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Management - Vikhanskiy OS

2.2. The impact of the organization on the process of entry

Having selected a person for work, to fulfill a certain role, the organization proceeded from the fact that this person needs it and will be useful. Therefore, human retention and its adaptation to the working conditions in the organization is an extremely important task, for which the management of the organization is primarily responsible. The success of a person's entry into an organization depends on how much the person is motivated to enter the organization, and on how much the organization at the initial stage of entry is able to keep it. If a person is strongly motivated for membership in an organization, he will try to overcome the difficulties of joining and to ensure that, despite the painfulness of this process, adapt to the organizational environment. If the motivation for entering is not very high, then he can stop the process of learning and adaptation to the organizational environment, immediately leaving the organization, or stay in it until the conflict between him and the organizational environment is clearly growing. However, even if a person does not have enough strong motivation to enter, the organization can try to keep it and make it adapt to new conditions. Very often it is the initial period of adaptation for many that proves to be insurmountable and the most difficult. Remaining for a while in the organization, even contrary to desire, with appropriate communication, a person gradually adapts and becomes a "normal" member of the organization.

In order to keep the person entering the organization, different methods can be applied. In particular, it can be measures of long-term material support that go beyond salary, promises in the future of promotion or the provision of interesting jobs, provision of training and development opportunities through the organization, provision of housing on favorable terms, and much more.

At the stage of entry of a new employee into the organizational environment, the organization must simultaneously solve three tasks:

• destroy the old behavioral norms of the incoming person;

• to interest him in work in the organization; . To teach him new norms of behavior.

All these processes go in close interconnection and are achieved by an aggregate set of certain techniques and methods. When a person enters the organization, often negative results can give an undersupply at work, setting simplified tasks and easy tasks. As for the negative consequences leads to the setting of very complex tasks and a high workload at work. It is desirable that at the initial stage of the entry of a person into an organization he does not encounter such cases.

Very favorable, both from the point of view of the destruction of old stereotypes and from the point of view of increasing interest in working in an organization, is the creation of such situations and the setting of such tasks, which, firstly, can be solved by a new member of the organization on their own, Carry an element of challenge and uniqueness, and, thirdly, for the solution of which actions and behavior are required, contrary to how a person acted earlier. In this case, the new employee receives an increased interest in the organization, satisfaction from receiving an unusual result for him and a doubt about the absolute correctness of previous experience and previous knowledge.

Accelerated adaptation to the new organizational environment is facilitated by the creation of groups of beginning members of the organization with the inclusion in these groups of employees with long experience in the organization. This technique allows beginners not only to learn and understand the organizational environment faster and better, but also to establish closer contact with the organizational environment at the initial stage. New members of the organization usually have a craving for an accelerated rapprochement with each other, a tendency to establish informal associations of newcomers. These informal groups create an "intermediate" culture that is not yet based on the principles of the new organization, but does not fully reflect the principles and norms of their previous behavior. New members of the organization, often discussing the life of the organization among themselves, within their "intermediate" culture can give incorrect assessments to the events occurring in the organization, misinterpret the behavior of other members of the organization and draw false conclusions about themselves how they should behave In the organisation. These erroneous conclusions and views can be effectively prevented if an experienced member of the organization is constantly working with a group of newcomers, which acts as a bridge for the transition of the "intermediate" culture of the informal group of newcomers to the culture of the organization.

To the category of strong funds that help keep a new member in the organization and its accelerated adaptation to the organizational environment include talks with management, as well as explanations and recommendations given by management. Such meetings and attitudes give the beginner a sense of confidence, reduce the sense of lost and unnecessary that usually appear when entering a new organizational environment, and dramatically increase the sense of involvement in the affairs of the organization.