home Management Management - Vikhansky OS

Management - Vikhansky OS

5.2. General characteristics of the group

Regardless of the group, in which the organization is established and functioning, as well as the one who specifically included in the group, we can point to some general points and factors that characterize the construction of the group, its structure and process of group functioning in its environment.

Life Group, its functioning is influenced by three factors:

• characteristics of the group members;

• structural characteristics of the group;

• situational characteristics.

All of these factors are not only in the interaction, mutual influence, but also experience a strong feedback effect from the operation of the group, as a result of vital activity of the group is changing the characteristics of a person, changes the construction group and observed changes in its environment.

The characteristics of the members of the group, affecting its functioning, are the personal characteristics of the person, as well as abilities, education and experience. The above personal characteristics of individuals were considered in sufficient detail, so we will not dwell on them in this review. As for the other features, it noted that a person's ability to perform the work have a very large impact on the functioning of the group and to perform its role as a man. Also, a significant impact on the level of the group have rights education and life experience.

The structural characteristics of the group include:

• communication in the group and the rules of conduct (who is with whom and how to contact);

• the status and role (who occupies what position in the group and making);

• personal likes and dislikes among group members (someone who likes whom and who does not like);

• strength and conformism (any man who is affected and for whom should be, someone who is willing to listen and who obey).

The first two groups of structural characteristics are more to the organizational aspect of the analysis of its functioning, so they will not be discussed here. Next will be considered only structural issues of interpersonal interactions in the group.

The sympathies and antipathies between people are mostly individual color and background. However, it became clear that the establishment of friendly relations between people have a significant impact several points. Firstly, the only strongly affected by personal characteristics interact. People love those who like the same phenomena, things, processes that are like them, ie people like those who like them, who are close to them in spirit, taste and preferences. Naturally, there are exceptions. However, studies show that people are attracted to those who have the same or close to their race, ethnicity, education, a system of views on life, etc. Potentially, people with similar personal characteristics have a great chance to establish friendly relations than those with personal characteristics are significantly different.

Secondly, on the development and establishment of friendly relations between the people, for the development of mutual sympathy is greatly influenced by the presence of proximity to the location of these people. The closer the jobs are located members of the group, the greater the likelihood that they will establish friendly relations. The same applies to the proximity of their residences.

Third, the establishment of friendly relations is in direct proportion to the frequency of meetings, as well as the expectation that these meetings will occur frequently in the future.

Fourth, the relationship between the band members, their mutual likes and dislikes, friendly atmosphere in the group depends on how successful the operation of the group. Overall success leads to the development in humans of a positive relationship to each other to a greater extent than unsuccessful operation group.

Fifth, the development of friendly relations between the members of the group contributes to the presence of a single goal, which are subject to the actions of all members of the group. It is noted that, if the members of the group are divided decision of individual tasks, mutual sympathy and friendliness fold less than if they were working on a solution common to all tasks.

Sixth, the positive orientation with respect to each other occurs when practiced in a group wide participation of all group members in the decision. The ability to influence the processes of Intra-Group encourages the development of party members' positive perception of the group.

Without a doubt, the existence of sympathy between people, the presence of friendly relations between the members of the group has a huge impact on the mood of the people, their satisfaction with their work, their membership in the group. However, one can definitely say that the friendly relations between the members of the group have only a positive impact on the results of their work and the results of operation of the group as a whole. If people who have friendly relations with each other, are highly motivated to work in a group, the presence of mutual sympathy and friendship contributes to a significant improvement of the results of their work and thereby positively affects the functioning of the group as a whole. If these people are poorly motivated to work, the result is quite the opposite. They will spend a lot of time in useless for conversations, smoke breaks, teas, etc., are constantly distracted from work and greatly reducing the effectiveness of its work. However, they can detract from the work of others, creating a group atmosphere of idleness and relaxation.

Mutual support on the basis of sympathy and friendship, promoting the unity of the group can generate a synergistic effect of significantly enhancing the effectiveness of the group. Modern management practices are increasingly confirms the obvious advantages in group forms of work organization to the individual. A clear illustration of this is, in particular, the so-called Japanese management style.

However, the undeniable advantages over other forms of work organization, group form can carry a number of negative aspects for the organization. One such negative manifestations is factionalism, down mainly on the basis of close relations between the members of the group, with the proviso that the whole management group supplied incorrect and untrue organized its operation in the organization.

Factionalism manifested in the fact that the group is closed in itself, weak and wrong to react to external signals, rejects the criticism, etc. All this is reflected in the fact that, firstly, the group develops a tendency moralization process, of course, accompanied with the presentation of themselves and their actions at best morally light. Secondly, the group begins to feel invulnerable and invincible, even in conflict collisions. Thirdly, the atmosphere in the group is composed of conformity, the desire to get everyone to agree with a single opinion, unwillingness to listen to and discuss different opinions and points of view, etc. Fourthly, the group develops consensus. People are starting to think more and more like the rest. And even if they have other opinions, they do not speak, because they themselves have doubts, believing that the general opinion is true. Fifth, the group ceases to perceive and refuses to consider the opinions from the outside, if they do not coincide with the group.

Strength and conformism in the relationship between members of the group appear in the form of so-called social influence on the person. The group is putting pressure on the person requiring it to follow group norms, rules requiring submission to the interests of the group. A person can resist this pressure, and may assign a group - to comply, ie, conformist act.

One can not say that one type of human relationship with a group of the faithful, and the other not. Obviously, conformism can lead to the fact that the person even realizing the infidelity of their actions, implementing them because the group does so. Conformity can turn a man into a dumb appendage group. Human history knows a lot of negative examples of how the "herd instinct", or, to put it another way, unconditional conformity, lay at the heart of the terrible crimes against individuals and humanity as a whole. Knows she examples of how a group of fully washed human personality, turning him into a cog in the mechanism of the group at the same time it is obvious that without the conformism can not be created close-knit group, can not be established balance in the relationship between the individual and the group. If a person is standing on hard non-conformist positions, he can not become a full member of the group, and at a certain stage of development of the conflict between him and the group will be forced to leave the band.

Since conformism in human relationship with the group on the one hand, acts as a condition of integration of the individual into the group, and on the other - could give rise to negative consequences for the environment and for the Group as a whole and of the individual in particular, the important thing is figuring out which factors and to what extent demand from the members of the group to make concessions to public influence.

The nature of tasks has a significant impact on the degree of conformity in human behavior. If the objectives are not clearly definable, if they do not have a clear answer, then they make the person performing them, more than to be influenced by the group. The degree of conformity also depends on whether the member of public commitments on the problem to be solved or not to issue, as well as from the stage at which the decision he announced his commitment. Public and early application make a person more susceptible to social influence. Conformism in human behavior develops payment by results of group work.

Characteristics of the group also has a great influence on the development of the person of conformity in relation to the group's requirements. Unanimity in the group's behavior reinforces the degree of influence of the group on the person. Man is easier to argue or disagree, if someone else in the group has an opinion different from the group. In conformity to the behavior of the person in the group has an effect size of the group. If a group of five people, the consensus begins to exert a strong influence on the individual. The further growth of the group has little effect on increasing the influence of the group on the person. The degree of conformity to the group of human behavior also depends on the proximity of leadership in group activities and the frequency of contacts with the leadership. If the chief is often present and involved in decision-making member of a group, it leads to increased conformity in the behavior of the slave.

The desire to submit to the influence by the group depends on the personal relationship between members of the group, their likes and dislikes, friendship, etc. The better the personal relationships between members of the group, the higher the degree of conformism in their behavior in the group, and the higher the possibility of public influence on the members of the group.

Situational group characteristics depend little on the behavior of the group members and the group as a whole. These characteristics are related to the size of the group and its spatial arrangement, problems solved group and the remuneration system used in the group.

In small-sized groups, there is more difficulties with the achievement of an agreement, and much time is spent on finding relationships and points of view. In larger groups, there are difficulties in finding information, since the members of the group are usually more reserved and concentrated. It was also noted that the Group with an even number of members, although there is more tension with the decision than in groups with an odd number of members, and less than disagreement and antagonism between the group members.

Group size also has an effect on job satisfaction. Some studies show that people are more satisfied, if they are working in a medium-sized group (5-6 people). Small groups give rise to a lot of stress in the relationship between its members, and is not given a big enough time for each group member.

The spatial arrangement of the group members has a significant effect on their behavior. It's one thing when a person has a permanent location, another - when he is looking for every time myself this place. Users can work while looking at each other and can be located back to back. And it will also have an impact on their work and on their behavior in the group.

There are three important characteristics of the spatial arrangement of the individual, on which depend the relationship between man and the group. Firstly, it is a permanent or a certain place or territory. The man knows that this is my desk, it's my machine, it's my job. Lack of clarity on this issue gives rise to many problems and conflicts in interpersonal relationships, as well as significantly reduces job satisfaction. Second, it's a private space, ie the space in which the body is only the person. The spatial proximity of the location of people can generate many problems, because people are not perceived proximity to him other people without taking into account age, gender, etc. Thirdly, it is the relative position of seats. It is noted that if the jobs are partitioned from each other, it promotes formal relations. Have a workplace team leader in a common space contributes to the revitalization and consolidation of the group. If people have jobs at the head table, it is in the eyes of other members of the group automatically puts him in the position of leader. Guide, knowing these and other members of the group location issues can make significant impact and improve the efficiency of the group only through proper placement jobs.

Influence of problems solved by the group on the functioning of the group and on the behavior and interaction of team members is obvious. However, it is difficult to establish the relationship between the types of problems and their impact on the life of the group. It is noted that the solution of formal problems, such as mathematics, to a lesser extent contribute to the development of relations between the members of the group than the solution of problems of a humanitarian profile. It is known that the tasks and functions performed by a group, affect the style of leadership, as well as the style of communication between people. In the case of poorly structured or unstructured problems observed more pressure on the individual groups and a large correlation steps than in the case of a well-structured problems.

You can point out a few characteristics of the problem, which is important to pay attention to in order to try to determine how the solution of this problem will affect the group as a whole and the behavior of its members. Firstly, it is necessary to determine how much interaction will occur between members of the group in the process of solving the problem and how often they communicate with each other. Secondly, it is necessary to find out how the actions performed by individuals, are interdependent and mutually influence. In-tretih, it is important to establish whether the problem is solved by a structured.

Systems of remuneration, viewed in isolation from the nature of the relationships in the group, may not in itself provide an answer to the question of the extent to which this or that system affects the relationships in the group, the behavior of the group members, the functioning of the group as a whole. For example, it is impossible to assess the impact on a group of individual piece-rate payment, collective piecework payment or payment based on a fixed budget group, if you do not know the nature of the group.

In the analysis of the effect of payment is important to consider at the same time two sets of factors:

• how interdependent actions of the group members;

• how big differentiation in pay. There are four possible combinations of these factors:

• Low interdependence - low differentiation in pay;

• Low correlation - high differentiation in pay;

• high interdependency - low differentiation in pay;

• high interdependency - high differentiation in pay.

The first and fourth cases give rise to many problems in the relationship between the group members. In contrast, the second and third cases can contribute to the successful functioning of the group and the development of friendly relations between members of the group (Fig. 1.5).

Fig. 5. Payment 1 Matrix effect on relationships in the group