors. These emotions influence how people will carry out their activities and interact in the future. Emotions, favorable or unfavorable, can lead to either an increase or decrease in efficiency, absenteeism, staff turnover, complaints and other phenomena that are important for assessing the performance of an organization. Therefore, even if an informal organization is not created by the will of the leadership and is not under its complete control, it must be managed so that it can achieve its goals.

To ensure effective communication between formal and informal groups, the following methods can be used:

1) recognize the existence of an informal organization, refuse to destroy it, realize the need to work with it;

2) identify leaders in each informal group, involve in the decision-making process and take into account their views, encourage those involved in solving production problems;

3) check all managerial actions for their possible negative impact on the informal group;

4) to reduce resistance to change, involve group members in making management decisions;

5) quickly provide accurate information to prevent the spread of false rumors.

In addition to organizational factors, the effectiveness of the work of groups is also influenced by specific factors. They can be divided into two groups:

1) characteristics of the group;

2) group processes.

3. Characteristics of groups and their effectiveness

The characteristics of the group include its size, composition, status, and the roles of the group members.

Group size. Many management theorists have devoted attention to determining the ideal group size. Summing them up, we can say that such a group will be a group of 5-12 people. The explanation for this is that in smaller groups there is less opportunity to realize the benefits of group decision making, to benefit from differences of opinion. In addition, group members may be concerned about too much personal responsibility for the results of the work, decisions made.

In larger groups, communication between members becomes more difficult, and it becomes more difficult to reach agreement on issues related to the activities of the group. There may be difficulty, timidity in expressing one's opinion in front of a large number of people. Participation of everyone in the discussion of the issues to be resolved is limited.

Composition of the group. The composition is understood as the degree of similarity of personalities, points of view, approaches in solving problems. The group should be composed of dissimilar personalities, with different knowledge, abilities, skills, ways of thinking, in order to work more effectively.

The status of group members is the position, the position of a person in a group. It can be determined by a number of factors: position, office location, education, social talents, awareness, accumulated experience, moral qualities. These factors can either raise or lower status, depending on the values and norms of the group. In order to make effective decisions, it is necessary to exclude the dominant influence of members with a higher status.

Roles of group members. A role is a set of rules of behavior expected of an individual in a particular situation. There are two main directions of roles for creating an effective group: target roles, which are aimed at the selection and setting of group tasks and their implementation, as well as supporting (social) roles, which contribute to the revitalization of the group. Most American managers perform targeted roles, while Japanese managers perform targeted and supportive ones.

Target roles:

1) initiation of activities, i.e. the proposal of new solutions, ideas, the search for new approaches to their solution;

2) search for information necessary to solve the tasks set, to clarify the proposals put forward;

3) collecting the opinions of group members, clarifying their attitude to the issues under discussion. Clarification of their ideas, values;

4) generalization, i.e., linking various ideas, proposals for solving the problem and generalizing them in the final solution;

5) elaboration - clarification of the decision, forecasting its fate, if it is made;

6) motivation - stimulating the actions of the group when the interests and motives of its members fade away. Supporting roles:

1) encouragement is praise for the ideas expressed, a positive assessment of their contribution to solving the problem, maintaining a friendly atmosphere;

2) harmonization, which consists in reducing emotional tension, resolving conflicts, reducing disagreement and reaching agreements;

3) ensuring participation - creating an atmosphere of trust, openness, freedom of communication, so that each member of the group can and wants to submit their ideas, proposals;

4) loyalty, support is the ability to hear and agree with other ideas, to go along with the group;

5) willingness to compromise - the ability to change one's own mind in order to maintain harmony in the team. If the majority of group members fulfill social roles, the team becomes socially oriented. Its members do not conflict with each other, do not impose their opinions on others and do not really strive to fulfill the tasks of the team, because the main thing for them is to keep the team united and happy, to harmonize relationships. Members of such teams may experience high individual satisfaction, but usually at the expense of reduced productivity.

At the other extreme, a team consisting predominantly of "specialists". In it, everything is subordinated to one goal - the result. Such a team will be effective in the short term, but in the long term, the degree of satisfaction, and hence the motivation of its members, decreases, since the social and emotional needs of its members are ignored.

Some team members play a dual role. These people are focused on both the task and the emotional needs of the other participants. These people can become team leaders because all members of the group are equal to them, satisfying both types of needs. Finally, there is another role - the role of an outside observer who does not overwork either in solving team problems or in meeting social needs. Such team members do not enjoy the respect of its members.

It is important for managers to remember that effective teams must be well balanced, with people performing both roles: to achieve goals, solve production problems, and to create social cohesion.

4. Group processes. Creation and management of teams

Group processes include the stages of group development, cohesion, norms and conflict. Group development stages

Studies show that the group does not develop spontaneously, but passes through certain stages. There are several models of team development. They include five stages. In teams that work under time pressure or exist for only a few days, the transition of stages occurs very quickly. And each leader and team member has their own unique challenges.

Formation is the stage of orientation and familiarity. Group members evaluate each other's abilities, the ability to achieve goals, the possibility of establishing friendships, acceptable types of behavior for others. This is the stage of high uncertainty, and group members usually accept any authority offered by formal or informal leaders. At the formation stage, the team leader should give the participants time to get to know each other and encourage informal communication.

The stage of disagreements and contradictions reveals the individual characteristics of people. They are established in their roles and are aware of what the team expects from them. This stage is marked by conflict and disagreement. Members may disagree with the understanding of the goals of the group and how to achieve it, create coalitions with common interests. The team has not yet reached cohesion and unity. And until she overcomes the odds, her performance is at a low ebb. At this time, the team leader should encourage its members to participate in management, discuss goals, objectives, and put forward new ideas.

Achievement of a normal state. At this stage, conflicts are resolved, a state of mutual recognition is reached. The team is strengthened, there is agreement on the distribution of roles and power in the group. There is a sense of trust and unity. The leader must focus on unity, harmony in the team and help its members understand its norms and values.

Functioning. At this stage of the work, the main thing is to solve problems and achieve the intended goals. The members of the team coordinate their efforts, the arising disagreements are eliminated in civilized ways in the interests of the group and its goals. The leader must focus on achieving high results. This requires the fulfillment of both roles aimed at achieving goals and social interaction.

Disbandment takes place in groups such as committees, task forces and special task forces after they have completed their tasks. Attention is paid to curtailing and slowing down group processes.

Team members may experience emotional upsurge, feelings of attachment, depression, regret over the disbandment of the group. They may be satisfied with the achievement of planned goals and saddened by the upcoming parting with friends and colleagues. To mitigate the negative consequences, the leader can announce the termination of the team's activities at a solemn meeting, distribute awards, bonuses or commemorative badges.

Team cohesion is a measure of the attraction of group members to each other and to the group. A highly cohesive group is a group whose members are strongly attracted to each other and see themselves as like-minded people. Such groups have a good moral climate, a friendly atmosphere, joint decision-making. These groups are more effective if their goals are aligned with those of the organization. Working in a group of friends and like-minded people brings more satisfaction. A group with a low level of cohesion does not have an interpersonal attraction for its members.

A potential negative consequence of a high degree of cohesion is groupthink. This is a tendency for an individual to suppress his real views, to refuse to express opposing points of view so as not to disturb the harmony in the group.

As a result, the problem is solved with less efficiency, since alternative proposals are not discussed and all available information is not evaluated.

Group norms are generally accepted standards of individual and group behavior that have developed over time as a result of the interaction of group members. These are stereotypes of behavior that are instilled in all members of the group through the approval or disapproval of its members. Only the fulfillment of these norms allows one to count on belonging to a group, its recognition and support. Group norms can be both positive and negative.

Positive norms support the goals of the organization and encourage behavior directed towards achieving these goals.

Positive group norms:

1) pride in the organization;

2) striving for the highest results;

3) profitability;

4) customer orientation;

5) collective work and mutual assistance;

6) continuous development of personnel;

7) professional training of personnel;

8) career management of employees;

9) encouragement of innovations;

10) respectful, kind attitude towards each other;

11) interest in the opinion of colleagues;

12) concern for people on the part of management.

5. Advantages and disadvantages of working in teams

When deciding on the possibility of using a group to perform certain tasks, the manager must weigh their advantages and disadvantages.

Team Benefits

The increase in individual labor efforts is associated with the objective emergence of competitiveness, the desire to excel, or at least keep up with other people. The presence of other people causes additional energy, enthusiasm, which leads to an increase in motivation, productivity and quality of work, and the disclosure of the creative potential of employees.

Satisfaction of group members. It is work in a group that allows you to satisfy the needs for belonging, belonging, social interaction. Cohesive groups reduce loneliness, contribute to the development of self-esteem, significance, as people are included in group work with special goals. Such work is more likely to bring pleasure.

Expansion of working skills and knowledge. People with extensive experience, skills and secrets of mastery pass them on to all members of the group, teach them the necessary operations, work to complete the tasks of the group. In addition, the teams are delegated the authority to solve production problems. This enriches the work and increases the motivation of employees.

Increasing organizational agility. Traditional organizations have a rigid structure, where each employee performs only one specific job, function. In teams, its members can perform each other's duties. If necessary, the task of the team can be changed, and employees are redeployed, which allows increasing the flexibility of production and quickly responding to changing customer needs.

Team weaknesses.

Redistribution of power. When a company creates self-managed work teams, the main losers are the lower and middle managers. It is difficult for them to adapt to a new situation: they do not want to share their powers, they are afraid of losing their status or even their job. Some of them are unable to learn the new skills they need to survive.

The free rider problem. This term refers to a team member who enjoys all the benefits of being a member of a team, but does not contribute proportionately to the work of the team, hiding behind other people's backs. Sometimes this phenomenon is called social dependency. In large groups, some people work with less output than when working individually or in a small group.

Coordination costs are the time and effort required to coordinate the actions of the members of a group to ensure that its objectives are met. In addition, teams need to spend time preparing for collaboration to decide who will perform certain work tasks and when.

So, an effective group is a group whose size corresponds to its tasks, which includes people with dissimilar traits of character and way of thinking, whose norms correspond to the achievement of the goals of the organization and the creation of high morale, where both target and social roles are well performed. and where the high status of group members does not dominate.

High morale is a psychological state of a person that encourages him to actively participate in the work of the group and direct all his energy to the fulfillment of its tasks.

All formal organizations are an amalgamation of informal groups and organizations created without the intervention of management. The Hawthorne Experiment proved that proper team leadership can improve organizational performance.

A group is two or more people interacting with each other in such a way that each of them both influences and is influenced by the other.

There are formal and informal groups.

Formal groups are groups created by the will of management to organize the production process. There are three main types:

Formal organizations:

command (subordinate) group of the leader - consists of the leader and his direct subordinates, who, in turn, can also be leaders;

working (target) group - includes persons working together on the same task;

committee - a group within an organization to which the authority of a task or set of tasks is delegated. Distinguish between special and permanent committees.

A special committee is a temporary group formed for a specific purpose; a standing committee is a permanently active group within an organization with a specific purpose.

Committees are created to fill gaps in organizational structures in such a way as to solve tasks that are not within the competence of any of the departments, coordinate the activities of departments and perform special functions.

Permanent committees are committees that exist permanently, and special committees are temporary formations. A committee with line powers is nothing more than a "multiple leader".

Committees are most effective in situations where the decision being made is likely to be unpopular and where a group decision will lift the morale of the organization; where it is necessary to coordinate the activities of various departments or when it is undesirable to give all power to one hand.

The structure and type of formal organization are built by management consciously through design, while

the structure and type of informal organization arise as a result of social interaction.

The formal organization is created by the will of the leadership. But once it is created, it also becomes a social environment where people interact in ways that are not dictated by management. People from different subgroups socialize over coffee, during meetings, at lunch, and after work. From social relationships, many friendly groups, informal groups, are born, which together constitute an informal organization.

An informal organization is a spontaneously formed group of people who interact regularly to achieve a specific goal.

The specificity of creating a formal organization is that it is formed according to a pre-planned plan, while an informal organization is rather a spontaneous reaction to unsatisfied individual needs.

There are the following reasons for joining an informal group:

Belonging - The very first reason for joining an informal group is to satisfy the need for a sense of belonging, one of our strongest emotional needs. Even before the Hawthorne experiment, E. Mayo found that people whose work does not make it possible to establish and maintain social contacts tend to be dissatisfied;

Mutual assistance - getting help from a colleague is useful for both - both the one who received it and the one who provided it. As a result of helping, the giver acquires prestige and self-respect, and the receiver acquires the necessary guidance for action;

Protection - the conscious need of people for protection makes them unite in groups;

Communication - people want to know what's going on around them, especially if it affects their work. In many formal organizations, the system of internal contacts is rather weak, and the management intends to hide information from subordinates. For this reason, the creation of an informal organization is the desire to gain access to informal information. This satisfies the needs of the individual for psychological protection and belonging, and also facilitates access to the necessary information;

Close communication and sympathy - people often join informal groups simply to be closer to those they like.

Social control - the first step towards establishing control is the establishment and strengthening of norms - group standards of acceptable and unacceptable behavior;

Resistance to change - people use the informal organization to discuss changes that might happen. In informal organizations, there is a tendency to resist change. This is because change can threaten the existence of an informal organization. People react not to what is happening objectively, but to what is happening according to their ideas. Therefore, any change may seem more dangerous to the group than it really is. You can overcome resistance to change by allowing and encouraging subordinates to participate in decision making;

The presence of an informal leader - the leader of a formal organization has support in the form of official powers delegated to him and usually acts in a specific functional area assigned to him. The support of the informal leader is the recognition of his group. In his actions, he relies on people and their relationships. The sphere of influence of the informal leader may go beyond the administrative framework of the formal organization. Despite the fact that the informal leader is also one of the members of the managerial staff of a formal organization, very often he occupies a relatively low level in the organizational hierarchy there.

Potential outputs from informal organizations:

1. Since in order to be a member of a group, one must work in the organization, loyalty to the group can translate into loyalty to the organization.

2. Many people turn down higher-paying jobs at other companies because they don't want to break the social bonds they've made with that company.

3. The goals of the group may coincide with the goals of the formal organization, and the norms of effectiveness of the informal organization may exceed the norms of the formal organization. For example, the strong team spirit that characterizes some organizations and generates a strong desire for success often grows out of informal relationships, involuntary actions of management.

4. Even informal communication channels can sometimes help the formal organization by complementing the formal communication system.

Modern theorists believe that an informal organization can help a formal organization achieve its goals in the following ways:

Recognize the existence of the informal organization and realize that its destruction will entail the destruction of the formal organization. Management should recognize the informal organization, work with it and not threaten its existence;

Listen to the opinions of members and leaders of informal groups. Every leader should know who is the leader in each informal group and work with him, encouraging those who do not interfere, but contribute to the achievement of the organization's goals. When the informal leader opposes his employer, his widespread influence can undermine the motivation and job satisfaction of the employees of the formal organization;

Before taking any action, consider their possible negative impact on the informal organization;

To reduce resistance to change on the part of the informal organization, allow the group to participate in decision making;

Give out accurate information quickly, thereby preventing the spread of rumors.

The effectiveness of the group's activities in achieving the intended goals depends on:

group size; the composition of the group; group norms; cohesion; conflict; the status of group members; roles of group members.

Let's consider each portion separately.

Group size. The most effective group is the one whose size matches its tasks. The most optimal is a group of 5-8 people.

Composition of the group. The composition is understood as the degree of similarity of personalities and points of view, approaches that they show when solving a problem. On the basis of the study proves that the more dissimilar people in the group, the better the decision they make.

group norms. The norms adopted by the group have a strong influence on each individual and on the direction in which the group works as a whole. Norms are both positive and negative. Positive norms are those that support the goals and objectives of the organization and encourage behavior aimed at achieving them.

Cohesion. This is a measure of the attraction of group members to each other or group. There are highly cohesive and poorly cohesive groups. Management may find it possible to increase the positive effect of cohesion by:

Will meet periodically and emphasize the group's global goals;

Will enable each of its members to see his contribution to the achievement of these goals;

Allow periodic meetings of subordinates to discuss potential or current issues, the impact of upcoming changes on operations, and new projects and future priorities.

Conflict. Differences in opinion usually lead to more efficient group work. However, the possibility of conflict arises. Leaders need to know how to resolve conflicts.

status of group members. Research shows that members of a group whose status is high enough can have more influence on the group's decision than members of a lower status. In order to make effective decisions, a group needs to work together to ensure that the opinions of higher status members do not dominate it.

Roles of group members. For a group to work effectively, its members must behave in a way that contributes to the achievement of its goals and social interaction. Therefore, there are supporting and target roles in the group. Target roles are roles that make it possible to select group tasks and highlight them. Supporting roles - imply behavior that contributes to the maintenance and revitalization of the life and activities of the group.

Target roles include:

Initiating activities - suggesting solutions, new ideas, new problem statements, new approaches to solving them, or a new organization of material;

Search for information - seek clarification of the proposed proposal, additional information or facts;

Collecting opinions - asking group members to express their attitude to the issues under discussion, clarify their values or ideas;

Providing information - to provide the group with facts or generalizations, offer their own experience in solving the problems of the group or to illustrate any provisions;

Expressing opinions - expressing opinions or beliefs regarding any proposal, necessarily with its assessment, and not just reporting facts;

Elaboration - to explain, give examples, develop a thought, try to predict the future fate of the proposal, if it is accepted;

Coordination - clarify the relationship between ideas, try to summarize proposals, integrate the activities of various subgroups or group members;

Summarization - re-list proposals after the end of the discussion.

Supporting roles include:

Encouragement - to be friendly, sincere, responsive towards others. Praise others for their ideas, agree with others and positively evaluate their contribution to solving the problem;

Ensuring participation - try to create an environment in which each member of the group can make a proposal. Encourage this, for example, with the following words: “We have not yet heard anything from Ivan Ivanovich” or offer everyone a certain time limit for speaking so that everyone has the opportunity to speak;

Criteria Establishment - Establish criteria by which the group should be guided when choosing substantive or procedural points, or evaluating the group's decision. Remind the group to avoid making decisions that are inconsistent with group criteria;

Diligence - to follow the decisions of the group, thoughtfully referring to the ideas of other people who make up the audience during group discussions;

The expression of the feelings of the group is to generalize what is formed as a feeling of the group. Describe the reactions of group members to ideas and solutions to problems.

INTRODUCTION

THEORETICAL AND METHODOLOGICAL FOUNDATIONS OF GROUP DYNAMICS IN ORGANIZATION

2 Group dynamics in informal groups

GROUP MANAGEMENT IN ORGANIZATION

1 Leadership styles

2 Leadership in a group

CONCLUSION

BIBLIOGRAPHY

group leadership leader conformism

INTRODUCTION

The purpose of the work: to consider the group and group dynamics in the organization.

To achieve this goal, the following tasks are solved in the work:

Consider the concept and types of groups in the organization;

Consider group management styles in the organization;

Consider group leadership.

The relevance of the work lies in a deeper consideration of the theoretical foundations of the group in the organization.

1. THEORETICAL AND METHODOLOGICAL FOUNDATIONS OF GROUP DYNAMICS IN ORGANIZATION

1 The concept and types of groups in an organization

Another important reason for the formation of groups is the natural desire of a person to unite with other people, to form stable forms of interaction with people. The group gives a person a sense of security, from the group he expects support, help in solving his problems and warnings. In a group, it is easier for a person to achieve remuneration in the form of recognition, praise or material encouragement. By uniting in groups, people feel stronger and more confident in the face of difficulties and obstacles.

in the group, there is a tendency to moralize processes, accompanied by the presentation of oneself and one's actions in the best light from a moral point of view.

Secondly, the group begins to feel invulnerable and even invincible in conflict clashes.

an atmosphere of conformism develops in the group, the desire to force everyone to agree with a single opinion, unwillingness to listen and discuss other opinions, etc.

unanimity develops in the group. People are starting to think more and more like the rest. And even if they have other opinions, they do not express themselves, believing that the general opinion is true.

the group refuses to consider opinions from outside if they do not agree with the opinion of the group.

Formal groups

Formal groups are legalized groups are usually identified as structural units within an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the group, as well as formally assigned functions and tasks.

In everyday speech, the word formal has a negative connotation, meaning not interested in the results, indifferent attitude to the performance of official duties. Indeed, the abuse of formalities leads to various kinds of bureaucratic perversions. However, the formal has a number of advantages:

makes the acquired knowledge and, based on it, advanced technologies and methods of work, common property;

establishes uniform norms and rules for everyone, which excludes arbitrariness and contributes to the objectification of activities;

provides transparency setting the case for control and publicity for interacting with the public, which is certainly important for the democratization of governance.

Thus, a formal group has the following features:

it is rational, i.e. it is based on the principle of expediency, conscious movement towards a known goal;

it is impersonal, i.e. It is designed for individuals, relations between which are established according to a compiled program.

In a formal group, only service connections between individuals are provided, and it is subject only to functional goals. The formal groups are:

Functional organization, in accordance with which, management is distributed among a number of persons specializing in the performance of certain functions and works;

Staff organization, characterized by the presence of a staff of advisers, experts, assistants, not included in the vertical organization system.

Formal groups may be formed to perform a regular function, such as accounting, or they may be created to solve a specific task, such as a commission to develop a project.

informal groups

They have, as a rule, a positive orientation;

Asocial, i.e. groups standing apart from social problems;

GROUP DEVELOPMENT STAGES

Each group is formed and developed in its own way. At the same time, some general patterns can be identified in the development of various groups.

Any group in its development goes through the following stages, which form a 5-step model of group development:

initial stage of formation;

intragroup conflict;

ensuring cohesion of group members;

the stage of highest efficiency and productivity;

final stage (for temporary groups).