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1. Essence strategic planning, its main stages. Tactical plan - component strategies

strategic conflict criticism personnel

Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides a framework for everyone management decisions, the functions of organization, motivation and control are focused on the development of strategic plans.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies. These strategies are designed to help organizations achieve their goals.

The strategic planning process is a tool that helps provide a framework for enterprise management. His problem is to sufficiently ensure innovations and changes in the organization of the enterprise.

Thus, there are four main types management activities as part of the strategic planning process:

1. distribution of resources, mostly limited, such as funds, management talent, technological experience;

2. adaptation to the external environment (all actions of a strategic nature that improve the company’s relationship with its environment. Here it is necessary to identify possible options and ensure that strategy is effectively adapted to environmental conditions. This kind of thing can go along the lines of improvement production systems, interaction with the government and society in general, etc.)

3. internal coordination (coordinating strategic activities to reflect the firm's strengths and weaknesses with the goal of achieving effective integration of internal operations);

4. awareness of organizational strategies (implementing a systematic development of managers' thinking by creating an organization that can learn from past strategic mistakes, i.e. the ability to learn from experience).

The strategic planning process includes 8 stages and is a closed loop.

Formulation of the mission of the enterprise > Setting goals > Assessment and analysis external environment> Management survey of the enterprise > Analysis of strategic alternatives > Selection of strategy > Strategy implementation > Strategy assessment.

Strategy is the main direction of activity and must be reflected in a plan designed to ensure the achievement of the mission - the main goal of the organization - and the achievement of its other goals. The strategy is translated into a detailed comprehensive plan.

The practice of effective planning has the following features:

A small planning and economic department of the enterprise and related departments in strategic business units are responsible for carrying out the strategic planning function;

The main elements of the strategic plan are formed at senior management meetings held annually or, if necessary, more often, for example, quarterly;

The annual strategic plan is combined with the annual financial plan, their totality forms an intra-company plan, which is a tool for coordinating strategic and operational planning.

2. Conflicts in the organization: essence, types, causes of occurrence, methods of conflict management

Conflict is the most important aspect of interaction between people in society, a kind of cell of social existence. This is a form of relationship between potential or actual subjects of social action, the motivation of which is determined by opposing values ​​and norms, interests and needs. An essential aspect of social conflict is that these subjects act within the framework of some more wide system connections that are modified (strengthened or destroyed) under the influence of conflict.

The sociology of conflict proceeds from the fact that conflict is a normal phenomenon of social life; identifying and developing conflict is generally a useful and necessary thing. You should not mislead people with the help of the myth of universal harmony of interests. Society will achieve more effective results in his actions, if he does not turn a blind eye to conflicts, but follows certain rules aimed at regulating conflicts. The meaning of these rules in the modern world is to:

Avoid violence as a way to resolve conflicts;

Find a way out of deadlock situations in cases where violent acts did occur and became a means of deepening conflicts;

To achieve mutual understanding between the parties opposing the conflict.

Since every organization is a kind of association of people for joint activities, in the development of their internal relationships, certain common features or characteristics are observed, the understanding of which is extremely important. One of these common features is that every organization goes through a series of internal conflicts in its development; it cannot exist without internal tension and without clashes between certain positions represented in it, between groups of people, between so-called cliques.

There are different definitions of conflict, but they all emphasize the presence of a contradiction, which takes the form of disagreement if we're talking about about human interaction. Conflicts can be hidden or overt, but they are always based on a lack of agreement. Therefore, we define conflict as a process of interaction between subjects individuals or groups regarding the differences in their interests.

Lack of agreement is due to the presence of diverse opinions, views, ideas, interests, points of view, etc. However, it is not always expressed in the form of a clear clash. This happens only when existing contradictions and disagreements disrupt the normal interaction of people and prevent the achievement of their goals. In this case, people are simply forced to somehow overcome differences and enter into open conflict interaction. In the process of conflict interaction, its participants have the opportunity to express different opinions, identify more alternatives when making decisions, and this is precisely the important positive meaning of the conflict. This, of course, does not mean that the conflict is always positive.

There are four main types of conflicts: intrapersonal, interpersonal, between a person and a group, and intergroup.

Intrapersonal conflict. This type of conflict does not fully correspond to our definition. Here the participants are not people, but various psychological factors of the individual’s inner world, which often seem or are incompatible: needs, motives, values, feelings, etc. Sometimes in life, not daring to make a choice, not knowing how to resolve intrapersonal conflicts, we become like Buridan’s donkey.

Intrapersonal conflicts associated with work in an organization can take various shapes. One of the most common is role conflict, when a person’s different roles make conflicting demands on him. Internal conflicts can arise in production due to work overload or, conversely, lack of work when it is necessary to be at the workplace.

Interpersonal conflict. This is one of the most common types of conflict. It manifests itself in different ways in organizations. Many managers believe that the only reason for it is the dissimilarity of characters. Indeed, there are people who, due to differences in characters, views, and behavior, find it very difficult to get along with each other. However, a deeper analysis shows that such conflicts, as a rule, are based on objective reasons. Conflicts arise between a manager and a subordinate, for example, when the subordinate is convinced that the manager makes unreasonable demands on him, and the manager believes that the subordinate does not want to work to his full potential.”

Based on subjective characteristics, the following types of interpersonal conflicts can be distinguished in the internal life of each organization:

a) conflicts between managers and managed within a given organization, and conflicts between a manager and an ordinary performer will differ significantly from conflicts between a first-line manager and lower-level managers;

b) conflicts between ordinary employees;

c) conflicts at the management level, i.e. conflicts between managers of the same rank.

Conflict between individual and group. It is known that informal groups establish their own norms of behavior and communication. Each member of such a group must comply with them. The group views deviations from accepted norms as a negative phenomenon, and a conflict arises between the individual and the group.

Intergroup conflict. An organization consists of many formal and informal groups, between which conflicts may arise. For example, between management and performers, between employees of different departments, between informal groups within departments, between the administration and the trade union.

The entire set of conflicts that permeate certain organizations is, in one way or another, connected with methods of managing it. For management is nothing more than the activity of resolving conflicts for the sake of those goals and objectives that determine the essence of the organization. The manager is called upon to resolve private conflicts that arise between divisions of the organization, between managers and employees, between producers and consumers of products, producers and suppliers of raw materials in the name of the more general interests of the organization, which he considers as the goals of his management activities.

So, in general view In the occurrence of conflicts, two sides can be distinguished - objective and subjective. The objective principle in the emergence of conflicts is associated with the complex, contradictory situation in which people find themselves. Poor working conditions, unclear division of functions and responsibilities - these types of problems are considered potentially conflict-prone, i.e. objectively are the possible ground on which tense situations easily arise. If people are placed in such conditions, then regardless of their mood, characters, relationships established in the team and our calls for mutual understanding and restraint, the likelihood of conflicts arising is quite high. For example, in one organization we were faced with insufficient clarity of the rights of department employees technical control a number of workshops. This led to chronic tension in relations between shop workers and quality control department workers, who were subject to systematic pressure. It is noteworthy that the unregulated nature of their relationship lasted for years, and the conflicts were just as protracted. The objectivity of this conflict situation was once again confirmed by the fact that the employees of the technical control department, like the workers in the workshops, changed over the years, but the conflict remained. Regardless of the specific characteristics of the people involved in it, the essence of the conflict was entirely determined by the contradictory situation in which its participants found themselves. It should be said that there are quite a few situations where the objective origin of conflicts is clearly visible in real production practice. The distribution of vacations is not carried out transparently enough, the schedule for their distribution is violated - and conflicts arise. The transfer of the team to team forms of work has not been thought through, their principles have been violated - conflicts and complications easily arise with management, and even in the relations of workers among themselves.

Elimination of conflicts caused by such reasons can be achieved only by changing the objective situation. In these cases, conflicts perform a kind of signaling function, indicating trouble in the life of the team.

The problem of conflict in an organization is complicated, as a rule, by the fact that the very position of the manager or leader of the organization turns out to be very complex and, to some extent, uncertain and contradictory. On the one hand, it acts as an important advantage and as an indicator of life success, but, on the other hand, it is also a position subordinate to the next, higher authorities in the management system of a given organization. This means that the leader is obliged to integrate all the internal impulses and problems of a given organization, to know its strengths and weak sides, constantly have all the information about the state of affairs in its most tense points, and, at the same time, he must at every moment represent the interests of this organization before his superiors, the board of directors or before external structures. Naturally, a leader, even the most democratic one, has one image in the eyes of his subordinates, but another in the eyes of his superiors. This is not explained by the moral defect of the individual or his hypocrisy, but by the different functions that the manager performs in the management hierarchy. The demands placed on him from above do not coincide with the demands placed on him from below.

One of the most important aspects in the activities of any organization is the relationship between the formal, official structure of this organization and the informal, not recorded anywhere, real relationships between people in the same organization. During collaboration there is a spontaneous distribution of authority and respect for each other, which is of great importance from the point of view of the effectiveness of the organization.

As a result, the more the formal and informal structures match, the more favorable the environment for organizational effectiveness. Conversely, mismatch or open conflict between structures blocks the activities of the organization. The leader's task is to know and feel this source of internal tension well and to conduct business in such a way as to bring the formal and informal structures of the organization as close as possible.

There are several main causes of conflict in organizations.

Resource distribution. Even in the largest and wealthiest organizations, resources are always limited. The need to distribute them almost inevitably leads to conflicts. People always want to receive more, not less, and their own needs always seem more justified.

Task interdependence. The potential for conflict exists wherever one person (or group) depends on another person (or group) to complete a task. For example, the head of a production department may attribute the low productivity of his subordinates to the inability of the repair service to quickly and efficiently repair equipment. The head of the repair service may, in turn, blame the human resources department for not hiring the new workers that repair workers so desperately need.

Differences in goals. The likelihood of these conflicts in organizations increases as the organization grows larger and is broken down into specialized units. For example, the sales department may insist on producing a greater variety of products based on demand (market needs); at the same time, production departments are interested in increasing the volume of production at minimal costs, which is ensured by the production of simple, homogeneous products. Individual workers are also known to pursue their own goals that do not coincide with the goals of others.

Differences in ways to achieve goals. Managers and direct executors may have different views on the ways and means of achieving common goals, i.e. in the absence of conflicting interests. Even if everyone wants to increase productivity and make work more interesting, people may have very different ideas about how to do this. The problem can be solved in different ways, and everyone believes that their solution is the best.

Poor communication. Conflicts in organizations are very often associated with poor communication. Incomplete or inaccurate communication of information or lack of necessary information at all is not only the cause, but also a dysfunctional consequence of conflict. Poor communication hinders conflict management.

Differences in psychological characteristics. This is another reason for conflicts to arise. As already mentioned, it should not be considered the main and main one, but the role of psychological characteristics cannot be ignored either. Every normal person has a certain temperament, character, needs, attitudes, habits, etc. Each person is original and unique.

Sometimes the psychological differences between participants in joint activities are so great that they interfere with its implementation and increase the likelihood of all types and types of conflicts. In this case, we can talk about psychological incompatibility. That is why managers are currently paying increasing attention to the selection and formation of “coherent teams”.

The existence of the listed sources, or causes, of conflicts increases the likelihood of their occurrence, however, even with a high possibility of conflict, the parties may not want to enter into conflict interaction. Sometimes the potential benefits of participating in a conflict are not worth the costs. Having entered into a conflict, as a rule, each side does everything to ensure that its point of view is accepted, its goal is achieved, and prevents the other side from doing the same. Here it is necessary to manage interaction in conflict. Depending on how effective it is, the consequences of the conflict will become functional or dysfunctional. This, in turn, will affect the likelihood of subsequent conflicts.

Conflict management.

When conflict is managed effectively, its consequences can play a positive role, i.e. be functional, contribute to the further achievement of the organization’s goals.

There are structural (organizational) and interpersonal ways of managing conflict interactions.

Works on management, especially early ones, emphasized the importance of the harmonious functioning of the organization. Representatives of the administrative direction believed that if a good management formula was found, the organization would act like a well-oiled mechanism. Within the framework of this direction, structural methods of “managing” conflicts were developed.

1. Clear formulation of the requirement. One of the best management methods to prevent dysfunctional conflicts is to clarify the requirements for the performance of each individual employee and the department as a whole; the presence of clearly and unambiguously formulated rights and obligations, rules for performing work.

2. Use of coordinating mechanisms. Strict adherence to the principle of unity of command makes it easier to manage large groups of “conflict situations”, since the subordinate knows whose orders he must carry out. If workers have disagreements on any production issue, they can turn to an “arbiter” - their common boss. In some complex organizations, special integration services are created whose task is to link the goals of various departments. In this case, it is this service that will be most susceptible to conflicts.

3. Establishment of common goals, formation of common values. This is facilitated by the awareness of all employees about the policies, strategies and prospects of the organization, as well as their awareness of the state of affairs in various departments. It is very effective to formulate the goals of the organization at the level of the goals of society. Having common goals allows people to understand how they should behave in conflict, making them functional.

4. Reward system. Establishment of performance criteria that exclude conflicts of interests of various departments and employees. For example, if you reward safety workers based on the number of safety violations identified, this will lead to endless dysfunctional conflict with production and operational services. If all employees are rewarded for eliminating identified violations, this will lead to a reduction in conflict and increased safety.

Dealing with conflicts, of course, is not limited to the methods listed above. Depending on the situation, other effective organizational methods for managing conflict interactions can be found.

There are five main strategies for behavior in conflict situations.

Perseverance (compulsion). Anyone who adheres to this strategy tries to force people to accept their point of view at all costs: they are not interested in the opinions and interests of others. At the same time, he either ignores the “price” in his relationship with his partner that will be paid as a result of his actions, or simply does not think about it. It is generally accepted that the more long-term relationships between the participants in the interaction (as, for example, in a family or organization), the more appropriate it is to care not only about the immediate gain, but also about preserving the relationship. This style is associated with aggressive behavior and uses coercive and traditional authority to influence other people.

This style can be effective if used in a situation that threatens the organization's existence - and sometimes it simply has to be persistent. A significant disadvantage of this strategy is the suppression of the initiative of subordinates and the possibility of repeated outbreaks of conflict due to the deterioration of relationships.

Evasion (evasion). A person who adheres to this strategy seeks to escape conflict. Such behavior may be appropriate if the subject of disagreement is not of great value to a person, if the situation can resolve itself (this happens rarely, but it does happen), if now there are no conditions for a productive “resolution” of the conflict, but after some time they will appear . This strategy is also effective in the case of unrealistic conflicts.

Adaptation (compliance) presupposes a person’s renunciation of his own interests, the willingness to sacrifice them to another, to meet him halfway. This strategy can be considered rational when the subject of disagreement has less value for a person than the relationship with the opposite side, when in the event of a “tactical loss” a “strategic gain” is not guaranteed. If this strategy becomes dominant for a manager, then he most likely will not be able to effectively manage his subordinates.

Compromise. This style is characterized by accepting the other party's point of view, but only to a certain extent. The search for an acceptable solution is carried out through mutual concessions.

The ability to compromise in management situations is highly valued, as it reduces ill will and allows conflict to be overcome relatively quickly. But after some time, the dysfunctional consequences of a compromise solution may also appear, for example, dissatisfaction with “half solutions.” In addition, the conflict in a slightly modified form may arise again, since the problem that gave rise to it has not been fully resolved.

Collaboration (problem solving). This style is based on the conviction of the parties to the conflict that differences in views are the inevitable result of the fact that smart people I have my own ideas about what is right and what is wrong. With this strategy, participants recognize each other’s right to their own opinion and are ready to accept it, which gives them the opportunity to analyze the causes of disagreements and find a solution acceptable to everyone. One who relies on cooperation does not try to achieve his goal at the expense of others, but seeks a solution to the problem. Briefly, the attitude towards cooperation is usually formulated as follows: “It’s not you against me, but we are together against the problem.”

In accordance with the situation, taking into account the individual psychological characteristics of the participants in the conflict, the manager must apply various interpersonal styles of conflict resolution, however, the cooperation strategy should be the main one, since it is this that most often makes the conflict functional.

But it should be remembered that there are no universal ways to overcome conflict. To “resolve” the conflict, the only possible way is to fully engage with the situation. Only by answering all these questions, understanding the essence of a given organization, and “getting used to” the current situation at the company, can one diagnose a conflict, study its nature and give recommendations regarding the optimal strategy of behavior and methods for overcoming it.

Strategic intervention is determined by several steps, that is, the main stages of conflict resolution. We will consider these steps as unique points where significant decisions should be determined and made - on the advisability of interventions, their types.

Parties to the conflict should strive for a positive resolution of the conflict and act accordingly with the help of a consultant. Therefore, it is very important to establish a good relationship with both parties, without giving preference to either of them, since in this case his activities will not be effective:

Establish early relationships with both parties;

Clarify your intentions regarding this conflict situation;

Provide yourself with support.

It is necessary to clearly understand the structure of the parties involved in the conflict.

Unclear leadership, internal power struggles, and intense rivalry can become a significant obstacle to conflict resolution. It is very important to know informal leaders and know not only their opinion, but also the degree of their readiness for active participation in the conflict resolution process.

3. You, as an HR manager, have been assigned to provide feedback on the work of one of the department’s specialists. For a certain time, you take a closer look at this employee and establish that the employee has good abilities, but in some cases he does not cope with the work, which gives rise to criticism. You invite him to your place to talk to him about it. Name the basic rules of criticism, show how you will structure this conversation

“Criticism is a blessing,” said Yuri Mukhin. Indeed, without criticism it is simply impossible to move forward. Someone must point out the shortcomings that need to be corrected. If you treat criticism adequately and correctly, you can achieve success, and therefore achieve perfection.

Criticism is the engine of progress.

Some believe that criticism is the engine of progress, others that it is evil. And in fact?

Criticism (from the French word critique, ancient Greek xyfykYu fEchnz “the art of disassembling, judgment”). This is one of the forms of argumentation in a dispute, identifying contradictions, errors and analyzing them.

Criticism helps you see your weaknesses, and it pushes you, forces you to improve, move forward, and sets you up for positive thinking.

Basic rules of criticism:

Before criticizing, you need to know the basic rules of criticism, so as not to run into rudeness and hear in response: “That’s how I am.” The one who criticizes always strives to run into anger, and the one who is criticized feels the desire to snap back.

There is one universal wisdom for all times: "Think before how to open your mouth". And when it comes to criticism, you need to think twice.

It's better to remain silent.

One of the most important rules of criticism: “It is better to remain silent.” For example, in such situations:

When the problem does not concern you personally or your workplace.

If you are incompetent in the matter of the dispute, or you are not familiar with all the aspects of the matter about which the dispute is going on. If the person whom you are going to criticize has already received a “dragging” from his superiors and has realized everything.

You are new to the team and you do not have enough authority.

There should be no offense.

There should be no offense - this is one of the main rules of criticism. It would seem that when a person is criticized, he should rejoice: he criticizes for the good! In reality, everything happens differently. Most people perceive criticism painfully, as a personal insult. It is not the person who should be criticized, but his action. If you say to Maria Ivanovna, who is constantly late for work: Maria Ivanovna, you don’t know how to organize your time!”, naturally she will be offended. And if you ask why she is late, give an example from own life, remember your mistakes. Your colleague will feel that you do not wish her harm and that you do not consider yourself better than her. Ultimately, everyone makes mistakes. Criticisms are best expressed face to face. If you criticize in front of witnesses, the person may get hurt and start crying or become very aggressive.

Praise is a weapon of criticism.

When a person is nervous, you should not criticize him. You can get rude. Psychologists advise that before making a critical remark, the person should be praised. Praise is a weapon of criticism! But, of course, not with just anyone. “Tatiana, you look so lovely, this dress suits you very well,” and then start criticizing the quarterly report. This will not work! It’s better to start by praising the work qualities: “Tatiana, you always completed reports with such accuracy, what happened this time?” You should also end your critical remark with praise and confidence in your opponent. “Tanya, with your experience, with your talent, you will certainly fix everything quickly. I am 100% sure of this."

Don't remember old mistakes.

“Last time you forgot to call a client, last week you were rude to a co-worker, yesterday you were late for work,” you reprimand your colleague. Should not be doing that. This was yesterday, the day before yesterday, a month ago, and it was all already discussed and criticized. The rules of criticism say you shouldn’t do this, don’t remember old mistakes. “They irritate me,” you say. Calm down and remember the folk wisdom: “Who will remember the old”... Always try to let your opponent speak, do not create a Middle Ages when the accused did not have the right to vote.

How to fix it and what to do.

The most important rule of criticism comes down to understanding how to correct a mistake and what to do about it. You need to criticize in such a way that the criticized colleague does not throw out in his hearts: “You yourself are someone who can work, works, and who can’t, criticizes.” You need to try to admit your mistakes and the mistakes of the person you are criticizing, and then decide how to fix them and what needs to be done to prevent this from happening again.

Differentiable an approach.

When criticizing, you should not reproach. Especially try to avoid general reproaches, such as: “You are all doing a bad job!” You need to criticize specifically and in detail, taking into account the personal qualities of your colleague. Everyone needs a differentiated, that is, individual approach. People are all different: for one person it is enough to give a hint and he will immediately rush to “dig the ground”, while another understands only the language of obscenities, and for a third only a reprimand can have an effect.

Don't yell from the doorway.

You are not satisfied with the work of an employee, call him on the carpet. Just don’t yell from the doorway, and don’t start criticizing immediately after he opened the doors of your office. Criticism must begin from afar. Find out how things are going, how the work is progressing, and only then tell him what specifically you are not happy with about his work. Then look for a way out together.

I'll structure this conversation like this:

The most important rule " Don't yell from the doorway»

1. I’ll start with the rule: “ Praise is a weapon of criticism»

- “Tatiana, you always do your work with such precision, what happened this time?”

2. The following rule: “ How to fix and what to do" We need to find out the reason why it doesn't work.

- “Tatiana, maybe you don’t understand something or you don’t have enough time?”

If she doesn’t understand, then you need to instruct a more experienced employee to help Tatyana figure out this problem. And if the reason is lack of time, then you need to analyze the volumes of this employee, maybe she has more work to do than other employees, if this is the reason, then the work needs to be distributed among the employees of the department.

3. And end the conversation with the rule: “ Praise is a weapon of criticism“You also need to end a critical remark with praise and confidence in your opponent.

- “Tanya, with your experience, with your talent, you will certainly fix everything quickly. I am 100% sure of this."

4. During an inspection of the work of the stores of a retail trade enterprise, repeated delays for work by the loader Vasiliev I.P. were revealed. and the seller Yakovenko S.A.. In the explanatory note addressed to the store director, the seller Yakovenko S.A. indicated that she has 2 young children, whom she takes to the kindergarten, located on the other side of the city, which is the reason for her delays; loader Vasiliev I.P. He did not name convincing reasons for the delays in the explanatory note. What should a leader do in this situation? What economic, administrative, socio-psychological methods are appropriate to apply to each employee. Reveal their essence

Personnel management methods are ways of influencing teams of individual workers in order to coordinate their activities in the process of functioning of the organization.

Traditionally, there are three groups of personnel management methods:

Administrative;

Economic;

Socio-psychological.

Administrative methods of personnel management.

The group of administrative methods is based on the use of power and regulatory support for labor activity. Administrative management methods are implemented in the form of organizational and regulatory influence.

Organizational impact includes:

Organizational regulation (development of regulations on departments defining their functions, rights and responsibilities, development of staffing schedules);

Organizational standardization (development of various standards, for example, labor standards (grades, rates), profitability standards, internal regulations, etc.);

Organizational and methodological instruction ( job descriptions guidelines for the execution of work, work instructions, etc.).

Acts of organizational regulation and organizational and methodological instructions are normative.

The administrative influence is expressed in the form of an order, instruction or instruction, which are legal acts of a non-normative nature. They are published in order to give legal force management decisions. Orders are issued by the line manager of the organization, orders and instructions are issued by the heads of departments.

Order is a written or verbal demand from a manager to solve a specific problem.

Order is a written or oral requirement for subordinates to resolve individual issues related to the task at hand.

Economic methods of personnel management.

Economic methods are understood as elements of the economic mechanism that ensures the functioning and development of an organization. Role economic methods personnel management is the mobilization of labor resources to achieve a certain result.

Here the most important method is the motivation of work activity, which in most cases consists of material incentives for workers. The main motivating factor is usually wage. In addition, an essential tool for personnel management is a system of payments, bonuses, benefits, etc., which provides additional economic leverage on employee motivation. Economic methods also include elements social security employees (for example, payment for food, travel, rest, provision of various types of insurance, including medical, etc.).

The use of economic methods must be strictly based on their payback. This means that investing in material incentives for employees should bring profit to the organization by improving the quality of work performed in the planned period.

Social and psychological methods of personnel management.

Social and psychological methods of personnel management are based on the use of the laws of sociology and psychology and consist primarily in influencing the interests of the individual, group, and collective. To influence an individual, psychological methods are used, and to influence a group or collective, sociological methods are used.

To the most important results of application psychological methods may include minimizing psychological conflicts (scandals, grievances, stress, etc.), managing career development based on the psychological characteristics of each employee, ensuring a healthy climate, creating organizational culture based on behavioral norms and the image of an ideal employee.

Sociological methods allow you to establish the purpose and place of employees in the team, identify leaders, connect motivation with the results of work, ensure effective communications, and resolve industrial conflicts. Sociological methods are also scientific tools in working with personnel and allow you to collect the necessary data for the selection, assessment, placement and training of personnel, as well as to make informed personnel decisions. The tools of sociological methods include questionnaires, interviews, sociometric method, observation method, etc.

Personnel management methods can also be classified on the basis of belonging to management functions (standardization, planning, organization, coordination, stimulation, control, analysis, accounting). Methods based on this feature are:

Providing the organization with personnel;

Personnel evaluations;

Organizations of wages;

Career management;

Vocational training;

Managing disciplinary relationships;

Provisions safe conditions labor.

Yakovenko S.A. should have discussed this situation in the employment agreement when hiring, so that the first warning was without a reprimand.

Or according to Article 93 of the Labor Code of the Russian Federation. Part-time work

The employer is obliged to establish a part-time working day (shift) or a part-time working week at the request of a pregnant woman, one of the parents (guardian, trustee) with a child under the age of fourteen (a disabled child under the age of eighteen)

(Article 93 of the Labor Code of the Russian Federation) When working part-time, the employee’s wages are paid in proportion to the time he worked or depending on the amount of work he performed.

Thus, she has the right to apply in writing to the employer with a request to set her a part-time working day, say 7 or 7.5 hours, so that it starts later, taking into account the time for which she is late.

Legal definition.

According to Part 4 of Art. 189 of the Labor Code of the Russian Federation internal rules labor regulations- this is local normative act regulating in accordance with the Labor Code of the Russian Federation and other federal laws procedure for hiring and dismissing employees, basic rights, duties and responsibilities of the parties employment contract, working hours, rest periods, incentives and penalties applied to employees, as well as other issues of regulating labor relations with a given employer. Thus, the beginning and end of work, the time provided for rest and breaks from work, etc.? are necessarily fixed in the rules.

Lateness - an employee’s absence from the workplace at the beginning of a work shift, untimely appearance at work after the end of a break for rest and food, etc.? - the employer has the right to qualify as a disciplinary offense, that is, the failure or improper performance by an employee through his fault of the duties assigned to him labor responsibilities(Part 1 of Article 192 of the Labor Code of the Russian Federation).

It should be noted that the employer is not obliged, but only has the right, to punish employees for violation labor discipline. If the employer intends to exercise this right, when imposing a disciplinary sanction on him, guided by the norms of Part 5 of Art. 192 of the Labor Code of the Russian Federation, it is necessary to take into account the severity of the offense committed, the circumstances under which it was committed, and also not to forget about the employee’s previous behavior and his attitude to work.

Adequate punishment

Being a disciplinary offense, being late may result in disciplinary action. Article 192 of the Labor Code of the Russian Federation provides for the following types of disciplinary sanctions:

Comment;

Rebuke;

Dismissal for appropriate reasons.

If the employee has not previously violated labor discipline, he can be punished for being late by issuing a reprimand or reprimand. The procedure for applying disciplinary sanctions is defined in Art. 193 Labor Code of the Russian Federation. Guided by part 1 of this article, before applying a disciplinary sanction, the employer must request a written explanation from the late worker. So that the employer subsequently has the opportunity to confirm compliance with the procedure for attracting an employee to work as prescribed by law. disciplinary liability, it is advisable to require such an explanation in writing (Appendix 1).

The employee should be familiarized with a notification of the need to provide a written explanation of the offense committed (lateness). If the latecomer refuses to receive this notification, a corresponding act must be drawn up (Appendix 2).

If after two working days the employee does not provide the specified explanation, then an act of refusal to provide explanations regarding being late for work is drawn up.

In accordance with Part 2 of Art. 193 of the Labor Code of the Russian Federation, an employee’s failure to provide an explanation is not an obstacle to applying a disciplinary sanction. However, until an explanation has been received from the violator of labor discipline or the corresponding act has not been drawn up within the time period established by the legislator, disciplinary action cannot be applied to an employee.

Bibliography

E.L. Dracheva L.I. Yulikov "Management" Tutorial for students Institutions environment. prof. education. Publishing center "Academy" 2002 2nd edition.

A. H. Meskon “Fundamentals of Management” 1992.

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In the economic literature there are many definitions of motivation and motives, but they all try to express the main thing in different terms: motivation is a process that occurs inside a person, guides his behavior and choice, or, in other words, forces him to behave in a specific situation in a certain way. By understanding the process of motivation, you can significantly better understand both yourself and the behavior of those people with whom you have to communicate in various situations.

Motivational aspects of labor management are widely used in countries with developed market economies. In our country, the concept of “labor motivation” in the economic sense appeared relatively recently in connection with the democratization of production. Previously, it was replaced by the concept of “stimulation”. Such a truncated understanding of the motivational process led to an orientation toward short-term economic goals and the achievement of short-term profits. This had a destructive effect on the need-motivational orientation of the employee’s personality, did not arouse interest in his own development, self-improvement, and yet this system today is the most important reserve for increasing production efficiency.

Work motivation is the process of stimulating an individual performer or a group of people to perform activities aimed at achieving the goals of the organization, to productively carry out decisions made or planned work. This definition shows the close relationship between the managerial and individual psychological content of motivation, based on the fact that management social system and by man, in contrast to the management of technical systems, contains as a necessary element the coordination of the goals of the object and the subject of management. Its result will be the appropriate labor behavior of the control object and, ultimately, a certain result of labor activity.

Analysis of the nature of motivation suggests the need to clarify the differences between the concepts of “external motives” (incentives) and “internal motives”. The differences between them are that, relative to individual consciousness, external motivation (incentives) forms the sphere of external reasons that encourage the individual to act in the direction desired for society (enterprise), and internal motives form the sphere of internal, rethought in their own way, subjectively realized reasons.

From the multitude of information coming to a person from the external environment, he chooses for himself the most significant, which is included in the motivational core, the dominant. This dominant or leading motive, which directly determines human activity, characterizes the action of external motives at the level of the subject and is nothing more than a stimulus. External motivation (incentives) is divided into external positive motivation (praise, bonus) and external negative motivation (reprimand, deprivation). Moreover, external positive motivation is always better for increasing business activity workers than external negative.

Incentives play the role of levers of influence or carriers of “irritation” that cause the action of certain motives. Stimulation is different from motivation. The essence of this difference is that stimulation is one of the means by which motivation can be achieved. The process of using various incentives to motivate people is called the incentive process. An employee can work at full capacity or at half capacity. It depends on how motivated he is to expend more effort in doing his job.

Incentives come in various forms. In management practice, one of its most common forms is material incentives. However, when it comes to wages, it should not depend only on length of service, but should also take into account the quality of performance of job duties. The form of recognition of an employee’s merits can be: firstly, various types social guarantees(payment for training, medical care, etc.); secondly, monetary reward for high work results and major achievements; thirdly, promotion (but this affects those who are making a career, and there cannot be many of them due to the limited vacancies); fourthly, encouragement with free time, provided additionally to compensate for increased labor costs in the process of work; fifthly, public recognition of the merits of individual workers through broad information about them; sixthly, personal recognition of merit by the management of the enterprise, which can be expressed in the form of announcements of gratitude and praise.

Moreover, not all methods of economic incentives can have the same motivational impact on workers. However, there are several basic provisions about bonus systems that do not affect the specifics of the enterprise, but are universal. They should guide the manager when introducing economic methods of motivation:

-bonuses should not be too general and widespread, otherwise they will be perceived simply as part of the usual salary in normal conditions;

– the bonus must be related to the employee’s personal contribution to production, be it individual or group work;

– there must be some acceptable method of measuring this increase in productivity;

-employees should feel that the bonus depends on additional, rather than normative efforts;

– additional efforts of employees, stimulated by bonuses, must cover the costs of paying these bonuses.

To enhance work motivation, the types of economic incentives should vary depending on the specialization of workers. In the table below. Figure 7 shows possible ways to provide financial incentives for various groups of personnel.

Table 7

Material incentives for personnel of various groups

End of table. 7

The above list is not exhaustive (it is almost impossible to compile such a list). However, it demonstrates a significant variety of approaches to the development of economic incentive systems depending on the personal contribution of the employee.

At one time, R. Owen and A. Smith considered money to be the only motivating factor. According to their interpretation, people are purely economic beings who work only to obtain the funds necessary to purchase food, clothing, housing, and so on. Modern theories motivations based on the results of psychological research prove that the true reasons that motivate a person to devote all his strength to work are extremely complex and diverse. According to some scientists, a person’s actions are determined by his needs. Those who hold the other position assume that a person's behavior is also a function of his perceptions and expectations. When considering motivation, one should focus on the factors that motivate a person to act and reinforce his actions. The main ones are: needs, interests, motives and incentives.

Needs cannot be directly observed or measured; they can only be judged by people's behavior. Primary and secondary needs are distinguished. Primary ones are physiological in nature: a person cannot do without food, water, clothing, housing, rest, and the like. Secondary ones are developed in the course of cognition and the acquisition of life experience, that is, the needs for affection, respect, and success are psychological.

Needs can be satisfied with rewards by giving a person what he considers valuable. But different people have different meanings for the concept of “value”, and therefore their assessments of remuneration also differ. For example, a wealthy person might consider a few hours of relaxation with his family to be more valuable than the money he would receive for working overtime for the benefit of the organization. For someone working in a scientific institution, the respect of colleagues and interesting job, rather than the material benefits that he would receive by performing the duties of, say, a salesman in a prestigious supermarket. A person receives “internal” reward from work, feeling the significance of his work, experiencing a feeling for a certain team, satisfaction from communication, friendly relations with colleagues (intrinsic motivation). “Extrinsic” rewards include salary, promotion, symbols of job status and prestige (extrinsic motivation).

The motivational process can be presented in the form of stages following one after another: the employee’s awareness of his needs as a system of preferences, choice the best way receiving a certain type of remuneration; making a decision on its implementation; carrying out an action; receiving remuneration; satisfaction of needs.

To manage labor based on motivation, it is necessary to more fully use the personal goals of the participants in the labor process and the goals of the organization. No goals established from the outside arouse a person’s interest in intensifying his efforts until they turn into his “internal” goal and further into his “internal” plan of action. Therefore, the coincidence of the goals of the employee and the enterprise is of great importance for ultimate success. To solve this problem, it is necessary to create a mechanism of motivation and increase labor efficiency. This means a set of methods and techniques of influence on employees from the enterprise management system, encouraging them to behave in a certain way in the labor process in order to achieve the goals of the organization, based on the need to satisfy personal needs.

Research has shown that one of the decisive factors influencing job satisfaction is the length of time a person performs the same work, without changing in content. After five years of working in the same workplace, job satisfaction and, as a consequence, work achievements decrease significantly. That's why the most important factors to maintain motivation are the following:

1. Systematic review of the length of service of personnel in one position and controlled horizontal promotion at intervals of approximately five years. Horizontal moves need to be made prestigious. It is also necessary to approve and make it prestigious to move down in the service hierarchy at some stages of one's career.

2. Enrichment of the content of the work and expansion of its scope (have an impact up to 5 years).

3. Active structural planning of the organization and the use of flexible organizational forms (project, matrix organization).

4. Systematic development of organizational activities, the value of learning and creativity.

5. Implementation of new forms of interaction, for example, conversations between a boss and a subordinate, as an integral part effective management and industrial democracy.

Control system by human resourses will not function effectively unless an effective motivation model is developed, since motivation encourages a specific individual and the team as a whole to achieve personal and collective goals.

Motivation is the process of stimulating a person or group of people to intensify activities to achieve the goals of the organization. Modern theories of motivation are based on data from psychological research. They focus on identifying the list and structure of people's needs.

Needs are awareness of the lack of something that causes an urge to action. Needs can be divided into primary and secondary. Primary needs are laid down at the genetic level and are of a physiological nature. Secondary needs arise as life experience is gained. Needs can be satisfied with rewards. Reward is everything that a person considers valuable to himself. In this case, it is necessary to take into account the individuality of a person, his personal concept of value. There are external and internal rewards. Extrinsic rewards are given by the organization. Intrinsic rewards come directly from the work itself.

The development of a system of motivators in relation to the specifics of the team and the field of activity is one of the main reserves for increasing management efficiency. A positive approach to motivation project team is: establishing a set of individual motivation factors that have the greatest impact on employee behavior; positive team climate; the opportunity to fully realize one’s strengths, reveal creative potential, and professional growth for everyone; clear definition of work goals; clear criteria for defining success; rewarding effective labor contribution to overall work results; equal opportunities for hiring and career advancement, depending on the professionalism of employees, the results of their activities, competence, and experience; conditions for meeting contact needs.

Conflicts. Creating an atmosphere of cooperation and interaction in a team does not exclude the possibility of conflicts. The project manager must understand that without conflicts, without contradictions, which are the source of development, there can be no progress. Therefore, he must be able to recognize the category of conflict and choose a management strategy that allows not only to resolve the conflict, but also to ensure the expedient implementation of the project.

In psychological terms, a conflict is a collision of incompatible, oppositely directed tendencies, a single episode in a person’s mind, in interpersonal or intergroup relations associated with acute emotional experiences. It follows that the basis of conflicts are clashes of incompatible interests, opinions, needs, values, and different ideas about how to achieve them.

Conflicts can be divided into horizontal, vertical and mixed. The following types of conflicts are distinguished: intrapersonal; interpersonal; between the individual and the group; between groups. Causes of conflicts. Basically, conflicts are caused by three groups of reasons, caused by: the labor process; psychological characteristics of relationships between people. In a conflict situation, there is an object of conflict, which is its cause, and participants in the conflict, who can be both individuals and groups of people. Participants in a conflict can have an internal and external position in the conflict. The external position represents the motivation for participation in the conflict that each side openly presents to its opponents. An internal position is a set of true interests, motives and values ​​that force a person or group to engage in conflict. The internal position may or may not coincide with the external one. Often the internal position is hidden not only from opponents, but also from the person himself because it is not realized by him. Awareness of intrinsic motivation is an important step in productive conflict resolution.

The leader must predict the conflict-generating impact of all changes made, analyze the entire communication system of people in a given group, be able to manage conflicts and find ways to make them constructive.

It is believed that a constructive resolution of a conflict is possible if: the conflict is perceived adequately by the parties, that is, the assessment of the actions and intentions of both one’s own and the opponent’s is not distorted by personal biases; participants are ready for open and effective communication, comprehensive discussion of the problem, frank expression of their views on what is happening and search for ways out of the conflict; an atmosphere of cooperation and mutual trust has been created.

Methods for managing a conflict situation can be divided into two groups: structural and interpersonal.

The following structural methods help overcome conflict: clarifying job requirements; the use of coordination and integration mechanisms that interconnect the actions of various people and departments, decision-making procedures and information exchange; the establishment of organization-wide comprehensive goals; application of a reward system.

Interpersonal methods of managing a conflict situation are based on five main styles of behavior: smoothing; compromise; cooperation; ignoring; opposition.

The smoothing style is implemented in actions aimed at smoothing and creating a normal working atmosphere. The use of this style is justified if the main thing is to restore calm and stability, and not to resolve the conflict, and also if the subject of disagreement is important to the other party, and is not particularly important to the person using this style.

Compromise style. Within this style, the parties try to resolve differences through certain mutual concessions. Goals are not achieved entirely for the sake of conditional equality. The ability to use compromise allows you to resolve a conflict quickly enough, but this does not always contribute to achieving an optimal solution.

The cooperative style is characterized by the fact that the parties disagree, but are willing to listen to each other to present their positions, understand the reasons for the conflict, and develop a long-term mutually beneficial solution. This style is difficult, as it requires the ability to restrain emotions, clearly state your desires, and listen carefully to your opponents.

The ignoring style means that a person does not defend his point of view, does not cooperate with anyone to develop a solution, but simply avoids contact, avoiding disagreements and not wanting to solve the problem. In this case, the conflict does not occur, but the problem in some cases remains unresolved. This style can be used to delay solving a problem in order to gain time to collect additional information and study the situation.

The oppositional style means focusing solely on one's own opinion without taking into account the opinions of others. Usually used by people with great authority, power, and strong will. This style can be applied if the leader leads open struggle for his own interests, believing that the solution he proposes is the best, or if it is necessary to make an unpopular decision. This style suppresses the initiative of subordinates, prevents the free exchange of opinions and can lead to new conflicts.

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  Motivation And stimulation personnel. Conflicts. The human resource management system will not function effectively unless an effective model is developed motivation...


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  Motivation And stimulation personnel. Conflicts. The human resource management system will not function effectively if it does not. Psychological aspects of management staff.


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  Motivation And stimulation personnel. Conflicts. The human resource management system will not function effectively if it does not.


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  Motivation And stimulation personnel. Conflicts. The human resource management system will not function effectively if it is not developed... more ».


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  stimulation and incentives personnel etc...


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  Theories motivation.
  Motivation is a set of needs of a person who can stimulate him as a member of the workers. Stages conflict.


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  System requirements stimulation Let's consider the methodology for designing the Regulations on stimulating personnel. To do this, let us once again determine that: - motivation- this is an internal property of a person, an integral part of his character...


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  ...which include selection and distribution personnel; planning and organizing the work of employees; diagnostics personnel; accounting for its movement; professional development programs; motivation And stimulation labor and, of course...


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  This direction consists of carrying out preventive and organizational measures aimed at improving working conditions, creating an optimal management structure, developing a system stimulation and incentives personnel etc...


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  Motivation labor is one of the most important functions of management, which is the stimulation of an employee or group of employees to work to achieve the goals of the enterprise by satisfying their own needs.

Similar pages found:10

Destructive and constructive conflict

Constructive and destructive conflict differ from each other in their consequences for the organization. Destructive conflict is associated with destructive and negative consequences (for example, a general deterioration in the atmosphere in the organization or deterioration in interaction between individual employees or departments; the departure of valuable specialists from the organization, etc.). Constructive conflict is associated primarily with opportunities for development and change. Conflict management is about transforming a potentially destructive, destructive conflict into a constructive process of change and development, not necessarily accompanied by a technical solution or settlement of controversial issues.

Conflicts between a manager and a subordinate and their characteristics

Causes of conflicts in the “manager-subordinate” link Among the reasons for conflict in the relationship between a manager and a subordinate, objective and subjective reasons are distinguished. Let's consider the objective causes of conflicts of this type:

1) Subordinate nature of the relationship

2) Most vertical conflicts are determined subject-activity content of interpersonal relationships

3) The frequency of vertical conflicts is related to intensity of joint activities opponents

4) Workplace imbalance

5) Mismatch of connections between jobs in the organization. It manifests itself in:

a) a subordinate is given instructions by many superiors, and he is forced to: rank the received instructions according to the degree of their importance, demand this from his immediate superior; grab onto everything; refuse to follow instructions and orders; b) the manager has many direct subordinates, more than 7-8 people, who cannot be managed quickly.

6) Difficulty of social and professional adaptation leader to the position of manager.

7) Insufficient provision according to the objective conditions of management decisions everything necessary for their implementation.

Among the subjective causes of conflicts in the “manager-subordinate” link, managerial and personal reasons are distinguished. Management reasons: unreasonable, suboptimal and erroneous decisions; excessive care and control of subordinates by management; insufficient professional training of managers; low prestige of the work of middle and lower level managers; uneven distribution of workload among subordinates; violations in the labor incentive system. Personal reasons: poor communication culture, rudeness; dishonest performance of their duties by subordinates.

Conditions and methods for preventing conflicts “vertically” Practice shows that the following conditions contribute to conflict-free interaction between a manager and subordinates:

psychological selection of specialists for the organization;

stimulation motivation to conscientious work; timely informing people on issues important to them; relieving socio-psychological tension through joint recreation, including with the participation of family members; optimization of the working time of managers and performers; reducing the employee’s dependence on the manager; clear, specific and achievable objectives. Current control reduces the likelihood of conflicts. Concerning behavior of a subordinate when resolving a conflict with a manager, then he, of course, has fewer opportunities compared to the boss. A subordinate's implementation of a number of recommendations can increase the chances of his interests being taken into account.

Labor conflicts and ways to resolve them

Labor conflict is a type of social conflict, the object of which is labor Relations and the conditions for their provision.

Types of labor conflicts. Depending on which parties are involved in the struggle, the following labor conflicts can be distinguished: between the workforce and the administration; between the labor collective and the trade union committee; between the administration and the trade union committee; between the workforce and industry management; between work teams of different organizations; between labor collectives and government bodies.

Subject of labor conflict: Working conditions (technology; rationing; regime; safety, etc. System of resource distribution (payment of wages; expenditure of financial resources; distribution of profits; participation of workers in capital management; rules for privatization, etc.). Fulfillment of previously accepted agreements (mutual deliveries, settlements; repayment of debts, etc.).

Causes labor conflicts:

Bureaucratic attitude of the administration towards the interests of workers; inaction of the administration in improving working conditions; attempts by the administration to illegally fire workers; reduction of labor and social guarantees for workers; low wages, unfair prices; late payment of wages; rising unemployment;

Impoverishment of the population, including hired workers.

Functions labor conflicts:

1. Labor conflict affects the balance of individual, group, and collective interests and contributes to the social integration of the enterprise. The conflict between workers and management, on the one hand, intensifies their confrontation, and on the other, increases the cohesion of workers. 2. Labor conflicts perform a signaling function, revealing the most acute contradictions in the life of the team. 3. There is an innovative, creative function of labor conflict. With its help, you can overcome obstacles to the economic, social or spiritual development of the team. 4. The socio-psychological function of labor conflict is that it leads to a change in the socio-psychological climate, cohesion, authority, and mutual respect.

Among forms resolution of contradictions is distinguished: speeches at team meetings; holding demonstrations; contacting the press, radio and television; appeal to senior management; appealing for support to people's deputies and parties; presenting demands through the trade union committee; appeal to the labor dispute commission; organization of pickets, lockouts; strikes, which are considered by the majority of workers as the most effective means of fighting for their rights. A strike is a type of intergroup labor conflict, consisting in the cessation or reduction of work, production of products, provision of services with the advancement of demands of an economic, social or political nature.

Warning strikes;

1. Creation of economic conditions that provide the opportunity to satisfy the interests of groups - potential participants in strikes by mobilizing their own efforts. 2.Creation of a working “negotiation mechanism” between the parties involved in the strike. 3. Adoption of a more effective law on the resolution of labor conflicts and norms regulating the relations of labor collectives with employers. 4. Promotion of strengthening the role of independent trade unions.

Main paths resolution of labor conflicts

1. The most important mechanism for the peaceful resolution of labor conflicts are collective agreements, agreements and contracts containing the rights and obligations of the contracting parties, including when a conflict arises. The very purpose of a collective agreement and the democratic procedure for its adoption at general meetings of collectives make it possible to reveal in advance the causes of possible labor conflicts and outline measures to resolve them. 2. Conflict issues in the relationship between employer and employee can be considered by labor dispute commissions or people's courts. The employee has the right, bypassing the elected trade union body, to go to court after considering the conflict in the labor dispute commission. 3. The resolution of labor conflicts is facilitated by the work of councils and conferences of labor collectives, regions and individual industries with the participation of representatives of industry management or the regional government. 4. The adoption of departmental and interdepartmental conventions between representatives of government bodies, employers and trade unions has proven positive (V. Butakov).

Objective organizational, managerial and socio-psychological conditions for conflict prevention

Objective organizational, managerial and social-psychological conditions for preventing conflicts are forecasting and prevention. Forecasting is a reasonable contradiction about the possible reasonable occurrence of a conflict in the future. Conflict prevention should be included in the life of the organization. Prevention is the prevention of conflict in a broad sense. The goal of prevention is to create such conditions for the interaction of people in an organization that would minimize the likelihood of the emergence or destructive development of contradictions. It is easier to prevent conflicts than to resolve them constructively later.

The causes of conflict in the organization and the conditions for their prevention: 1) lack of favorable living conditions in the organization, no housing, living in an apartment without amenities, overworked at work, getting sick. It is necessary to create favorable conditions: a social package, sufficient material support, the opportunity for self-realization in work activities, the availability of time for proper rest; 2) lack of a fair and transparent distribution of material wealth in the organization. There needs to be a transparent distribution of material benefits, incentives, rewards, and financial assistance; 3) lack of regulatory procedures for resolving typical conflict procedures; 4) lack of a calming material environment (taking into account the parameters of premises, equipment repairs, flowers, a place to relax). Social interaction in an organization is not contradictory as long as the basic balances of relationships are respected. There are several balances: balance of roles, work partners play the roles of equals, seniors, or juniors; balance of interdependence in decisions and actions: freedom to choose actions should not be ensured at the expense of the freedom of other employees; by providing services to each other, in addition to normative assistance, we expect to return it; balance of damage, if a person has suffered damage in an activity, then he feels the desire to inflict this harm on him; balance of self-esteem and external assessment.

If you cannot change the situation, then you need to change your attitude towards it. Influence on a problematic situation can be carried out through: influence on the psyche and behavior of the opponent; influence on yourself and your behavior: the ability to communicate competently leads to the prevention of conflict; the ability to understand a partner and not enter into conflict until you are sure that his motives are correctly understood; tolerance of dissent; a person’s concern for reducing his anxiety and aggressiveness; when communicating with a partner, sometimes you need to smile; not expecting too much from others.

Optimal management decisions as a condition for conflict prevention

Incompetent management decisions, ignoring the interests of subordinates and their opinions often cause conflicts, but not directly, through consequences, i.e. contradictions caused by their implementation. The most important condition for preventing conflicts is an informed management decision. Stages of preparing a competent management decision:

1. Descriptive (a description is given of the state of the control object, its negative and positive aspects, development trends of the control object).

2. Explanatory (the reasons for the state of the control object are clarified: identifying the correct reasons will make it possible to more accurately influence, a superficial description will lead to an unsystematic impact, the results are unpredictable or negative).

3. Forecasting - a development model of the control object is built, an answer is given to the question “What will happen?” under unfavorable circumstances, the best option, the most likely option.

4. Conceptual - what we want, what state the object needs to be brought into: (it is necessary to highlight goals: strategic (ultimate), intermediate (operational), immediate (tactical), as well as clear criteria for achieving these goals.,

5.Making a management decision (answering the question: “What to do?”).

6. Determination of how to do it, otherwise the decision will turn into projects. The main thing is what and how to interest all members of the organization in achieving the goal: select, prepare, organize, interest and evaluate people.

7.Implementation of the decision.

8.Obtaining performance results.

9. Making a decision to terminate or continue activities.

10. Generalization of experience: learning from one’s own mistakes is an effective way to improve a leader.

Incompetent management decisions and their psychological reasons.

First reason- low quality of well-founded management decisions.

Often a shallow and incomplete description of the management object is given, i.e. a descriptive model, and then a system of management measures is immediately proposed. Moreover, the technology for their implementation is not only not disclosed, but also not touched upon.

The second reason- a pronounced technocratic approach to the management of social and sociotechnical systems. Managers at different levels still poorly understand that without placing a person at the center in the process of preparing a management decision, it is difficult to count on achieving any goals, because every business is done not so much by machines as by people.

Third reason- voluntarism inherent in a fairly significant number of domestic leaders. It manifests itself Firstly, in making decisions about radical transformations of those objects, phenomena, systems that are not well understood. For such managers, the volitional component of decision-making dominates over the information-analytical component. Secondly, A voluntaristic decision is characterized by ignoring the interests of other people or social groups, who are also subjects or objects of management activities.

Competent assessment of performance results as a condition for conflict prevention

Competent assessment of performance results as a condition for preventing conflicts There are 5 main ways to evaluate performance results: comparing them with the purpose of the activity; with an ideal solution to the problem as proposed by the evaluator; with the start of activity; with the results of other people or organizations doing similar work; with the requirements of regulatory documents for this activity. Often the main method of assessing the performance of another person is chosen depending on the situation, sometimes not quite consciously. The same results of activity, depending on the method of assessment, can be assessed not only differently, but even oppositely. When evaluating others, people often take as a basis for evaluation what others failed to do in comparison with the ideal, norm, or goal of activity. The employee himself more often evaluates his results, comparing them with the beginning of the activity and with other worse employees. In the family, spouses' assessments of each other and children are similar. Differences in judgment are a common cause of conflict. To prevent interpersonal conflicts, it is necessary to evaluate first of all what was accomplished, and then what was not achieved; the evaluator must know the activity well; give an assessment on the merits of the case, and not on the form; use several assessment methods; the evaluator must be responsible for the objectivity of the assessment; identify and communicate to assessed employees the reasons for deficiencies; clearly formulate new goals and objectives; inspire employees to take on new jobs.

Typical management mistakes: 1) most often, managers take as a basis what was not done with the ideal, with the best employees and with the purpose of the action; 2) evaluating an employee not according to the final result, but according to the intermediate one; 3) underestimation personal qualities evaluator for assessment. The assessment is more objective than the more moral the assessor is.

The criteria for assessing the results should be simple, they should be few, they should provide maximum information about the state of affairs.

Activities of the conflict resolution manager

The activities of a manager as a mediator include analyzing the situation and resolving the conflict. Analysis of a conflict situation consists of the following: obtaining information about the conflict; collecting data about him; analysis of the information received; checking its reliability; assessment of a conflict situation. Settlement process includes choosing a method for resolving a conflict, the type of mediation, implementing the chosen method, clarifying information and decisions made, relieving post-conflict tension in relations between opponents, and analyzing the experience of conflict resolution. The effectiveness of conflict resolution is affected by the manager's choice of how to resolve it. Possessing power in relation to subordinates, the manager can implement any of the considered types of mediation (arbiter, arbitrator, mediator, assistant, observer). The main roles for the manager are the roles of arbitrator and mediator, and the additional ones are the roles of arbitrator, assistant and observer. Model arbitrator optimal in situations where: the manager is dealing with a rapidly escalating conflict; one of the parties is clearly wrong; the conflict takes place in extreme conditions (emergency situation, combat situation); official duties determine his actions specifically as an arbitrator (for example, in the Armed Forces, etc.); there is no time for a detailed investigation; the conflict is short-term and insignificant.

It is advisable for a manager to use the role of an arbiter when regulating vertical conflicts, especially if opponents are separated by several steps of the hierarchical pyramid.

The leader can act in mediator role when resolving conflicts in situations: equality of official statuses of the parties to the conflict; long, hostile, complex relationships between the parties; opponents have good communication skills and behavior; lack of clear criteria for resolving the problem. The implementation of the chosen method includes separate conversations with opponents, preparation for a joint discussion of the problem, joint work with opponents and recording

end of the conflict.

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