home Management Management - Vikhanskiy OS

Management - Vikhanskiy OS

4.2. Criterial basis of behavior

On the criterial basis of human behavior are those stable characteristics of his personality that determine the choice, decision-making by a person about his behavior. Naturally, this kind of decisions are greatly influenced by the goals pursued by the person, the conditions in which the actions unfold, his capabilities, the dynamics of the processes, moods and a number of other factors. However, for all the diversity of factors, the behavior of each individual person has a certain stability and predictability, determined by the inherent principles of behavior, selection criteria and preferences, taboos and similar points. Moreover, in completely identical situations, if only at all, different people can make completely different decisions. And this will again be determined by the fact that they have a different criterial base, setting their priorities and assessing the events that are taking place.

The criterion of the behavior of any person consists of its location to people, events and processes, the totality of values shared by this person, the set of beliefs that the person adheres to and the principles that he follows in his behavior. All these components of the criterial basis of behavior are in close interaction, interpenetration and mutual influence. However, despite the strong interdependence, they can be viewed as relatively isolated characteristics of a person's personality that affect his behavior.

The location of the person to people, individual processes, the environment, his work, the organization as a whole plays a very large role in establishing normal interaction between the person and the organizational environment. The same phenomenon or action, which has exactly the same manifestation and has the same effect on people, can cause a different reaction due to the fact that people have different dispositions to this phenomenon or action. Reflecting the feelings of a person in relation to a certain object, the arrangement makes its decisions and actions individual. It is important to emphasize that usually a person has a certain location for each object or phenomenon, which he encounters in life.

The location is characterized by the fact that, firstly, it is invisible, since it is enclosed in a person. On the "surface" only its consequences are visible. Secondly, the location stems from those feelings that feed the person to the object. Thirdly, the arrangement is, as it were, a point on the axis with poles "like" - "not like". Fourth, location influences the behavior of a person and manifests itself in that he behaves in accordance with a priori positive or negative attitude toward the phenomenon, object, process or person.

In view of what has been said, one can try to formulate a definition of what is an arrangement. It should be borne in mind that there are several different views on what is the location, and it is impossible to give an unambiguous and absolutely clear definition of this property of the individual. In general, the arrangement can be defined as an a priori attitude to a person, a group of people, phenomena, organizations, processes and things that determine a positive or negative reaction to them.

The layout has three components. First, this is the part that reflects the feelings of a person in relation to the object: whether he likes it or not. This part is called the influencing part of the arrangement. Secondly, this is knowledge about the object that a person has. Thirdly, this intention is about how to behave towards the object. Uniting together, these three parts form the person's location to the object, in which they find a dynamic link between the person's knowledge of the object, its feelings towards this object and its intentions with respect to this object.

The person's location in relation to phenomena, processes and people is formed on the basis of learning, based on life experience. Usually a positive or negative attitude to an object is formed as a result of whether the given object caused satisfaction or not. At the same time, the formation of an arrangement occurs both by evaluating the experience (satisfaction - dissatisfaction) of interaction directly with the object, and by correlating the object with other objects in relation to which a certain arrangement has been formed.

The relationship between behavior and location is ambiguous. From the fact that a person does not like something, one hundred percent does not follow the fact that he does not fully accept this. However, nevertheless, in most cases, human behavior is influenced by location. In this regard, an important task of management is the formation and change, if necessary, of the location of the members of the organization.

Important for effective management and establishment of good relations in the organization are three types of location:

• job satisfaction;

• enthusiasm for work;

• commitment to the organization.

The degree to which these positions are developed by the workers determines the results of their work, the number of absences, the turnover of staff, and so on.

Satisfaction with work has a very strong influence on a person's feelings in relation to work, so it can be attributed rather to the impact component of the arrangement. The degree of job satisfaction depends on many factors, both internal and external to the person. However, with a wide variety of factors and a different orientation of their influence on a person, eight characteristics of work are distinguished, on which the degree of job satisfaction depends quite steadily:

• the nature and content of the work;

• the amount of work performed;

• the state of the workplace and its environment (noise, light, comfort, air temperature, etc.);

• colleagues;

• leadership (leadership, leadership style, participation in management);

• payment of work (all forms of compensation);

• opportunities for advancement in work;

• The schedule, rules of conduct, etc.

These characteristics are quite general. With respect to each real work, they can be specified or supplemented, depending on the nature of the organization's activities, its characteristics, and so on. Practice also shows that the priority of these characteristics can also vary significantly among individual members within the organization and with different organizations. Finally, due to the stable satisfaction with the individual characteristics of the work, the impact on job satisfaction over time can begin to have new or previously unimportant job characteristics. Therefore, in order to successfully manage and create a positive attitude towards the organization, it is necessary to conduct regular research to find out the degree of satisfaction of the organization's employees with their work.

The nature and content of the work has a stably great influence on the increase in job satisfaction. Therefore, we will consider in more detail the influence of the individual components of this factor.

For a long time, standardization and specialization of the work were considered and in practice they were strong sources of productivity improvement. The higher the standardization and specialization, the higher the productivity in work. However, the relationship between its satisfaction with its standardization and specialization is different. If the work is absolutely not standardized, then job satisfaction is low. As specialization and standardization increase, it begins to grow, but until a certain point, after which it begins to decline rapidly. With full standardization, satisfaction falls to the same low level as if the work were not completely standardized. Therefore, management should think how to reduce the negative impact on job satisfaction, generated by excessive specialization and standardization. The two most common ways of doing this are rotation (moving an employee from one workplace to another) and expanding production responsibilities by setting additional tasks for the employee.

The clarity of the content of the work, the clarity of the role (especially regarding the content of other roles), the presence of a clear feedback informing the individual about the results of his work, in certain circumstances can lead to increased job satisfaction. This is most evident when the organization has a clear and formal demarcation of roles.

Presence of elements of a call in the work, such as a creative beginning, the possibility of using the individual's original or unique abilities, the complexity of tasks, etc., leads to an increase in job satisfaction. At the same time, boring work, as studies show, usually reduces satisfaction with it.

Work enthusiasm is one of the strongest positions that determine how a person approaches his work, to his participation in the process of teamwork. There are two types of enthusiasm for work. One type is a love of work in general, with little regard for what to do specifically. People with this type of enthusiasm are called rabotogolikami, i.e. People working, loving to work and striving to work. This type of location is formed by education from childhood, although at a later age there are cases of development of this location. Another type is a love for that particular work that a person performs in an organization. Both these types do not necessarily accompany each other, although there is a great deal of interdependence between them.

For the enthusiasm of the work there are three aspects. First, this is how much work occupies a significant, central place in a person's life (the importance of work). Secondly, how much the work itself attracts a person (labor). And thirdly, how much a person identifies his personality with the work he does (work attribution). Analysis of these three areas allows you to determine the degree of enthusiasm for your work. It should be taken into account that each of these aspects of work enthusiasm is relatively independent and, depending on the personality characteristics of a person, can affect his enthusiasm for work to varying degrees.

Commitment of the organization is an arrangement much wider than enthusiasm for work or job satisfaction. In modern conditions, when more and more organizations try to look at a person not as an employee performing specific work, but as a member of an organization that aspires to bring the organization along with its other members to achieve goals, the significance of this arrangement becomes exceptionally high. Commitment of the organization consists of the following components. First, the member of the organization shares and makes his own goals of the organization and its values. Secondly, a member of the organization seeks to remain in the organization and retains this aspiration even when it may not be profitable for him. Thirdly, a member of the organization is ready not only to try for the organization, but also, if necessary, to sacrifice their own personal interests to organizational interests.

Commitment of the organization is a personal characteristic of each particular person. However, this does not mean that management can not develop or strengthen this arrangement. There are a number of techniques that contribute to this. And the most successful modern management systems are based to a very large extent on the fact that they develop the strong commitment of the organization and achieve very great success thanks to this.

Values, like location, have a strong influence on the person's preferences, decisions made and behavior in the team. However, between values ​​and locations there is a huge difference. If the latter determine the attitude of a person to an object according to the principle of "like-dislike", "I love-I do not like" and always refer to a certain object, then values ​​are preference of a person according to the principle "permissible - unacceptable", "good - bad" , "Useful - harmful", etc. At the same time, values ​​are sufficiently abstract and generalizing, they live an "independent" life, regardless of a particular person, formulated in the form of commandments, statements, wisdoms, general norms, and can be shared by large groups of people. Therefore, if the location is always strictly personal, the carriers of values ​​are groups of people (for example, the values ​​of the middle class), and each individual takes a set of values ​​that he can and change, but to which he follows at any particular time.

Values can be defined as a set of standards and criteria that a person follows in his life. This manifests itself in that by appropriately assessing the phenomenon, processes and people around it, a person makes decisions and carries out his actions. Values ​​form the core of a person's personality. They are fairly stable in time and there are not so many. Usually values ​​are considered as the normative basis of morality and the foundation of human behavior. Values ​​are of two types:
• values ​​related to the purpose of life, the desired results, the outcome of the action, etc .;

• values ​​relating to the means used by a person to achieve goals.

The first kind of values ​​include, for example, values ​​relating to the comfort of life, beauty, peace, equality, freedom, justice, pleasure, self-respect, public recognition, friendship, etc.

The second type of values ​​include values ​​relating to ambition, openness, honesty, goodwill, intellectuality, commitment, responsibility, self-control, etc. The totality of values ​​that a person follows is his value system, according to which those around him are judged that he represents himself as a person.

The person's value system is formed mainly in the process of his upbringing. Many values ​​a person receives under the influence of parents and other people close to him. The educational system, religion, literature, cinema, etc. have a great influence. The value system undergoes development and change even in adulthood. An important role in this is played by the organizational environment. In organizations that seriously think about the harmony of human values ​​and the values ​​of the organization, serious attention is paid to combining these two value systems. In particular, a lot of work is done to clearly formulate, explain and communicate to all members of the organization the value system followed by the organization. Considerable attention is also paid to understanding the values ​​of the members of the organization.

Beliefs. Very often a person makes decisions based on assessments of phenomena or conclusions about the qualities of these phenomena. If these estimates are sufficiently robust and do not require appropriate evidence, they become beliefs. In general, beliefs can be defined as persistent ideas about the phenomenon, process or person that people use in their perception. Beliefs can change over time. However, at a time when a person has some specific beliefs about an object, he usually perceives and evaluates the object in accordance with these beliefs. There can be many different beliefs about the same object, since usually beliefs relate to individual characteristics of an object. For example, about the same person, there may be the following beliefs: 1) reliable person; 2) a good specialist; 3) a person with poor health, etc.

Beliefs are developed on the basis of individual experience, as well as on the basis of information coming from external sources. Very often beliefs have the character of generalizing a single experience. Often they arise from a person as a result of the abilities of other people to convince themselves of the correctness of their judgment, their beliefs. Therefore, although a person accepts his beliefs for the truth, they are not always completely consistent with reality.

Beliefs can be divided into two large groups. The first group consists of describing the absolute and relative characteristics of the object of belief, not having an evaluation character. For example, a car brand "Zhiguli" is a comfortable car or a car brand "Lada" consumes gasoline less than a car brand "Volga". The second group includes those beliefs that are of an evaluative nature. For example, a car brand "Zhiguli" is better than a car brand "Volga". Beliefs have a significant influence on the location, especially on its component, which is associated with knowledge of the object. Particularly strong influence is exerted by the second group of beliefs. Поэтому, учитывая, что верования далеко не всегда соответствуют действительности, для того чтобы не формировалось неверное расположение по отношению к объекту, что может отрицательно сказаться на взаимодействии человека с окружением, необходимо критически и скептически подходить к своим верованиям и достаточно осторожно воспринимать верования других.

Принципы в жизни многих людей играют очень большую роль, так как они систематически регулируют их поведение. Принципы находят воплощение в устойчивых нормах поведения, ограничениях, табу, устойчивых формах реакции на явления, процессы и людей. Принципы формируются на основе системы ценностей, являются устойчивой формой проявления системы ценностей и воплощением верований в виде определенных стандартов поведения. Люди не обязательно осознают, какие ценности и верования находят свое воплощение в отдельных принципах. Часто принципы принимаются людьми как верования, и они следуют им в своей деятельности, не задаваясь вопросом по поводу оправданности следования этим принципам и почему они им следуют. Принципы могут вырабатываться людьми самостоятельно. Однако чаще всего они перенимаются из окружения вместе с воспитанием и другими формами познания окружающей действительности.