Lecture
Это продолжение увлекательной статьи про личность в организации.
...
the usual life.
5. The stage of acute mental reactions of the exit - the final phase of the adaptation process, consists of a complex of emotional and behavioral reactions associated with entering the already familiar habitat and professional activity.
Drawing an analogy with the stages of stress, the period of primary adaptation (it corresponds to the alarm reaction), stable adaptation (resistance) and adaptation fatigue (exhaustion) stand out. Based on this periodization, a classification of individuals depending on the originality of the adaptive processes has been developed, consisting of two types: sprinters, which are characterized by rapidly developing and intensively flowing, but at the same time short-term adaptive changes, and stayers - slowly developing and moderately intensive, but sufficiently long-lasting adaptive shifts.
The phases of the adaptive cycle were considered by V.I. Medvedev and A.Zh. Yurevits. They consider the initial element of the device to be the reaction of the primary response that arises in response to the factor. This reaction goes through several periods. Initially, there is a latent period that lasts until the moment of the response. The content of the latent period is the central delay, during which the factor is analyzed and the program for the response is selected. The reaction of the primary response has three stages: the initial one, when the magnitude of the response gradually increases and passes into the second stage of the hyper-response, and then the stage of an adequate response that occurs. Following the response of the device, a reaction arises for paying for the primary response, the task of which is to restore psychological and energy costs. This reaction starts the process of addiction. Habitably, G. Selye identified three phases of development.
1. Phase voltage.
2. Phase of primary stabilization.
3. Phase final stabilization.
Adaptation of an employee in an organization, as already noted, is a dynamic and heterochronic process. It is determined by a number of factors. Adaptation factors - those causes and determinants that determine the course of the adaptation process and its results - the effectiveness and degree of adaptation.
To date, the system of adaptation factors has been developed sufficiently fully. They, as well as indicators, are represented by two groups - objective and subjective factors.
Objective factors characterize the environment in which the student adapts, the specific conditions of a particular university and faculty: social conditions, type of prior education and pre-university training (determine the student’s readiness to study at the university, acting as a tool for proactive adaptation), living conditions (non-resident or local) students), social activity, gender, age. Characteristic, providing a high degree of adaptation of individuals to the environment, is a social activity.
Subjective factors (subject, individual) adaptations are factors that are “personified in a person”: temperament, motivation, level of relationships, social position, relationships, etc. Primary and secondary subjective factors are distinguished. Secondary subjective factors - factors acting as products of the interaction of primary factors (personality characteristics of the subject) with external objective conditions (satisfaction, group status). Also in this group are included personality traits (correspondence of the emotional and intellectual components of the personality to the activity profile, requirements, scope and content of the working process), psychogenic and somatogenic factors.
The nature of motivation is considered as one of the main factors of employee adaptation (L. I. Bozhovich, A. A. Rean). The success of this process and its result depends on the strength, sustainability, structure and hierarchy of the motivational structure. The high role of motivation is connected with the fact that the leading motives act as a motive force directing the activity, the activity of employees, which takes place in the external objective and social environment, and also has an internal emotional-semantic side that is inseparable from it.
For employees with a high level of adaptability (the ability to adapt), intrinsic motivation is characteristic: they have a need to master activities at a high level. The motivations of employees with a low level of adaptability are mostly external, situational: avoid condemnation and punishment for poor work, do not lose premiums, etc.
Motivation is an important factor at every stage of personal development, but, despite a wide variety of specific motives, they all unite in some universal blocks. These blocks represent two groups of motives - direct and indirect. They are distinguished by the criterion of interconnectedness with the acquired professional activity. The first group includes motives directly included in the process of activity itself and corresponding to its socially defined goals and values. These are, first of all, the cognitive motives and motives associated with the development of the personality, the expansion of its possibilities of self-realization, self-improvement, etc. Indirect motives are associated with goals and values that lie outside the activity itself (this particular one), but can be at least partially satisfied in it. This group includes not only social and stimulus motives, but also motives of achievement.
To the socio-psychological attitudes of the individual, acting as a regulator of interaction with the environment, factors of adaptation of employees in the organization, is the localization of control over the events taking place, otherwise interpreted as externality-internality. A number of authors indicate that the level of subjective control (CSC) should be considered as an important regulator of successful adaptive behavior in various situations. The type of localization of the subjective control of the employee’s personality determines the nature of his taking responsibility for the events in various fields (personal and professional achievements and failures; communication and health). A person is inclined to attribute responsibility for the results of his life and activities to external forces or his own abilities and efforts.
The quality that characterizes this tendency is a stable property of the individual.
Employees with internal, i.e. internal locus of control, more confident in themselves, consistent and persistent in achieving their goals, prone to self-analysis, balanced, sociable, friendly and independent. Their organizational and communicative qualities are sufficiently developed. Propensity to an external locus of control, on the contrary, is manifested along with such character traits as lack of confidence in one’s abilities, lack of balance, the desire to postpone the realization of one’s intentions for an indefinite period, anxiety, suspicion, conflict and aggressiveness. The organizational capacity of such employees is minimal, the ability to communicate with people is reduced. The locus of control is an important integral characteristic of an individual, an indicator of the interconnection of attitudes towards oneself and the world around. Internality or externality is not a private personality trait, but a specific personality pattern, an integral personality combination.
The inclusion of the employee in the new conditions, roles, activities is accompanied by efforts to overcome the difficulties that arise. The behavior manifested in this is called coincident, and its strategies are called coping strategies, which are also considered as adaptation factors.
R. Lazarus considered coping strategies as deliberate, i.e. assessed and regulated by the individual. In this textbook, we will use the definition of matching behavior (coping behavior) given by T. L. Kryukova: matching behavior is purposeful behavior that allows the subject to cope with difficult life situations in ways that are appropriate to personal characteristics and situations through conscious behavior strategies.
Scientists agree that coping is directly related to the subject's adaptation to the conditions of the surrounding reality and is a factor influencing the course of adaptation and disadaptation. Even R. Lazarus and S. Folkmen noted that coping is a stabilizing stress factor that helps a person maintain psychosocial adaptation during the period of stress exposure.
The coping function is an adaptation to the requirements of the situation, creating opportunities for it to master, weaken and mitigate these requirements. At the same time, coping is considered not only as a factor of adaptation, but also as a form of adaptation process, targeted and potentially conscious adaptive actions.
The personality of the employee and the environment of the organization form an inseparable, dynamic relationship and have mutual influence on each other. The tendency to choose a coping behavior strategy is formed at an early stage of personality ontogenesis and at the time of professional activity is formed, determining the further process of adaptation in the organization's environment, actualizing the adaptive mechanisms of mental self-regulation.
Lazarus and Folkmen identified a number of coping strategies:
- confrontational coping;
- distancing;
- self control;
- search for social support;
- taking responsibility;
- flight-avoidance;
- problem solving planning and positive reassessment.
Traditionally, there are three types (styles) of coning behavior strategies:
1) cognitive problem-focused;
2) behavioral problem-focused (focused on the actual solution of the problem);
3) emotionally focused strategies (focused on optimizing emotional experiences in connection with a stressful situation).
In accordance with this classification, styles of coping behavior are distributed as follows:
1. Problem-oriented coping:
a) cognitive strategies:
- self control;
- taking responsibility;
- positive revaluation;
b) behavioral strategies:
- search for social support;
- planning problem solving.
2. Emotionally-oriented coping:
- confrontational coping;
- distancing;
- flight - avoidance.
Diagnostics is adapted to the bridge, and the determination of its effectiveness requires the allocation of indicators of this process. In the socio-psychological literature, this issue is traditionally solved by highlighting two groups of criteria: objective and subjective.
The objective criteria include the regulatory characteristics of the success of employees and the degree of participation in various forms of social life of the organization, as well as health status.
Subjective criteria include satisfaction (with activity, situation, environment, team, management), striving for improvement, the desire for self-realization, leading value orientations and their organization, attitude to risk, assessment of one’s capabilities, emotional stability of an individual.
This group also includes the system of value-semantic relations, which is gradually transformed under the influence of activity. The system of values is a psychological characteristic of a mature personality, one of the central personality formations that expresses a person’s attitude to social reality and in this capacity determines the motivation of his behavior, has a significant impact on the activity. Among the individual psychological features, a significant role is played by the emotional stability of the individual.
The problems associated with psychodiagnostics of personal adaptation are very diverse and complex. At the present time, perhaps, there is no special methodology that would reliably solve the problem of a comprehensive study of the adaptation of the individual. It should be noted that, of course, there are techniques related to adaptation issues. But all of them are aimed at diagnosing only one component of the adaptation process or adaptation, although this important fact is not always specified in the description of the techniques. The complexity of the problem lies in the fact that complex psychodiagnostics of adaptation should be simultaneously aimed at diagnosing the general level of social adaptation of a person, at diagnosing adaptation as a specific state of a person, at diagnosing the adaptation potential of a person.
The development of adequate psychodiagnostic tools in this area is also hampered by the existence of a number of problems within the framework of the theory of social adaptation of the individual. Let us turn to the consideration of some of the possible research methods.
1. Questionnaire "Diagnosis of social and psychological adaptation" (SPA) K. Rogers and R. Diamond (in the adaptation of AK Osnitsky).
The technique is intended to diagnose a person’s fitness for interaction with people around him in the system of interpersonal relations. Socio-psychological adaptation depends on the ability of the individual to orient himself in social situations, to correctly determine the personal characteristics and emotional states of other people, to choose adequate ways of dealing with them and to implement these methods in the process of interaction. Adaptability means the compliance of goals and value orientations of an individual with the results achieved in the process of activity. The intentions of the person, as a rule, coincide with the actions, the plans - with the embodiment, the motivations for action - with its results.
The following scales are used:
a) self-acceptance (self-love is what I am; belief in myself and my abilities, confidence in my own nature, the body — an extra-personal criterion of personal growth);
b) acceptance of others (the ability to accept others as they are, to respect their identity and the right to be themselves - the intrapersonal criterion of personal growth);
c) emotional comfort (emotional tension is associated with contradictions between a high level of aspirations and insufficient development of basic mental properties; it makes planning, predicting results and assessing the consequences difficult, which leads to poor results in learning activities);
d) social adaptation (integral scale).
2. WCQ coping behavior assessment method (coping test) (R. Lazarus, S. Folkmen).
The technique is designed to determine the coping mechanisms, ways to overcome difficulties in various spheres of mental activity. Applicable scales:
a) confrontational coping - aggressive efforts to change the situation - implies a certain degree of hostility and risk preparedness;
b) distancing - cognitive efforts to separate from the situation and reduce its significance;
c) self-control - efforts to regulate their feelings and actions;
d) search for social support - efforts to find informational, effective and emotional support;
e) taking responsibility - recognizing one's role in the problem with the attendant theme of attempts to solve it;
e) flight - avoidance - mental aspiration and behavioral efforts aimed at avoiding or fleeing from the solution of the problem;
g) problem solving planning - arbitrary problem-fixed efforts to change the situation, including an analytical approach to solving problems;
h) positive reassessment - efforts to create a positive value of the situation with a focus on the growth of his own personality.
3. Questionnaire of subjective adaptability (OCAD).
Diagnosed parameters (scales):
a) self satisfaction;
b) satisfaction with the situation;
c) satisfaction with communication;
d) satisfaction with health and lifestyle;
e) satisfaction with the activity;
e) the overall level of adaptability.
4. Automated adaptation monitoring systems.
Psychological studies of adaptation find a way out in various products: training courses, recommendations, trainings, seminars, etc. These are effective forms of correction of maladaptation and prevention of deviations. Currently, there is a need for continuous monitoring of employee adaptation.
Monitoring systems help accelerate the diagnosis of employee adaptability and its better quality by automating data processing and interpreting results. These systems also help to monitor the formation of employee competencies.
Depending on the results of adaptation, its different types are distinguished, which correspond to specific manifestations of the indicators. The classification of an individual's adaptation is the necessary conditions for distinguishing its types. A traditional approach in social psychology is to identify types of adaptation, according to the degree of its strength into two types: adaptation and maladaptation. Disadaptation is divided into chronic and depressed. Close is the approach that operates on the types of adaptation that are highlighted but the degree of its completeness. Allocate complete and incomplete adaptation. Full adaptation is considered when achieving the appropriate level of fitness. Incomplete is characterized by the lack of his achievement, it reduces the activity of the subject. Incomplete adaptation can lead to maladjustment.
The most common approach is to identify three types of adaptation: high, medium and low. High - means the rapid inclusion of the individual in the conditions and the achievement of high performance in efficiency. Medium adaptation is taken as normal, and low means low adaptation speed and low efficiency.
In accordance with the classification of A. N. Zhmyrikov, based on the allocation of output activity parameters, the degree of personality integration with the micro and macro environment, the degree of realization of intrapersonal potential and the emotional background of well-being, a four-gradation scale of adaptation results is introduced: high excess, high optimal, low, maladaptive. A. A. Rean relies on a two-dimensional classification: as orthogonal measurements of a model of social adaptation, the compliance of real human behavior with the requirements of a social environment (the so-called "external criterion"), as well as the absence of a sensation of threat, the achievement of intrapersonal comfort ).
MS Yanitsky identified two adaptation mechanisms: the depreciation of initial needs and conceptualization in the form of secondary control of emotions. People with a predominance of the first mechanism have reduced satisfaction, doubt the correctness of their professional choice, have excessive demands on themselves; the second - on the contrary. Based on this division, the following main types of adaptation process are distinguished.
1. A type characterized by a predominance of active influence on the social environment.
2. Type, determined by passive, conformal adoption of goals and value orientations of the group.
Here we are talking about the active adaptation of the individual, about the active self-change, self-correction in accordance with the requirements of the environment. There can be no passive acceptance of the value orientations of the environment without active self-modification, if it is really a matter of the adaptation process.
One of the main mechanisms that allow a living organism to adapt to changing environmental conditions is a leading reflection of reality. This principle is true in relation to the psychological adaptation of employees in the organization. In accordance with it, an advanced (proactive) adaptation (preadaptation) is distinguished.
Preadaptation is a peculiar set of external (environmental) and internal conditions, which allows a group or an individual to be better adapted to use the possibilities that appear.
Emphasizing the importance of such preventive measures, the psychological states in relation to which they are realized are indicated.
1. Aversion - unwillingness to perform the necessary actions (study load).
2. Saburotsiya - loss of optimism, self-confidence, low sensitivity (low sensitivity to the effects of certain stimuli), breach of communication skills (difficulties associated with communication).
Proactive adaptation measures have potential adaptive value in relation to the factors that are not yet in place, under the influence of which, the adapters (employees) will more easily cope with the situation. An example would be a preliminary acquaintance with the organization and the team, which has a preadaptive function in relation to social adaptability. In the course of proactive adaptation, employees acquire preadaptive features that may affect the course of the adaptation process in the future.
Adaptation of employees is one of the basic problems of quality management of the organization. Getting into the organization, employees are forced to adapt to a completely unfamiliar system for them. The process of social adaptation begins with the realization that the former patterns of behavior do not contribute to the achievements of success, therefore, they are forced to change the pattern of behavior to meet the requirements of the new social environment.
Prevention of maladaptation - preventive measures to maintain the level of adaptation, sufficient for the successful implementation of the activities of the employee. The duration and severity of the adaptation to the organization or new position depends on the state of health and the level of initial readiness of the employee to work. An employee with a low level of readiness can achieve high results, but this is given to him at the cost of excessive effort and extra time in the workplace, which often leads to poor health, psychological burnout and depression.
For the prevention of these disorders, the organization of medical-psychological-pedagogical support of employees during the period of their adaptation is used, which includes the following.
1. Preparation for work and prediction of adaptation to the organization based on the results of interviews and personal research.
2. Organization of the regime and conditions of work in the period of acute adaptation.
3. Control over the state of health (somatic and psychological) in the period of adaptation and correction of the resulting disturbances.
The main indicators of successful social adaptation as a process of adaptation to the social environment can be considered:
- establishing positive relations with the new environment, participation of the life of the organization;
- satisfied mental and physical condition;
- adequacy in communication and intercultural relations;
- the comfort of the individual in the new environment.
It should be noted that the individual, adapting to the new environment, can go through all the stages sequentially, and can stop at one of them. However, it must be remembered that in order to be effective, an employee must be actively involved in work processes.
As part of the prevention of maladjustment, the organization’s team must, in turn, create conditions for all the selected factors to be aimed at the success of the entire adaptation process, which ultimately will improve the quality of the employee’s activities. Conducting preventive work maladjustment of employees, it is necessary to remove more attention to those who changed their place of residence in connection with employment. As a social support within the organization, adaptation training, lectures on the organization and the specifics of its activities, individual conversations and consultations can be held.
Correction of adaptation - correction, correction of the nature of the flow of adaptation and the level of adaptation in order to turn them in the desired direction. That is, it is the removal of the individual from the state of maladjustment, or bringing him into a state of heightened adaptability. The model of psychological correction is based on group work with employees, and is aimed at their adaptation to new conditions of activity. In the course of work, it is advisable to combine various methods traditionally used in various forms of group work: gaming techniques and methods of conversational psychotherapy, discussions and discussions, trainings, and consultations.
All employees of the organization, except for the head, are subordinates, i.e. persons under the authority of a senior official.
The figure of the subordinate is characterized by service dependence on the manager, functional narrowness and one-sidedness of work, close connection with the primary team, the predominance of interpersonal forms of relations in the performance of official duties, and susceptibility to influence from authoritative colleagues.
A subordinate of any rank and a manager form within the organization the simplest social group (the other group is colleagues, that is, individuals who are not dependent on each other, not connected by management relations — subordination). Within this group, the manager has the right to establish and maintain patterns of behavior of the subordinate, order, demand, enforce orders, monitor the results, and the subordinate must conscientiously carry out the assigned task, criticize the manager if necessary and appeal against his actions in the prescribed manner.
Style - steady integrity, characteristic unity, system of receptions and means of activity; either a characteristic of the products of creativity, or a peculiar self-manifestation of the personality of the subject of activity. In psychology, stylistic manifestations are studied in connection with the individual characteristics of the activity, which creates the products of activity and the individuality of the subject, which generates this activity and expresses itself in it.
Various directions of the study of stylistic manifestations allowed us to identify the general characteristics of the style. According to A. Libin, the following are among these characteristics.
1. Style unity. The whole process of a person’s behavior or activity is permeated with certain stylistic signs, which include the preference of the stimulus or object and the type of situation, the means and means of achieving the goal, the “form” of the result.
2. Invariance. At all levels of the system, the integral of the system components must be represented by a single result.
3. The hierarchy of the organization of the stylistic sphere. A set of specific links between various parameters of individuality, as well as between these parameters and situational variables.
4. Cross-promotion. Stability of stylistic manifestations regardless of the situational context.
“Style” is the connecting link between the human psyche and the external world in which it exists. It occupies an intermediate position between the individual and the environment, which means that it is in two ways conditioned, on the one hand, by the personality traits, and on the other, by the characteristics of the activity and the environment. Currently, you can count a few dozen style definitions. In psychology, stylistic manifestations are associated with the individual characteristics of the activity that creates the products of activity, as well as the individuality of the subject that generates this activity and expresses itself in it. A prerequisite for the formation of a style is a certain activity, which presupposes sufficient freedom of its execution, giving the subject the opportunity to choose the most effective for him ways of performing it. The originality of style is determined by both the creative abilities of a person and the tolerance of society.
Due to the relative constancy of the inner world of a person, the main strategies of his behavior in different situations, his behavior in a situation of organizational reality can also be quite stable, which means that certain styles of behavior of the organization’s personnel can be identified. People with different individual characteristics, different life experiences, demonstrate different, relatively stable ways of behavior in different situations. And these behaviors can be defined as individual styles of submission.
There are various typologies of organizational behavior. One of the first typologies is connected with the concepts of motivation of performing activity, this is “theory X”, “theory Y” by D. McGregor. Initially, D. McGregor described personnel of type "X" and personnel of type "U". And later he began to say that, depending on which subordinates, the head in the early stages of his activity faced more often, he had a certain model of employees.
Based on the “theory of X”, a person has a dislike for work, he tries to avoid it, therefore, constant control and coercion to work is necessary. The main motivator is economic needs, which means that a person does what brings the greatest economic benefit. And also the person needs to be constantly stimulated, since initially he is passive. "Theory X" is opposed to "theory Y". She says that a person has a need to realize mental and physical abilities when doing work. At the same time, self-control and self-control are characteristic of people. The work is more motivated by the purpose and content of the activity, as well as interest. An employee of the type "U" motivator are social needs and the desire to show their individuality.
E. S. Yakhontova offers five typologies of subordinates.
Typology 1. The basis is the inclination of the employee to obey the manager. Hence, three types of subordinates.
1. Independent.
2. Neutral.
3. Dependent.
Typology 2. The basis are preferences in the work - two types of subordinates.
1. Targeted.
2. Oriented pa task.
Typology 3. The basis is the approach and attitude to the task - four types of subordinates.
1. Independent.
2. Careful.
3. Diligent.
4. Patient.
Typology 4. The basis - the tendency to a particular type of activity - four types of subordinates.
1. Influential.
2. "Unshakable."
3. "Grunts".
4. "Leading".
Typology 5. The basis - the tendency to self-assertion and interaction with colleagues - four types of subordinates.
1. Expressive.
2. Business.
3. Analytical.
4. Friendly.
Performing activities include seven psychological characteristics.
1. Purposefulness - aimlessness.
2. Motivation - disinterest.
3. Independence - dependence.
4. Organization - spontaneity.
5. Responsibility - irresponsibility.
6. Competence - incompetence.
7. Creativity - routine.
According to these scales, it is possible to make psychological "profiles" of the performers and select the most typical of them:
1) creative type of performer, independent, competent, seeking;
2) over-standard - focused, interested, organized;
3) regulated;
4) passive;
5) "transforming", instructions of the head;
6) low motivation;
7) evading;
8) difficult to control;
A. G. Maklakov identifies the following types of subordinates by the criterion of personal discipline.
1. Bohemian type. Unorganized, hardly accepts any rules. Behavior is controlled by a momentary goal, often emotional origin.
2. Selfish. The norms that he follows are internally closed, they are either weakly connected with social norms, or contradict them. The subject emphasizes on “his” norms, but neglects the general ones.
3. Reference. Depends on the norms of a certain small group.
4. Social and state. He firmly accepts the norms of his society, guaranteeing the inner well-being of the individual and regulating relations with the closest social environment.
There are also other types of subordinates based on a variety of criteria. The most complete is the parametric model Μ. E. Rascumandrina presented below. The advantages of this model include the validity of the grounds for the classification of employees of the organization and the availability of diagnostic tools that have passed psychometric testing.
Μ. E. Raskumandrina proposes a two-dimensional approach to the style of subordination, which allows to divide the variable “style of submission” into two constructs: “subordination” - acceptance or rejection of the position of a subordinate and “diligence”, i.e. accepting the task in its original form, or formulating it in accordance with its interests (Fig. 5.2).
Fig. 5.2. Model styles of organizational behavior Μ. E. Rascumandrina
Using these constructs, we can distinguish five styles of subordination.
1. Obeying, fully accepting the task assigned to him and performing it in the form in which it was set by the leader. The following features may be characteristic of such a subordinate:
- low self-esteem;
- leading motive - avoiding failure;
- the presence of authorities, idols;
- the feeling of "we";
- collectivism; rigidity;
- instability to uncertainty;
- interest in external praise, approval;
- conformity;
- the desire to "be good";
- lack of ambitious plans;
- pleasure from a well-done business;
- dependence on the opinions of others;
- the ability to establish social contacts.
Such a subordinate can be called "normative subordinate" or metaphorically - "subordinate-cog".
2. Obeying, but not accepting the task in the form in which it is put before him, reformulating it in such a way that its fulfillment meets his personal interests. This is a man with a double bottom, he has certain features:
- Leading motive - getting benefits;
- prudence;
- flexibility;
- adaptability;
- manipulative communication;
- insincerity;
- independence from the opinions of others;
- the ability to defend their interests.
Since in such a form of interaction between a subordinate and a leader, the goal of the first is achieved hidden, masked by the acceptance of subordination, then such a subordinate can be called a "slave manipulator". Due to the fact that in this case the subordinate is focused only on his personal interests, it can also be called “egoistic subordinate”.
3. The non-subordinate, however, accepts the task, does not change it to fit his own interests, but performs it exactly as it is formulated by the leader and is necessary to achieve the goals of the organization. Such a subordinate may have high self-esteem, an interval locus of control, as well as the following features:
- the leading motive is the achievement of success;
- independence;
- self-sufficiency;
– самостоятельность в оценках;
– социальная смелость;
– непризнание авторитетов;
– критичность;
– готовность к конфликту в интересах дела;
– принципиальность;
– объективность в оценках;
– высокий интерес к делу;
– увлеченность.
Такого подчиненного можно назвать "человек дела".
4. Неподчиняющийся и не принимающий задачу, изменяющий ее таким образом, чтобы ее выполнение соответствовало его интересам. Такой подчиненный, формально
является членом трудового коллектива, фактически по своему внутреннему отношению, своим интересам не является таковым. Ему свойственны:
– высокая самооценка;
– независимость;
– устойчивость к неопределенности;
– самостоятельность;
– отстаивание своих интересов;
– неконформность;
– социальная смелость.
Двойственность положения позволяет назвать его "маргинальным подчиненным".
Возможно также выделение метастиля – ситуативного стиля. Средняя выраженность подчиняемости и исполнительность позволяет субъекту выбирать наиболее эффективный способ поведения в зависимости от ситуации. Такого подчиненного можно назвать "ситуативный подчиненный".
Оптимальное сочетание подчиняемости и исполнительности позволяет субъекту выбирать наиболее эффективный способ поведения в зависимости от ситуации. Такого подчиненного можно назвать ситуативный подчиненный.
Таким образом, определение организационного поведения сотрудника предполагает диагностику двух относительно независимых качеств: "подчиняемость" и "исполнительность".
Приведем еще одну классификацию стилей организационного поведения, предложенную Н. Самоукиной. Эта типология скорее носит феноменологический, чем параметрический характер.
1. Хозяин. Это люди генетически приучены отвечать за свое хозяйство. По хозяйство организации, в которой они работают, не всегда воспринимается ими как свое. Поэтому, работая наемными работниками, они чаще всего относятся к своей деятельности как к способу зарабатывания денег. На рабочем месте хозяина, как правило, мало инициативны, довольно часто используют его для решения своих рабочих проблем или работы на сторону. Если технология жестко задана и возможности использования рабочего времени в своих интересах сведены к минимуму, хозяева превращаются в неплохих исполнителей. Если система стимулирования построена грамотно, работают интенсивно и грамотно. Равнодушие хозяев к исполняемой ими работе чаще всего связано с отчуждением от принятия решений и ответственности за дело. Если создать для такого человека правильную атмосферу, задействовать его хозяйские инстинкты, он превращается поистине в бесценного работника.
2. The merchant. These employees refer to their activities as an object of sale. This type of worker is subconsciously alienated from his work. Looks at him like a product. The trader is characterized by two basic qualities: the first is a purely instrumental attitude to work, and the second is an overestimation of his own activities. In this case, traders can be skilled and conscientious workers. If the remuneration of their labor meets the criteria established by them, they carry out their functions with sense and sense.
3. Horoshist. This type of workers is distinguished by a diligent attitude and diligence. As a negative quality, the author highlights the low level of criticality. The good man does not think about the instructions he receives, he simply executes them, which does not always contribute to the quality performance of the work.
4. Creative personality. Unlike the ideal performers - horoshist, creative individuals do not want and can not follow instructions. They are not interested in doing what the boss says. In any business, they seek to find an element of novelty, to have their say. It is very difficult to work with such people, as often their opinion about their own capabilities is often exaggerated. In addition, trying to solve the problem in their own way, they are often not fully aware of the problem statement; their own imagination is more important to them than the common cause. Creators are enthusiastic people, and if they are given the right task, they can do a lot.
5. Troechnik. The main task of people of this type is to make it look like a job. They find it difficult to get carried away with their own work. To make such people comply with the necessary technology in two ways: put controllers or reduce the opportunities for independent action to the absolute minimum.
6. Optimizer. The goal of this employee is to simplify the labor process as much as possible. Amateurism and the tendency to improve, inherent in many domestic workers, as the author believes, can cause the company great harm. Optimizers do not wish anyone evil, do not seek for their own benefit, they simply take to correct (improve) the technology, not understanding its meaning. But the evil from their good intentions often results in much more than from deliberate sabotage.
7. Conformist. These are workers, for whom the motto is “to be like everyone” in all situations. From the point of view of management, such workers are not in conflict, understanding, in general, exemplary members of the workforce. The downside of conformists is their lack of moral restrictions. In order not to lose their place in the mini-community, they are ready for anything, including theft and sabotage of the leadership.
Knowledge of models of organizational behavior of employees allows the manager to make more informed decisions in situations of delegation of authority, conflict management, placement of personnel, etc.
The organization's staff - the main staff of its employees, is considered today as one of the basic types of resources of the organization. Therefore, speaking of the management of the organization and the psychological processes taking place in it, it is impossible to ignore the issues related to personnel management. In the organization's management system, staff is considered as a control object. In turn, the subject of management is a set of elements of the organizational system that have a targeted impact on the object of management. In the context of the concepts of the subject and object of management, personnel can be considered as the main staff of employees with the exception of management. The content of this definition is shown in fig. 5.3.
Thus, for each of the managers (deputies) of the organization, staff are employees who are lower in the organizational hierarchy.
Human resource management is a systematic and continuous process of analyzing the organization’s ever-changing personnel requirements and developing personnel policies that ensure the long-term effectiveness of its (organization) functioning. The content of the control system
Fig. 5.3. The concept of staff organization
staffing in an organization is reflected in the main areas of personnel work implemented by the head, which are usually identified on a chronological basis. There are the following areas of personnel work:
- formation of personnel policy of the organization;
- personnel planning;
- development of professional qualification requirements for personnel;
- recruitment and selection of personnel;
- professional adaptation;
- motivating and stimulating employees;
- training and staff development;
- certification and assessment of employee performance;
- employee career management.
Let us consider in more detail each of these directions.
Formation of personnel policy is an activity focused on solving basic issues of personnel management in an organization. It is connected, first of all, with the solution of tasks, strategic planning and is the most important part of it. In the framework of this activity, the priorities of personnel work are determined, a common approach to personnel and its role in the organization is developed, the issue of creating divisions and the structure of an enterprise is being addressed. Personnel policy is a set of rules and norms, goals and ideas that determine the direction and content of work with personnel. Through personnel policy, the implementation of the goals and objectives of personnel management is carried out, so many authors rightly consider it the core of the personnel management system. It is reflected in the philosophy of the organization, as well as in the regulatory documents - the Charter, the Collective Agreement, the Internal Regulations.
The main task of the personnel policy of a modern enterprise is the formation of such a personnel structure of an organization that best contributes to combining the goals and priorities of the organization and its employees. The content of personnel policy is the development of principled positions of the organization, procedures, rules, selection of means and methods necessary for the selection of personnel, their training, service promotion, motivation, etc. Personnel policy forms the requirements for labor at the stage of its hiring, the attitude of the leadership to the "investment" in the workforce, to the stabilization of the team, etc.
The following types of personnel policy are distinguished.
1. According to the degree of activity impact on the staff of the organization:
A. Passive personnel policy. With the implementation of such personnel policy, the management of the organization does not have a pronounced program of action with respect to personnel. In essence, a passive personnel policy allows work with staff to take their course, work with staff is conducted spontaneously, in some cases it can be called uncontrollable.
B. Reactive personnel policy. Personnel policy of this type is also associated with short-term planning. In line with this policy, the management of the company monitors the symptoms of a possible negative state in working with staff. Implemented activities are more a reaction to events that have already occurred.
B. Preventive personnel policy. In the true sense of the word, a policy arises only when management has reasonable forecasts for the development of an organizational situation. The personnel service of such enterprises has not only the means of diagnosing personnel, but also forecasting the personnel situation for the medium term. The organization’s development programs contain short-term and medium-term forecasts of personnel requirements, both qualitative and quantitative, and personnel development objectives are formulated.
G. Active personnel policy. This kind of personnel policy is focused on the long term. It is determined if the management has not only a forecast, but also a means of influencing the situation; the personnel service is able to develop and actually implement work programs with personnel, conduct continuous monitoring of the situation and adjust the execution of programs in accordance with the parameters of the external and internal situations.
2. According to the degree of openness of the organization in relation to the external environment:
A. Open personnel policy : the organization is focused on external sources of recruitment, both when it comes to executive and managerial positions, it is open to the external environment and actively interacts with it.
B. Closed personnel policy; the organization is focused on internal hiring, prefers the promotion of already working employees, minimizes interaction with the external environment regarding the implementation of personnel measures. Such personnel policy is typical for companies focused on the corporate atmosphere of a spirit of involvement, as well as on the condition of a shortage of human resources.
General requirements for personnel policy of the organization in modern conditions are as follows:
1. Personnel policy should be closely linked to the organization’s development strategy.
2. Personnel policy should be fairly clear. This means that it should be, on the one hand, stable in relation to the expectations of the employee, on the other - dynamic, i.e. adjusted in accordance with changes in the production and economic situation.
3. Since the formation of a qualified force is associated with certain costs for the organization, the personnel policy must be economically justified, i.e. to proceed from its real financial capabilities.
4. Personnel policy should provide an individual approach to their employees.
Staff planning. Personnel planning is an activity aimed at providing guidelines for the use of human resource management tools. The main purpose of personnel planning is to provide the organization with labor at the right time and in the required quantity, the required quality of training, taking into account the necessary costs. Personnel planning is the basis of personnel work in the organization and allows you to determine the prospects of personnel demand. On the basis of this, an idea is formed of the need to train the personnel reserve of the organization and recruitment is carried out.
Personnel planning includes a number of stages.
1. Goal setting. This stage involves the identification of personnel planning tasks arising from the goals and development prospects of the enterprise.
2. Evaluation of available human resources.
3. Assess future staffing needs.
4. Develop a program to meet staffing needs. As part of this ethane, a program to meet staffing needs is being developed, which includes planning for recruitment of specialists, identifying prospects for training and retraining of already working employees, and defining a system for working with personnel reserve with a specific schedule of activities.
There are a number of basic methods of personnel planning.
1. Extrapolation - transfer of the current situation to the future, with an assessment of the possible satisfaction of the needs of the organization through the existing staff system.
2. The method of expert assessments. When using this method, a number of experts determine the future needs of the organization in the staff of one or another qualification level. The experts can be heads of divisions and middle managers who have a good knowledge of the information and the current situation in the organization and the prospects for its development.
3. Computer simulation. This is the most modern and technically complex method of personnel planning. It allows you to simultaneously use extrapolation methods and expert assessments, and also takes into account the dynamics of external and internal factors that determine the organization’s need for human resources.
The results of personnel planning are used in organizations as a guideline for the subsequent organization of targeted and planned recruitment and selection of personnel.
The development of professional qualification requirements for personnel is the basis for the selection and subsequent evaluation of personnel. Professional qualification requirements are compiled in the form of a qualification card, which is developed for each category of positions available at the enterprise. The structure of the vocational qualification card includes the following.
1. Description of the nature of the position: this section indicates the purpose of the work performed in the framework of this position, and its place in the overall structure of the organization; describes the relationship of the content of this work with other employees and departments of the organization; distribution of information flows within a post (from where the employee takes and where the information is transferred); zones of rights and duties of the employee; compensation package; criteria for assessing the quality of work in this position.
2. The description of the requirements for the employee holding this position is carried out in the following areas [1]:
- physical data (appearance, age, gender);
- employee qualification (level of education, experience and work experience);
- intellectual requirements;
- requirements for abilities;
- interests;
- personal and characterological features, motivational features.
For each of these areas, essential (minimum list and level of severity of characteristics, without which the employee will not achieve the minimum satisfactory quality of work), desirable (characteristics or level of severity, providing satisfactory quality of work) and contraindicated (qualities that are not acceptable for employee holding this position) parameters.
3. Job description of the employee: the job description describes the main functional areas of the employee’s activities, the time and frequency of work performed.
Thus, the vocational qualification card includes a description of the minimum set of knowledge and skills that an employee in a particular position should possess. In addition, various levels of development of this knowledge and skills are identified, corresponding to each qualification category, according to the nomenclature adopted in the organization.
Recruitment and selection of personnel. Recruitment refers to the creation of a pool of candidates who, in the conditions of the labor market and the potential redundancy of the workforce, are focused on working in this organization. In essence, this is the formation of its “potential personnel” in the process of the organization’s work. The recruitment of potential personnel can be direct (through the creation of a reserve of candidates who, if a vacancy arises, is ready to take it) and indirectly (through creating a positive image of the organization, increasing its prestige and popularity in society).
The selection of personnel is carried out by selecting from the potential reserve those personnel who, according to their business (professional) and personal (psychological) characteristics, satisfy to the maximum the previously developed system of professional qualification requirements for personnel.
The personnel selection process is divided into professional (solution of questions about the professional, cultural, educational, legal compliance of candidates with vacant positions) and psychological (solution of questions about the psychological suitability of candidates in relation to these positions and the culture of the organization). Psychological selection may be called a specification.
The selection of candidates partially overlaps with the procedure for admission to the job. Under the recruitment refers to all activities aimed at ensuring the constant staffing of the enterprise (organization) with qualified employees. The recruitment system includes a series of successive stages, at each of which screenings of candidates who are not suitable for one reason or another can be carried out. Depending on the characteristics of the organization or the specifics of a vacancy, some stages of recruitment may in some cases be skipped. There are the following stages of personnel selection.
1. Job description.
2. Determination of the best reserves for the search for candidates. To attract candidates for the vacant position can be used a number of methods:
- search inside the organization (internal hiring);
- selection with the help of employees;
- self-manifest candidates;
- announcement of a vacancy distributed in the media, including through the Internet;
- appeal to universities and other educational institutions;
- recruitment through public or private employment agencies.
Candidates for an existing
продолжение следует...
Часть 1 5. PERSONALITY IN THE ORGANIZATION
Часть 2 Adaptation of employees in organizations - 5. PERSONALITY IN THE
Часть 3 Employee organizational behavior patterns - 5. PERSONALITY IN THE ORGANIZATION
Часть 4 - 5. PERSONALITY IN THE ORGANIZATION
Comments
To leave a comment
Organizational psychology
Terms: Organizational psychology