Formation and functioning of the management team. Formation of a management team in an organization Identification of opportunities for the formation of a management team in an enterprise

26.11.2023

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Introduction

2.2 System of work of the management team at AstraTeam LLC

2.3 Identification of problems in AstraTeam LLC in the field of management

2.4 Quantitative and qualitative analysis of the results obtained. Conclusion

Introduction

More and more often, company managers have recently set the main goal of creating and strengthening a favorable psychological climate in the company. They understand that a cohesive team can reduce the burden on the leader of the organization, improve the quality of decisions made, and reduce the likelihood of management errors. And most importantly, an effective team increases the reliability of a business, its profitability, and allows it to solve problems that cannot be accomplished alone.

In the late 80s - early 90s, a method of developing an organization - team building - appeared in the business environment of the USA and Western Europe and quickly gained popularity. This did not happen by accident. In the context of the transition from impersonal mass consumption of goods and services to a greater level of consumer demand for quality and service, the organization's favorite hierarchical pyramid, where a small group of senior management exercised control over the rest of the employees, stopped working. There is a need to maximize the use of human potential by delegating responsibility to those who directly produce these goods and services, and therefore know and can fully satisfy the needs of consumers. Thus, the gradual evolution of joint activities and the improvement of organizational culture determined the components of the new doctrine of personnel management - the doctrine of team management, which assumes the participation of employees in self-organization and self-management of joint activities, mutual control, mutual assistance and interchangeability. After all, an individual can successfully cope with work only when it concerns a limited task. When the problem becomes larger and more complex, collective work is necessary, and the question of creating a team arises.

The relevance of the work is explained by new trends in the field of organizational management and the creation of a management team for the effective development of the enterprise.

This course work describes the basics of creating a team, which constitute the theoretical part, where one of the important issues is the principles and conditions for creating an effective management team. leader management manager

The purpose of the work is a theoretical analysis of the creation of a management team for the effective operation of the enterprise.

To achieve this goal, it is necessary to solve a number of the following tasks:

Reveal the main aspects of team building;

Describe the leader in the management team;

Describe the proposed leader of the team manager (creating the management team);

Consider the conditions, principles and stages of effective team formation;

Analyze (research) the effectiveness of the management team at the AstraTeam LLC enterprise.

The subject of the study is the management team as the subject of management of the organization.

The object of the study is the limited liability company "AstraTeam".

1. Theoretical foundations for creating an effective management team

1.1 Basic aspects of team building

Recently, organizational leaders have set the main goal of creating and strengthening a favorable psychological climate in the company. They understand that a cohesive team can reduce the burden on the leader of the organization, improve the quality of decisions made, and reduce the likelihood of management errors. During team building, interaction between people and departments improves, and problems that go unnoticed for a long time are identified in a timely manner. Moreover, the likelihood of managers being manipulated by subordinates is reduced. And most importantly, an effective team increases the reliability of a business, its profitability, and allows it to solve problems that cannot be accomplished alone.

Of course, every organization is unique, but in almost every company you can encounter situations of confrontation, and even conflicts between departments. The “features” of interaction between sales and marketing departments have already become classic. The manager must stop such interaction, understand the situation and gain skills in optimizing the work of departments for a common goal. These days, in most companies, areas and projects are managed by management teams. To survive, the company's organizational structures become more dynamic, since the tasks that the company faces require the creation of new teams specifically for the implementation of specific projects. Therefore, the project team is recognized as the central unit of a modern organization. The work of the team will be effective only if the composition of the team is selected correctly.

Let's say that a circle of people who will work with you has formed. But while this is a collection of individuals, even excellent specialists, occupying a chair in accordance with their natural inclinations, Swan, Cancer and Pike were also hardworking workers - and the result is known. In order not to pull the cart, as in a fable, in different directions, you need to learn to work as a single team.

Standard solutions:

Formal, procedural team;

Psychologically comfortable team.

The first standard way of resolving the issue involves the creation of strict job descriptions, organizational structures, with the division of strict positions, numerous meetings at which the assigned tasks are rationally and extremely rigidly solved. These people say: “We work as a team.” In reality, this is a pseudo-team, a group of people essentially unrelated to each other.

In a team, each member complements the other not only as prescribed. A network, so to speak, is created in which each rope is connected with knots to another, a third, and so on as needed. You understand, this increases the strength and resistance of such a structure to external circumstances.

The second way is to form a team using the mechanism of human relationships. A method that, in principle, allows you to awaken team spirit. There are special psychological technologies that supposedly allow these problems to be solved. Why "supposedly"? Because the contradictions exist are so much more serious that they cannot be resolved in a democratic, psychological, team way.

A fairly common call that we inherited from socialist times: we need to make the team friendlier, more united, more honest. However, this way the result is not a team, but a warm and pleasant company. And the business is slowly dying.

And there are several reasons for this. It is almost impossible to realize power and order in a team where the team has formed as a “warm company.” Because power, by its essence, inevitably comes into conflict with the atmosphere reigning in it. And either the power is not exercised, or the company falls apart. What is order and control without power?

You can't go far on soulfulness alone. Such relationships are good only at a certain stage, when two or three people create their own small business. Then they work mainly on trust and mutual understanding. Then the organization’s work reaches a new level, and the need for tough, unpleasant decisions arises.

Benefits of working as a team:

An individual can do a job successfully, but only when it concerns a limited task. When the problem becomes larger and more complex, collective work is necessary, or even the question of creating a team arises.

A team approach is a sign of a strong and decisive management style.

If we tackle problems together, stressful situations will decrease.

More ideas are generated and the agency's innovative capacity increases.

Large and interdisciplinary problems are better solved collectively.

Within the team, problems of unclear distribution of responsibilities and low personal contribution are more successfully resolved, and interpersonal friction is eliminated.

1.2 Characteristics of a leader in the management team

Leadership, like a sense of honor, is difficult to define precisely. Various approaches to leadership are adopted, depending on personal preferences, local customs, the nature of the tasks being performed and the people performing them. One leader may show signs of his high position. Another may have an open style with subordinates, encouraging direct communication and disparaging status symbols that act as barriers between subordinates and managers. Differences and problems can become sources of strength if they are dealt with openly and effective problem solving is applied. The leader's first task is to ensure that the process proceeds in this manner and that issues are raised, clarified and worked through until a final decision is made.

First of all, a leader must have a personal desire to occupy a high position, which not everyone has, and, accordingly, a willingness to take on the associated responsibilities, responsibilities, and risks. It is believed that a successful leader has an almost magical ability to be in the right place at the right time. Not everyone has this quality; in a certain sense, it is, like talent, a gift from God. But talent without work is nothing, so a leader must constantly and persistently strive forward, despite any obstacles, persistently moving towards his own goal. Finally, an applicant for leadership at a high level must, by the age of 35, have accumulated significant experience in performing various functions and “matured” as a major leader. Western experts define the duration of such maturation at 5 - 7 years, i.e. The rapid rise of your career should begin at 27 - 28 years old. Life is not easy for leaders. On their way, they encounter many difficulties, the main one of which, by universal recognition, is the leadership of subordinates. In second place is the planning of the company's activities and in third place is the dismissal of employees. Among others that did not make it to the “podium”, we can note the problem of managing one’s time, delegation of authority, financial “wilds”, decision making and conflict resolution.

There are two psychological types of leaders: “players” and “open”. The former look impressive, reliable, and flexible in appearance. They know how to “show off”, and therefore quickly change positions, following exclusively their interests. In fact, they do not know how to work with full dedication and do not cope well with problems. "Open" leaders are not as visible, but they are consistent; they take on any of the most difficult cases, strive to conscientiously delve into everything, thereby gaining lasting trust and respect for a long time. They are also flexible and act taking into account circumstances, but they do not live for today, but are focused on the future. They are the true leaders who have unquestionable authority among their subordinates. Subordinates are impressed by a leader who takes responsibility, boldly makes decisions, and honestly admits mistakes. The growth of authority is also facilitated by tolerance for people’s weaknesses that do not interfere with work. Authority takes a long time to gain and is lost quickly. And the main reasons for this are inactivity and reinsurance. Errors have practically no effect on authority - no one is immune from them, and it is not difficult to correct them if desired. Typically, an authoritative leader is a leader by nature. But what to do if it is not there? It is possible, even temporarily, to put a smart, well-trained specialist in charge of the business. And in order to accurately select such a person, you need to know the qualities that must necessarily be inherent in him.

1.3 Characteristics of a leader with high team building ability

The leader has a personal responsibility to treat other group members directly and fairly. Leaders who use their power to manipulate and humiliate people are quickly identified and rewarded with contempt and distrust. Trust is the key to building a healthy and productive team. Leadership techniques can be taught, but everyone must still understand and express their deeply personal approach appropriate to the task, make high demands on themselves and others, and also be able to clearly organize the work of a team.

Organizing a management team is a powerful management lever because it creates an energetic and responsible group of people with great potential.

Leaders with a high ability to create such teams must meet the following characteristics:

Strong leadership skills;

Subsequence;

Supporting the idea of collectivism;

Correct selection of employees;

Caring for other team members;

Ability to create a positive climate;

Interest in the result of the work;

Clearly defining the meaning of the organization;

Using effective work methods;

Distribution of responsibilities between employees;

Analysis without criticism of specific people;

Supporting the personal development of your employees;

Encouraging creativity;

Building healthy intergroup relationships;

Using conflicts for constructive purposes;

Encouraging those who take risks;

Desire for feedback;

Rational use of time.

A leader must actively combat his own shortcomings, develop a positive attitude towards life and work, and create a “healthy” environment by promoting and training people, revealing their abilities and talents.

1.4 Conditions and principles of effective team formation

Important conditions for forming a team at the starting stage:

All group members have a clear understanding of the goals of their collaboration;

The skills of each person are known to others, the functions are distributed;

The organizational structure of the group corresponds to the task being performed;

The group thinks about working methods and tries to improve them;

Developed self-discipline, allowing for good use of time and resources;

There are ample opportunities to get together and discuss any issues;

The group supports its members and good relationships are formed;

Relations in the group are open, and she is ready to face any difficulties and obstacles on the way to effective work.

Principles that ensure team work:

The people doing the work are "experts" when it comes to solving problems in the areas they work on;

The combined experience and talents of people working in teams is greater than that of anyone working alone;

Most people are more interested in a project if they can have some influence over the decisions that affect them;

Each person has creative potential that can be systematically used by involving him in the work of a problem group.

Problems of team formation (group communications):

Blurry goals;

Uncoordinated activity;

Dejection/skepticism;

Communication overload;

Insufficient analysis of the situation.

A team is effective if:

Its members are full participants in group discussions and discussions;

Goals in the team are clearly distributed;

Available resources correspond to the tasks facing the team;

Team members are actively searching for techniques and means to achieve goals;

Its members act unitedly.

Stages of team building:

Stage I. The emergence of a goal-oriented team leader, whose development can take place in two directions:

a) the leader - an employee - demonstrates the growth of top management competence. As a rule, his maximum contribution to the common cause is limited to 20%;

b) the leader can also be an owner who starts with individual entrepreneurial activity. As the structure of the organization grows, he is faced with the need to optimize management, or, in other words, to search for the first deputy.

Stage II. The first deputy is selected according to the mechanism of “custom” relations. Thus, a direct connection is formed, which allows one to go beyond the personal limitations of the leader, which will hinder work in the field of direct management.

Stage III. Ownership is being optimized. It is at this stage that the problem of finding a “junior partner” should be solved. The core team is being formed.

Stage IV. Business is growing, groups of enterprises are being created, which entails the need to expand and deepen the direct managerial influence of the team leader on the team. For this purpose, an “owner holding” is created and intertype “order” relationships are further replicated while maintaining the dominant position of the team leader.

2. Management team at AstraTeam LLC

2.1 Characteristics of the enterprise AstraTeam LLC

The object of the study is the limited liability company "AstraTeam", hereinafter referred to as the "Society", created in accordance with the Civil Code. Company name: Limited Liability Company "AstraTeam", and shortened version: LLC "AstraTeam".

The main purpose of the activity is to make a profit.

The Company has civil rights and bears the responsibilities necessary to carry out any types of activities not prohibited by current legislation.

The Company may engage in certain types of activities, the list of which is determined by law, only on the basis of a special permit (license). If the conditions for granting a permit to engage in a particular type of activity provide for a requirement to engage in such activity.

To achieve the main goal of its work, AstraTeam LLC carries out the following main activities:

Providing medical services - this means recovery in a special medical building "Tonus", which is located on the territory of the AstraTeam boarding house. Treatment can be completed by both those visiting on a tour package and anyone else who wants to improve their health;

Providing hotel services - this service means checking into residential rooms;

Leisure center services - providing clients with four lanes for bowling and five professional tables for playing “Russian” and “American” billiards;

Retail trade - sale to customers of food, alcoholic and non-alcoholic products in the cafe "At the Fireplace" and in the bowling alley bar;

Conducting seminars, conferences - upon request of the enterprise, lecture halls are provided, services are organized during breaks between meetings (Tea - coffee breaks). It is also possible to rent special equipment and literature;

Festive evenings - organization of corporate parties, weddings, anniversaries and other events with full service, provision of a banquet hall, equipment and, if necessary, a show host;

Ski complex - provides rental of equipment and equipment, a ski lift and rental of a ski slope with a springboard.

The Company is a legal entity and owns generalized property reflected on its independent balance sheet, including property transferred to it by the participants as payment for shares in the authorized capital.

Characteristics of the organizational management structure

The organizational structure is aimed, first of all, at establishing clear relationships between individual divisions of the organization and distributing rights and responsibilities among us. It implements various requirements for improving the team management system, which are expressed in certain management principles.

The head of AstraTeam LLC is the director - he is also the owner. He independently resolves all issues of the enterprise's activities. He also manages the property of the enterprise, enters into contracts, including those for hiring workers. Issues orders and instructions that are binding for all employees of AstraTeam LLC. The general director bears full responsibility for the activities of the boarding house, providing goods - material assets, cash and other property of the enterprise. Issues powers of attorney, opens bank accounts, manages funds. Manages all activities of the enterprise. Organizes the work and effective interaction of production units, workshops and other structural divisions of the enterprise. For example, their activities are aimed at achieving high rates of development and improvement of production, increasing labor productivity, production efficiency and product quality based on the widespread introduction of new technology and scientific organization of labor. Takes measures to provide the enterprise with qualified personnel, to make the best use of the knowledge and experience of workers, to create safe and favorable conditions for their work.

Figure 1 - Organizational structure of AstraTeam LLC

Subordinate to the director are:

Chief Accountant;

Department of Personnel and Labor of Employees;

Leading economist of the enterprise;

Nutrition Manager;

Residential building manager;

Leisure center manager;

Product Purchasing Manager;

We studied, analyzed and systematized all functional services of the OSU of AstraTeam LLC (Fig. 1).

2.2 System of work of the management team at AstraTeam LLC

In this organization, the management team includes all department managers, as well as the leading economist.

The work of the management team is carried out through monthly meetings and daily operations, at which current issues are resolved, as well as the further activities of the enterprise are planned for a certain period of time. The percentage of plan completion, reasons, and actions are discussed.

Each manager makes a weekly analysis of the work done in his department and, if necessary, holds a meeting of employees to explain goals and objectives.

Also within the management team, decisions are made regarding the encouragement or scolding of any of the employees (remuneration, deduction from wages, verbal praise in the presence of colleagues, etc.).

The management team at AstraTeam LLC has a clear distribution of tasks among functions (divisions). The problem of one department in completing a task or current activity does not always find understanding in another. For example: a division of a hotel complex almost always fulfills and even exceeds the plan, and a division of a leisure center depends on seasonality (even during the season of an influx of clients, a leisure center does not always manage to fulfill % of the plan), which is clearly reflected in the formation of a general report of the financial and economic activities of the enterprise for the month , quarter, year.

As a result, there is a clear lack of cohesion in the management team of AstraTeam LLC. Everyone is “pulling the blanket over themselves,” fighting for their own unit instead of solving the problem collectively and moving on to common, more effective actions.

2.3 Identification of problems at AstraTeam LLC in the field of management

Sooner or later, any business owner or enterprise manager faces a whole set of problems. This includes the selection of personnel, the organization of management, the creation of a labor motivation system, the control of employees, the creation of a management team, and many, many others. It is not possible to analyze and reflect everything in one work, so the survey method was chosen to analyze and identify problems. During a survey among the company's employees, a management problem was identified, namely the ineffective work of the management team.

The object of the study is AstraTeam LLC.

The survey was conducted among employees of the leisure center.

The total number of respondents was 20 people, of which men and women aged from 20 to 60 years. Out of 20 people: 4 - administrators, 2 - mechanics, 3 - bartenders - waiters, 3 - maids, 2 - markers, 1 - accountant, 2 - cooks, 2 - cashiers, 1 - supply manager.

Topic of the questionnaire: "Efficiency of the management process."

At this enterprise, this topic is more than relevant, since for most employees, performing their immediate duties includes constant communication with people (clients). The work is very intense and responsible, so the more effectively the management team influences the four main functions, the more effective the execution of work and services will be.

The main purpose of the questionnaire on this topic is to study the effectiveness of the impact of team management processes on the performance of employees.

Research objectives:

Identify the significance and effectiveness of respondents’ participation in planning (partial) activities of the organization;

To obtain, through a survey, an attitude towards the process of organizing the labor activity of the enterprise’s employees;

Determine whether employees are satisfied with the current motivation system;

Determine the level of effectiveness of the control system at the enterprise.

When choosing the topic of the questionnaire, we were guided by the relevance of a possible problem at the moment, which is the interaction of the management team across the four main management functions on the quality of work (services) performed by employees of a given enterprise.

2.4 Quantitative and qualitative analysis of the results obtained. Recommendations for forming a management team

Table 1 presents the quantitative processing of the results of the survey of the management team of AstraTeam LLC.

Table 1 - Quantitative processing of survey results

	Distractors

Block 1. Planning of work activities.





Block 2. Organization of the labor process.





Block 3. Motivation for efficient performance of work (services).





Block 4. Control.





Passportichka

High quality processing.

Planning the work activities of the organization.

Regarding what is planned or should be done in the near future in the work process of the organization

15% - No idea, but would like to participate

40% - partially familiar

35% - regularly interested in all events

10% show no interest at all.

35% - Personally take part in the planning process of the organization’s work activities

40% - believes that everything can be solved without his (her) participation

25% - not entirely successful, they once took the initiative and don’t want to anymore.

35% - believes that there is no importance of participation in the process of planning the organization’s work activities

65% are interested in participating

20% - believe that management does not listen to them in the process of planning work activities

30% are confident that management partially and, if possible, includes all the wishes and suggestions of employees

35% are completely and completely confident in the implementation of all proposals.

15% are not interested and have no idea about it at all.

Summarizing the 1st block, we see that the majority of respondents, in principle, do not want to take part in planning the work activities of the organization. This is connected, first of all, with the established opinion - “Let the one who needs it most do it.”

Many have already tried to offer something, but as they say - “But things are still there,” hence the lack (decrease) of any interest.

A third of respondents are actively trying to do, suggest, or change something in the process of planning their work activities. They have an interest not only in current activities, but also in future plans and results.

Analyzing the answers, it is clear that there are those who have not only recently lost interest in planning work activities, but those who have never been interested in this at all, moreover, do not want to do this in the future. This fact, of course, does not entirely positively reflect the effectiveness of the management team through management processes as a whole.

Organization of the labor process.

Table 2 - Satisfaction with various aspects of work organization:

To what extent are you satisfied?	Satisfied	More satisfied than dissatisfied	More dissatisfied than satisfied	Not satisfied
1. Earnings
2. Operating mode
3. Variety of work
4. Independence at work
5. Matching the job to personal abilities
6. Possibility of promotion
7. Sanitary and hygienic conditions
8. Level of labor organization
9. Relationships with colleagues
10. Relationships with your immediate supervisor
11. Level of technical equipment
12. Possibilities for solving housing problems

Table 3 - Respondents’ satisfaction for the following indicators

Table 4 - Statements that, according to respondents, are true.

response factors
Respondent 1
Respondent 2
Respondent 3
Respondent 4
Respondent 5
Respondent 6
Respondent 7
Respondent 8
Respondent 9
Respondent 10
Respondent 11
Respondent 12
Respondent 13
Respondent 14
Respondent 15
Respondent 16
Respondent 17
Respondent 18
Respondent 19
Respondent 20
Total points

30% of respondents know or at least have an idea about the standards of the work (services) they perform at this enterprise

70%, as it turned out, do not know about it at all.

10% - believes that the work they do is very difficult

10% - difficult (but not very)

50% - lean towards the average complexity of the work they perform

20% - believes that this work is quite simple

10% find their work elementary.

The analysis of this block is very important and it shows us dissatisfaction rather than satisfaction in those moments that, according to the results of the survey, are the most important for employees, thus urgent measures are simply needed to resolve this issue.

So that the labor process is well organized, so that there is no downtime in work for organizational and technical reasons, so that the assigned work corresponds to the level of qualifications and professional training of the employee. An employee should not be distracted by performing unusual functions that do not correspond to his level of qualifications. The employee must be provided with normal sanitary and hygienic working conditions that ensure a normal level of intensity. An important role is played by the socio-psychological environment, which contributes to the interaction of performers in the work process and the emergence of incentives for highly productive and effective work.

Motivation for efficient performance of work (services).

35% of respondents will feel safe in the workplace,

if you are sure of employment

20% - would like to study at various courses and trainings

45% want social guarantees.

70% - receives due recognition from colleagues regarding their work activities

30% - unfortunately, remain unrecognized.

75% of respondents believe that management sees, recognizes and values their professional qualities

25% are sure of the opposite.

10% - believes that the work they do is the most important thing in life for them

30% - gets the opportunity to express himself

60% consider their work only as a means of subsistence.

25% responded that the current motivation system is not effective at all

55% - seem to admit that it exists, but not a very pronounced degree of influence and effectiveness

20% of respondents are satisfied with the motivation system at this enterprise.

The analysis suggests that the motivation of the respondents is actually low - this is due to the most pressing needs of the employees of this organization: the need for security and confidence in the future, the need for respect and self-expression, social needs. In this regard, there is a whole range of resources that contribute to the effective process of motivation. Efficiency means effectiveness. Economic efficiency is getting more results with the same costs or reducing costs while getting the same results. If the management team takes into account all these factors, then the process of perception of work will move to another level, more effective.

Control system.

65% of respondents are generally satisfied with the system of control over execution and immediate responsibilities

30% - not satisfied with the control system

5% - not quite sure about the accuracy of the answer.

20% are under preliminary control of work activities at the enterprise

40% are subject to ongoing monitoring

40% - to the final one.

Most preferred:

10% - preliminary control

20% - current control

70% - final control (based on the results of the work performed)

70% answered that they would pretend to be busy with work if they were regularly and constantly monitored

30% decided to work conscientiously and productively, under regular supervision

55% - surveyed enterprise employees are more productive in the absence of constant monitoring

30% - less active in the absence of control over the work process

15% work constantly.

The analysis shows 65% of respondents expressed their complete satisfaction with the system of control over the performance of official duties at AstraTeam LLC. For the rest, the answer was negative. You should not lose sight of the fact that, despite regular monitoring of various types, only 30% perform quality work, the rest pretend to be busy. But even in the absence of strict and oppressive control, according to the survey, only 15% of workers fully and consistently perform their functions.

Among the respondents:

35% - men

65% are women

Age:

The level of education:

70% - secondary special

30% - higher

With experience:

5% - Less than a year

35% - 1 - 3 years

30% - 4 - 7 years

10% - 7 - 10 years

10% - over 10 years

Conclusions and recommendations. The vast majority remain uninterested in the process of planning work activity, for one reason or another. Activities are needed that can stimulate interest and activity in this direction. For example, you can safely use “Brainstorming” among the working staff. Based on the results of the training, the department manager will be able to monitor the interest of employees, as well as note the best and most interesting ideas and proposals. Or simply have a conversation and identify the reason for the reluctance to participate in the work planning process, and then take measures to consider certain claims as part of the management team.

Organization of the labor process. It is likely that the reason for the lack of satisfaction in the identified most important characteristics of work is the level of wages, career growth, prestige of the profession, favorable working conditions, climate in the team, and the opportunity to improve their living conditions. This aspect is, perhaps, the basis for finding ways to solve problems, so by correcting these causes, you will no longer have to deal with the results of dissatisfaction.

The imperfection of the impact of the current motivation system on the part of the management team in relation to employees and the effectiveness of the work (services) they perform can be solved as follows:

Creating a unified team spirit in each department through competitions and customer service training.

Providing subordinates with regular, rather than one-time, training and professional development opportunities, which will provide the opportunity to occupy a higher management position;

Giving thanks to employees who have achieved the best results in their work;

Providing subordinates with complex jobs that require their full commitment.

The ability to promote subordinates up the career ladder through appointment to higher positions due to the successful, accurate, deliberate performance of assigned work. To provide at least the opportunity to develop a future position adjacent to the current one, which will result in stability in personnel training and eliminate cases of shortage of qualified personnel in AstraTeam LLC.

The level of the management team's control system over the work of department employees generally meets the requirements of the work standards of this enterprise, but is not entirely satisfactory for many of the respondents. Each employee has a preference regarding one type of control or another. But having studied and analyzed the answers of respondents to this block of questions, a clear vision appears that there is no need to change anything yet, since the control system that is currently in effect at the enterprise is the “Golden Mean”. Deviations in one direction or another may be less effective and efficient for the successful management and activities of the organization as a whole.

Conclusion

Teamwork is, first of all, a “game” according to certain rules that must be shared by all members of the group. Teamwork norms, as a rule, are set by the characteristics of the problem being solved and by the leader, who also ensures their maintenance. The problem being solved imposes restrictions on the type of joint activity and the distribution of roles of group members. Thus, a team should not be just a group of people, but a cohesive group working towards a specific goal. It should be headed by a leader who has all the personal qualities necessary for this, and it is he who will have to not only form the team, but also make it work effectively.

In our country, the team building method is being used more and more often. At first glance, this is due to the specifics of organizational culture in both private and public organizations. When forming them, the assessment of people according to the “friend or foe” criterion comes to the fore. It is very rare to find an organization whose members have no experience of relationships before joining or creating it. But as development progresses, the need for new employees comes, and with this comes the problem of trust. In order to trust a person, you need to “get to know” him, you need him to become “one of your own,” and for this you need to “eat a pound of salt with him,” that is, interact for a long time in different situations. Therefore, the team building method is good because it allows you to get to know a person better in a fairly short time and build the relationships necessary for further work.

So, the team is, of course, good. But not everywhere and not always. The path to team building may be hampered by such serious problems as insufficiently effective organization of activities in general, inadequate moral and psychological attitude, and/or a low level of professionalism.

But there are still several good reasons for using a team approach that will contribute to positive changes in the organization:

1) create an environment of trust and mutual assistance;

2) improve communication;

3) increase the level of confidence in risk situations;

4) gain skills in behavior in conflict situations;

5) learn and use all the possibilities of your personality;

6) optimize the use of all human resources;

7) develop an approach to joint problem solving.

This list of proposed changes can be safely used to improve the work of the management team at the previously studied enterprise, AstraTeam LLC. These are the problems that were identified when analyzing a survey among the organization’s employees. But it is worth remembering that the success of changes and innovations of any company largely depends on how fully and accurately the real state of affairs in the field of team management has been analyzed. Reforms involve the approval of conditions under which workers have a real opportunity to show their initiative and so that these conditions awaken their interest in further work.

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management team formation efficiency

Introduction

Chapter 1. Labor collective

1.1 Work collective: concept, types, goals, structure, stages of development

1.2 The workforce and its features

1.3 Stages of development of the workforce: management aspect

Chapter 2. Effective team

2.1 Formation of teams

2.2 Management teams and their formation

2.3 Team effectiveness

Conclusion

Bibliography

Introduction

The efficiency of business processes (both in Russia and abroad) has increasingly become determined by the use of effective management teams. This is due, firstly, to the sharply increased rate of changes in the external environment in which commercial organizations have to work, and secondly, to the significantly increased role of the creative work of employees in the organizations themselves.

The need to quickly respond to external changes, coupled with the increased complexity of management, forces the formation of groups of highly qualified specialists for the effective management of companies. These groups of specialists, as well as their individual members, work most productively when effective management teams are formed, and relationships within the group are built around a team leader.

The relevance and objective need to study the processes of creating effective management teams is determined by the fact that for many companies the solution to this issue is a factor of survival.

Despite the enormous interest throughout the world in the topic of team building and teamwork, the issue of forming effective management teams has been studied relatively little. One of the reasons for this is that the very problems, the solution of which requires the use of team effectiveness, have become acute for business only in recent decades.

The object of the study is the processes of formation and functioning of effective management teams in commercial organizations.

The subject of the research is social characteristics and technologies for forming effective management teams in organizations.

Purpose of the study: determination of criteria for assessing effectiveness, analysis of resources, stages, technologies for forming work teams and creating effective teams in organizations.

* consider the terms of labor collective and effective team;

* identification of the main team-building characteristics;

* determination of parameters of team effectiveness, factors that increase or decrease this effectiveness;

* identifying the stages of forming effective management teams in organizations;

Chapter 1. Labor collective

1.1Work collective: concept, types, goals, structure, stages of development

A work collective is a special social community that unites people who carry out joint labor activities within the framework of a labor organization. It forms the social basis of stable, sustainably functioning and capable of development labor organizations.

From the point of view of G. Allport, the labor collective is all citizens who participate with their labor in the activities of an enterprise (organization) on the basis of an employment contract.

From the point of view of I. Steiner, a work collective is a team in which workers have the opportunity to be involved in the labor process. There are primary, secondary, formal and informal labor collectives.

From the point of view of K. Rogers, a work collective is a group of people working together to achieve a specific goal.

From the point of view of Erik Larson, a team is a social organization characterized by joint socially significant activities.

From the point of view of W. Golding, a team is a group of people working together in which people interact with each other in such a way that everyone influences others and is at the same time influenced by him.

From the point of view of A.V. Petrovsky collective is a group of people united by common goals and objectives, which has achieved a high level of development in the process of socially valuable joint activity.

The composition of the teams is:

Homogeneous (homogeneous);

Heterogeneous (dissimilar). These differences may relate to gender, age, profession, status, level of education, etc.

Heterogeneous teams are more effective at solving complex problems; they are also effective during intense creative work (brainstorming). At the same time, homogeneous ones solve simple problems better.

By structure:

Functional (based on the division of labor and determining the production tasks of each);

Political (in accordance with belonging to certain groups);

Socio-demographic (by gender, age, education, qualifications, etc.);

Social-psychological (in accordance with likes and dislikes);

Behavioral, determined by activity, etc.;

Motivational (depending on the driving factors of behavior).

By status:

Official, for example, the personnel of an organization or unit, are legally formalized and operate within the legal framework).

Unofficial ones are based on the never recorded, or even undeclared, desire of people to cooperate with each other and the actual practice of such cooperation.

By the nature of internal connections:

Formal ones are prescribed in advance

Informal ones develop spontaneously, by themselves.

Based on the period of existence:

Temporary, designed to solve a one-time task

Permanent.

By size:

Small; members maintain not just direct, but also emotionally charged friendly contacts with each other;

Large; each performs a wide range of responsibilities.

The main parameters of the labor collective, on which the effectiveness of the labor organization depends, are such indicators of its condition as: cohesion, stability, level of qualifications and education, labor and social activity of its participants, role in the public life of the wider social community. The work collective is formed on the basis and in the process of fairly long-term interactions and relationships between members of the labor organization, conditioned by joint participation in a single production and social process. An important characteristic of labor organizations that influences the formation and development of their work collectives is the method of their emergence (origin). Labor organizations can arise in two main ways: 1) as a result of personal initiative, on a voluntary basis, due to internal private goals and motives; 2) on external initiative: according to the decision of any government department, the management of a corporation, a meeting of shareholders of the company, or another owner. The noted differences in the origin of organizations are important because they determine the ways in which the labor behavior of their employees is regulated. Regulation of the labor behavior of the organization's employees occurs on the basis of general social and private social principles, i.e. narrow group norms that “adapt”, “adjust”, “subordinate” the norms of labor interaction, dominate them in the labor process, directly influencing the organization of production. This method of organizing and regulating labor behavior is very common and is typical for most newly created firms. Modern labor organizations, as a rule, are designed on the basis of already existing, relatively standard projects. At the same time, the design process and the project itself cover not only the production, technical and commercial (economic) side of the organization’s functioning, but also the social one.

Stages of workforce development

According to G. Reznik, the process of forming a labor collective generally consists of three stages:

The first stage - the orientation stage - a labor community is formed, the basis of which is formed mainly by formal-functional connections, which are of a forced nature, determined by technology. Such connections are carried out mainly due to external, administrative pressure, supervision and control for the sake of obtaining remuneration for work, as a means of achieving personal goals that are not related to the main goal of the organization. Such a labor community is not yet a labor collective and occurs either at the initial stages of the existence of a labor community, or at the stage of its crisis and disorganization, when for one reason or another it disintegrates.

At this stage, the organizer of the team is the leader, all requirements come from him.

At the first stage, individualism predominates in people's behavior. They get to know each other, observe those around them and demonstrate to them their own capabilities. Many people take a wait-and-see attitude, avoid hostility, observe, and analyze. After a certain time and with certain management efforts, the labor community can move to the 2nd stage.

The second stage is the mutual adaptation stage. It is distinguished by the presence of a stable “core” formed during this time, capable of influencing other employees whose goals do not coincide with the goals of the organization. This is the “embryo” of the future real work collective, whose members identify themselves with the organization and perceive its goals as their own. At the second stage, people come together, the necessary contacts are established between them and common norms of behavior are formed that “cement” the team, as well as attempts to establish priorities and seize power arise.

The main goal of the leader at this stage is to make maximum use of the capabilities of the team to solve the problems for which this team is created. Almost only now does the collective reach a certain level of its development as a subject of education, as a result of which it becomes possible to purposefully use it for the purposes of the individual development of each individual employee. In a general atmosphere of goodwill towards each member of the team, a high level of leadership that stimulates the positive aspects of the individual, the team becomes a means of developing socially important qualities of the individual.

The third stage is the stage of consolidation (cohesion). At the 3rd stage, when the labor community can be called a labor collective (real), the majority of its members share the goals of the organization and identify themselves as a committed community. At the third stage, the team is stabilized, joint goals and norms are formed, and reliable cooperation is established, allowing for guaranteed results.

Subsequently, as the team matures, it can handle increasingly complex tasks, and the trust that exists between people and their good knowledge of each other in some cases allow it to function on the principles of self-government.

At this stage, the leader tries to unite the team and gives clear guidance on achieving goals.

Theoretically, a 4th stage is also possible, when almost every member of the work community actively works, consciously contributing to the achievement of organization-wide goals. However, this is rather an ideal that the personnel management service should strive to achieve as the main goal of the social development of the organization and the personnel policy of its management. The correlation between formal organizational and personal goals of work communities is a determining, but not the only indicator of the level of development of the work collective. Other important indicators of this level are the range and volume of functions performed by the workforce along with the main production and economic function. The labor community, reaching the state of a work collective, unites the organization’s employees not only in the main production activities, but also in activities related to other areas of social life, providing them with the opportunity to satisfy important social needs: in communication, participation in the management of the organization, in self-expression and self-improvement , in connection with cultural and spiritual values. The real workforce, as a rule, provides, first of all, the basic set of social services that make up the so-called social package. An important difference between the work collective and other less developed labor communities is the presence in its social structure of a fairly large number of informal interest groups, including those directly related to production activities, such as societies (councils) for rationalization and invention, quality circles and so on.

1.2 The workforce and its features

Stabilization of the workforce. Maintaining, or ensuring stability, the workforce is one of the main tasks of social management of a labor organization. Violation of the stability of the labor collective is a threat to its existence in this capacity. The work collective, as shown above, differs from other communities in the high degree of coincidence of the personal goals of its members with the general goals of a given labor organization. Not every labor organization functions based on a real workforce. The creation of a workforce is the result of special, purposeful activities carried out by the personnel management service of the enterprise, and in its absence, by the management of the organization. An unstable labor collective is actually a nominal labor collective, characterized by the instability of social ties that unite the employees of the enterprise as participants in the production process and the labor organization. Several circumstances contribute to labor instability. The main thing is the lack of general economic stability, a reliable legal framework, and strong criteria for successful activity. All this takes place during transitional periods of social development, when traditional mechanisms of economic and social management and regulation are ineffective or destructive, and new ones have not yet been created or mastered. The concept of “stabilization of the workforce” has a double meaning. Stabilization of the work collective can be understood, firstly, as management activities aimed at eliminating the factors of temporary instability of an established and successfully functioning work collective. Secondly, as a systematic activity of a strategic nature, which is one of the elements of the process of social management of an organization in the long term.

Distinctive features of the work team. The distinctive, specific features of a work collective as a social community are associated not only with the fact that it arises on the basis of joint labor activity, but mainly with those features that allow one or another social community to be characterized as a collective. The identification and analysis of such signs in relation to labor communities is dealt with by the socio-psychological theory of the labor collective. According to this theory, not every target social community, even one with a certain organization, has properties that allow it to be considered a collective. Properties that distinguish the collective from other social communities are acquired.

Cohesion. As cohesion increases, group members identify themselves to a greater extent with it and experience more satisfaction from their membership in this group.

The closeness of the attitudes, opinions, values and norms of behavior of group members ensures greater cohesion and reduces the likelihood of disagreements and conflicts that could divide the group or lead to its disintegration.

Groups in which there are contradictions and conflicts, lacking the spirit of mutual assistance and camaraderie, are less effective than groups in which relations are characterized by mutual understanding, mutual sympathy and cooperation.

When talking about group development, managers tend to view cohesion as a positive, desirable quality. Therefore, the list of priority tasks for a manager includes the formation of a cohesive team.

However, the relationship between cohesion and group performance is not so clear-cut. Research has shown that cohesion contributes to the effective functioning of a group if combined with another important component - a positive orientation.

Orientation characterizes the aspirations of group members, what they consider useful and important for themselves. We can talk about a positive orientation if the goals of the group coincide with the goals of the organization. If her aspirations are aimed at satisfying selfish goals and contradict the interests of the organization, then such an orientation is negative.

Cohesion is one of the processes of group dynamics that characterizes the degree of commitment to the group of its members. As a rule, the following are considered as specific indicators of Cohesion: 1) the level of mutual sympathy in interpersonal relationships - the more members of the group like each other, the higher its cohesion; 2) the degree of attractiveness (usefulness) of the group for its members - the greater the number of those people who are satisfied with their stay in the group, i.e. those for whom the subjective value of the advantages acquired through the group exceeds the significance of the effort expended, the higher the force of its attraction, and, consequently, the cohesion.

The following factors contribute to increasing group cohesion:

Agreement on goals;

Frequency of interaction;

Personal attractiveness;

Intergroup competition;

Favorable ratings.

Factors that reduce cohesion in a group include:

Lack of agreement on goals;

Large group size;

Unpleasant communication experience;

Intragroup competition;

Dominance of one or more members.

From the above it follows that to promote cohesion it is necessary:

Reduce the composition of the group (5 - 7 people);

Encourage group members to agree with its goals;

Encourage competition with other groups;

Reward all group members;

Isolate the group, giving it a common territory and time for communication.

If the leader’s goal is to weaken the cohesion of the group, aimed at achieving narrow group, selfish interests that impede the effectiveness of the organization’s activities, then the leader must take the opposite measures:

Increase the composition of the group;

Encourage group members to disagree with its goals;

Eliminate competition with other groups;

Reward each employee individually;

Divide the group geographically, reduce time for communication.

Social structure of the workforce. Social structure is a set of relatively stable connections between elements of a social system, reflecting its essential characteristics.

Social structure - the internal structure of a society or social group; an ordered set of interconnected and interacting social groups, social institutions and relationships between them.

The social structure of the work collective is a characteristic of the work team by gender, age, profession, nationality and other social indicators.

The work collective as a social organism has a certain social structure as a set of principles of mutual arrangement, interconnections and relationships of the constituent elements that make up an integral system.

There are production-functional, target, professional-qualification, socio-demographic, social-organizational, socio-psychological and national social structures.

The production-functional includes production units that produce products, sell them, manage, plan, stimulate, etc. In this social structure, there are three levels of teams: the highest (primary), middle (secondary) and lowest (primary).

The highest (main) production team is considered to be a production team, which is an independent socio-economic unit with established norms of production and social life, labor traditions and rules and consisting of secondary teams: workshops, sections, services - which in their structure have many primary teams: teams , shifts, groups, etc.

The entire workforce of organizations, depending on the functions performed, is divided into two groups: industrial production personnel (IPP) and non-industrial personnel (NP). The PPP includes all employees of the main activity: managers, specialists, technical performers, main and auxiliary workers, students, paramilitary and security guards, fire protection workers, employees of research and design and technological departments. The NP includes workers in housing and communal services, cultural and public health services, auxiliary agricultural enterprises, sports facilities, teaching and service personnel of preschool institutions, etc.

The target social structure is considered as a set of all levels of the social structure (higher, middle, lower), interconnected by a common goal and objectives of both a production and socio-psychological nature, expressing the same interests and common value orientations.

The professional and qualification social structure is a social form of professional division of labor. It involves dividing groups by level of education, professions, and within professions - by qualifications, total production experience, work experience in a given profession, in a given organization.

The socio-demographic social structure characterizes the workforce, dividing it into groups by gender, age, marital status, income level, etc. In each group, it is important to study the specific needs, interests of its members, the nature of reproduction, development prospects and other characteristics.

The socio-organizational social structure expresses the system of relations in the work collective, in which formal and informal associations are always formed. The discrepancy between the interests of formal and informal groups often leads to conflict situations.

The socio-psychological structure is determined by the system of interconnection of the positions and roles of individual workers and small groups. As it develops, it affects the socio-psychological climate in the team, work motivation, adaptation of new team members, conflict resolution and, ultimately, the effectiveness of activities.

The national social structure is the national composition of the labor collective (group).

All types of social structures together determine the content of intracollective social relations. Studying the features of these relationships in relation to various groups is important for improving the management of the workforce, strengthening its social status, and attracting young, highly qualified specialists to the team.

Regulation of social processes in work collectives

The basis for the regulation of social processes is the labor behavior of people in a team, which is determined by internal and external incentive forces.

Internal driving forces are needs, interests, values, motives, which together represent the structure of the complex process of motivation - encouraging oneself and other members of the organization to act in order to achieve personal goals and the goals of the work team.

External driving forces are incentives and sanctions used to persuade a person to engage in a certain work behavior. It is important to clearly understand what place in the organization a person is applying for, what roles he can and is ready to perform, and what role the organization is going to offer him. Often it is the discrepancy between this role and a person’s capabilities that is the basis of the conflict between him and the organizational environment.

Regulation of the compliance of a person’s role and place in the organization occurs when he enters the organization, during the learning process and in the process of interaction with him during his work activity (Fig. 1). In the process of an employee’s entry into the organizational environment, the organization must solve three problems: cut through old behavioral stereotypes; to interest him in the work of the organization; instill in the employee new norms of behavior in specific organizational conditions.

Rice. 1. Regulating the compliance of a person’s role and place in the organization

The interaction between a person and an organization involves a role aspect. On the one hand, this is the role of a person in a team, i.e. the connection of his activities with the goals and objectives of the organization, the content of his work and methods of its implementation, on the other hand, is a person’s willingness to consciously fulfill his role, which will lead to a positive result, not necessarily of a material nature, and will bring him satisfaction.

Conflict is a collision of opposing goals, interests, positions, opinions or views of opponents or subjects of interaction.

Conflict is a contradiction in views and relationships, a clash of divergent, opposing interests, a heated dispute.

Conflict situations that are generated by organizational and emotional factors can be eliminated by adjusting the employee’s role (changing the form of work); advanced training, the ability to recognize and prevent emerging problems, reshuffling employees from one role to another depending on their ability to cope with conflict situations, etc.

To resolve most conflicts, it is enough to eliminate their material basis: improve the organization of work, establish an uninterrupted supply of raw materials, change the order of material incentives, or make structural changes in the team. Conflict resolution is facilitated by open discussion.

An important role in regulating social relations and processes in an organization is played by group norms, which are aimed at achieving the goals and objectives of the organization, encouraging the behavior of employees, achieving the goals of the organization, and sanctions that encourage group members to comply with group norms.

Roles and relationships in the work team. Roles in a team are divided into “production” (functional and social) and “interpersonal”. Experts identify eight production roles.

The coordinator has the greatest organizational abilities and, because of this, usually becomes the leader of the team, regardless of his knowledge and experience. His main responsibility is to be able to work with those who have such knowledge and experience, and direct their activity to achieve their goals.

The idea generator is usually the most capable and talented member of the team. He develops options for solving any problems facing him, but due to his passivity, lack of concentration, etc. unable to implement them in practice.

The controller himself is not capable of creative thinking, but due to deep knowledge, experience, and erudition, he can properly evaluate any idea, identify its strengths and weaknesses, and encourage others to work on its further improvement.

A grinder has a broad view of the problem and therefore, if necessary, knows how to “link” its solution with other tasks of the team.

An enthusiast is the most active member of the team; By his example, he inspires those around him to take action to achieve his goal.

The benefit seeker is a mediator in internal and external relations, giving a certain unity to the actions of team members.

The performer conscientiously implements other people's ideas, but at the same time needs constant guidance and encouragement.

An assistant is a person who does not personally strive for anything, is content with second roles, but is always ready to assist others in work and in life.

There may also be “auxiliary” roles (for example, jester).

It is believed that the team will function normally if the listed roles are fully distributed and conscientiously performed. If there are fewer than eight members, then someone will have to simultaneously play two or more roles, which will inevitably lead to conflicts.

This circumstance is one of the reasons for the lack of stability of small teams. Based on their roles related to interpersonal relationships, team members are usually divided into leaders and followers. The first group is formed by preferred persons (“stars”, authoritative, ambitious, otherwise attractive to others). The second includes everyone else, including non-preferred ones (neglected, rejected, etc.), with whom they cooperate only by force and make them responsible for everything.

1.3 Stages of development of the workforce

E.N. Reshetova identifies five stages of development of the labor collective: formation, storm, rationing, functioning and completion.

At the formation stage, team members figure out the upcoming tasks, leadership style, and possible types of interpersonal and work relationships.

Characteristics of team members' communication: politeness, enthusiasm, confusion, attentiveness and community, silence, self-awareness, dependence, superficiality, uncertainty.

Problems: orientation of team members, creating a comfortable atmosphere in the team, creating an atmosphere of trust, establishing relationships with the leader, clarifying goals.

To overcome problems, the leader must conduct “introductory” activities, introduce team members, provide the necessary information, develop grounds for mutual trust, formulate a model of expected behavior, clarify directions and goals, rules, procedures and expectations, and involve team members in the development of plans.

During the storm stage, group members begin to resist group influence. A conflict arises between competing approaches in achieving the group's goals. Characteristic features of communication between team members: polarization of team members, formation of coalitions, competition between team members, disagreements with the leader, violation of team norms, tension, criticism and confrontation. Problems: conflict management, legitimizing the productive expression of individuality, overcoming group like-mindedness, analyzing the key processes of teamwork, turning confrontation into interaction.

The leader must take actions such as: identifying the common adversary and strengthening vision, instilling commitment among team members to team goals, turning students into teachers, effective mediation, providing recognition for the achievements of the team and its individual members, encouraging acceptance of responsibility, strengthening the "win-win" thinking style. winning”, resolving issues of power and authority, developing and implementing agreements on decision-making procedures.

At the norming stage, stability is achieved by overcoming the influence of the group: rules and standards are established, connections are created within the group, and its standards and expectations are schematically defined.

Characteristic features of communication between team members: cooperation, cooperation, connection and commitment to certain views, cooperation, ignoring disagreements, conformity in relation to standards and expectations, strengthening interpersonal attraction.

Challenges: Maintaining unity and coherence, differentiating and clarifying roles, determining the level of personal contribution to the team, clarifying the future, addressing commitment to the team's future.

The leader must: use the skills, knowledge and experience of team members, encourage people to respect each other, actively work in cooperation.

At the functioning stage, the group is completely “ripe” to begin performing tasks. Interpersonal relationships, statuses of group members, and distribution of tasks are established.

Characteristic features of communication between team members: high mutual trust, unconditional loyalty of group members, versatility of relationships between group members, mutual learning and development assistance, entrepreneurial spirit, self-sufficiency, challenge, creativity, group consciousness. Challenges: Strengthening core competencies, maintaining a spirit of incremental improvement, anticipating and proactively responding to customer needs, increasing work pace and reducing deadlines, encouraging creative problem solving. The leader should take actions such as: maintaining and updating methods and procedures that ensure collaboration, reinforcing a culture of quality in the work of the team, providing regular feedback on the functioning of the team, supporting and guiding team members, helping the team to prevent relapse into past stages of development, monitoring progress work and celebrating successes. At the completion stage, the group has fulfilled its purpose or disbanded. Characteristic features of communication among team members: compromise, communication, reaching consensus.

Problems: the process of disbanding the team, adapting to new conditions.

The leader must take such actions as: holding a discussion with the participants about their experience of teamwork, identifying the reasons for successes and failures, and clarifying role positions.

The most prominent representative of Russian pedagogy who developed the theory of the collective was A.S. Makarenko.

To become a team, a group must go through a difficult path of qualitative transformation. On this path, A. S. Makarenko identified several stages:

The first stage is the formation of a team (the stage of initial cohesion). At this time, the collective acts, first of all, as the goal of the educational efforts of the leader, who seeks to transform an organizationally formed group into a collective, i.e. such a socio-psychological community where the relations of workers are determined by the content of their joint activity, its goals, objectives, and values. The first stage is considered complete when an asset has emerged and earned in the team, the students have united on the basis of a common goal, common activity and common organization.

The second stage is strengthening the influence of the asset. Now the activist not only supports the demands of the leader, but also presents them to the members of the team, guided by their own concepts of what is beneficial and what is detrimental to the interests of the team. If activists correctly understand the needs of the team, they become reliable assistants to the leader. The second stage is characterized by stabilization of the team structure. The team now acts as an integral system in which mechanisms of self-organization and self-regulation begin to operate. It is already able to demand certain standards of behavior from its members, while the range of requirements is gradually expanding. Thus, at the second stage, the team already acts as an instrument for the purposeful education of certain personality qualities. The development of the team at this stage is associated with overcoming contradictions: between the team and individual workers who are ahead of the requirements of the team in their development or, conversely, lagging behind these requirements; between general and individual perspectives; between the norms of behavior of the team and the norms that spontaneously develop in the group; between separate groups of students with different value orientations, etc. Therefore, in the development of a team, leaps, stops, and reversals are inevitable. The third and subsequent stages characterize the flourishing of the team. To emphasize the level of development of the team, it is enough to point out the level and nature of the demands placed on each other by members of the team: higher demands on themselves than on their comrades. This alone already indicates the achieved level of education, stability of views, judgments, and habits. If the collective reaches this stage of development, then it forms a holistic, moral personality. At this stage, the team turns into an instrument for the individual development of each of its members. Common experience, identical assessments of events are the main feature and most characteristic feature of the team at the third stage. There are no clear boundaries between the stages—opportunities for moving to the next stage are created within the framework of the previous one. Each subsequent stage does not replace the previous one, but is, as it were, added to it. The team cannot and should not stop in its development, even if it has reached a very high level.

W. Golding identifies 4 stages of development of the work collective: stage 1 - adaptation, stage 2 - grouping and cooperation, stage 3 - rationing of activities, stage 4 - functioning. The first stage, adaptation, is characterized as a stage of mutual information and task analysis. The group members search for the optimal way to solve the problem. Interpersonal interactions are cautious and lead to the formation of dyads; the stage of verification and dependence begins, which involves the orientation of group members regarding the nature of each other’s actions, and the search for mutually acceptable behavior in the group. Team members gather together with a feeling of wariness and constraint. The team’s performance at this stage is low, since its members are not yet familiar and are not confident in each other.

The second stage - grouping and cooperation - is characterized by the creation of associations (subgroups) according to sympathies and interests. Its instrumental content consists in the opposition of group members to the requirements imposed on them by the content of the task, due to the identification of a discrepancy between the personal motivation of individuals and the goals of group activity. There is an emotional response of group members to the demands of the task, which leads to the formation of subgroups. During grouping, group identity begins to take shape at the level of individual subgroups, forming the first intergroup norms. However, individual subgroups quickly understand the impossibility of effectively solving a problem without communication and interaction with other subgroups, which leads to the formation of communication patterns and intergroup norms common to the group as a whole. Here, for the first time, an established group with a clearly expressed sense of “we” emerges.

The third stage - the principles of group interaction are developed and either the area of intra-group communication or the area of collective activity is normalized. A characteristic feature of group development at this stage is the absence of intergroup activity. The process of separating a cohesive, well-prepared group, unified in organizational and psychological terms, can turn it into an autonomy group, which is characterized by isolation in its goals and selfishness. The fourth stage can be considered as the stage of decision-making with constructive attempts to successfully solve the problem. Functional-role correlation is associated with the formation of the team’s role structure, which is a kind of resonator through which the group task is played out. The group is open to expressing and resolving conflict. A variety of styles and approaches to problem solving is recognized. At this stage, the group reaches the highest level of socio-psychological maturity, distinguished by a high level of preparedness, organizational and psychological unity characteristic of a team subculture. Eric Larson identifies five stages of development of a work team: formation, confusion, normalization, execution, dissolution.

1. Formation. During this initial stage, workers get to know each other and understand the scope of the project. They begin to establish ground rules, trying to determine what behavior is acceptable both regarding the project (what role they should play, what the expectations are for the quality of the project) and interpersonally (who is actually responsible). This stage ends when employees begin to feel part of the group.

2. Confusion. As the name suggests, this stage is marked by a high degree of internal contradiction. Workers accept that they are part of a project group, but resist the restrictions that the project and group place on their individuality. There is conflict over who will lead the group and how decisions will be made. When this tension is resolved, the project manager's leadership is accepted and the group moves to the next stage.

3. Normalization. In the third stage, close relationships develop and the group demonstrates cohesion. Feelings of camaraderie and shared responsibility for the project increase. This stage is completed when the group structure is strengthened and the group has developed a common system of expectations and criteria for how its members should work together.

4. Execution. At this stage, everyone agrees that the firm's structure is fully functional. The group has completed the transition from getting to know each other and figuring out how it will work to achieving the project's goals.

5. Dissolution. For temporary work groups, the stage is the last in their development. However, for project teams there is also a preliminary stage of completing the work. At this stage, the team is preparing to disband.

This model has several important points for team leaders. The first is that the leader's primary focus should be on helping the group reach a productive fourth stage (the performance stage) as quickly as possible. The second point is that the model itself enables the group to understand how it is developing. Leaders find it helpful to familiarize their teams with the model. This helps workers come to terms with the inevitability of conflicts and the third stage of the second stage and focus their energies on moving towards more productive phases. The last (third) point is that the importance of the normalization stage is emphasized, which helps to significantly increase the level of efficiency in the operation stage. As will become clear, project managers must take an active role in shaping the group norms that will facilitate successful problem-solving.

B. Bass identifies four main stages:

The first stage is associated with the elimination of the initial mistrust of group members towards each other. Naturally, workers who do not know each other closely are wary of their colleagues. They are alienated from each other. But over time, team members accept each other, gradually they begin to cooperate with each other and do it more and more willingly. This stage is extremely important because it is the basis on which the team’s further development is carried out.

The second stage involves the development of communication between team members and their ability to develop mechanisms for making common decisions affecting the entire group. Sometimes it is not enough to simply overcome the barrier of alienation between people. The longer they know each other, the more they communicate with each other, and trust extends not only to the business sphere of life. Frank communication within the team opens up a new level of their relationship: they are ready to make collective decisions, and first discuss ways to solve the assigned tasks, and consider several proposed options.

The third stage represents the natural development of relationships arising in the previous stage. Due to the expansion of communications, trust in each other is increasing. People cease to feel separate from the collective: now they are part of it. They are ready to help a colleague, and feel satisfied with the fact that they are on this team.

The last stage is characterized by the use of their abilities, helping each other and informal control over the completion of tasks. At this stage, all actions of team members are aimed at supporting the common cause and increasing all possible intra-group resources.

After passing through all stages, labor efficiency increases.

Researcher V.M. Davydov also identifies four stages, but they differ from those discussed above:

1. Formation stage. At this stage, group members are just getting to know each other, and the acquaintance is still superficial. There is an acquaintance with the organization and working conditions in it.

2. Stage of psychological tension. This stage is characterized by distrust of members of the work collective towards each other. They try to understand what their colleagues are like. They look for common and different positions of people on certain issues. Rivalry between several individuals for leadership and influence in a group is inevitable.

3. Normalization. At this stage, relationships between team members stabilize. General norms and opinions are developed. Role expectations are established.

4. General activities. At this stage, the team begins to perform a common task, since social roles are distributed between people, the goals and features of the activity are clarified. In the process of work, people get to know each other better, begin to trust, take into account different opinions, and learn to anticipate each other’s behavior.

A.I. Prigogine formulated three criteria for the typology of labor collectives:

1. The first criterion is the characteristics of work activity or the content of the subject of work and the result of the work of the majority (main composition) of the organization’s employees and the organization as a whole.

2. The second criterion is the direct social subject of the need satisfied by the main activity of the labor organization.

3. The third criterion is the main partner of the organization and the type of relationship with it. According to the first criterion, labor collectives are divided into two types: labor collectives of enterprises and labor collectives of institutions.

One of the most extensive attempts to define the theory of the collective was developed by A.V. Petrovsky (Psychological theory of the collective, 1979). It represents the group as consisting of three strata (layers), each of which is characterized by a certain principle according to which relationships between group members are built in it.

In the first layer, first of all, direct contacts between people are realized, based on emotional acceptability or unacceptability;

In the second layer, these relationships are mediated by the nature of joint activity;

In the third layer, called the core of the group, relationships develop based on the acceptance by all group members of common goals of group activity. This layer corresponds to the highest level of development of the group, and thus its presence allows us to state that we have a collective.

In accordance with the general principles of the concept of activity-based mediation of interpersonal relationships by A.V. Petrovsky distinguishes two vectors in his group theory. The vector of “mediocrity” has a one-way direction, the vector of “content of activity” makes it possible to locate groups on both sides of the zero point, which shows the possibility of two fundamentally different contents of activity, corresponding to social progress and not corresponding to it. 1) the presence or absence of mediation of interpersonal relationships by the content of group activity (X) and 2) the social significance of group activity (Y). Vectors form a space in which all groups functioning in society can be located. The general scheme takes the following form (Fig. 2).

Rice. 2. Typology of groups within the framework of the psychological theory of the collective (A.V. Petrovsky)

The designated five figures correspond to different types of groups: figure 1 denotes groups where the social significance of the activity is maximum and the degree of mediation of interpersonal relationships by the activity is maximum; figure 2 - a community with a high level of social significance of activity, but with a low degree of mediation (an example here would be a newly created group, where relations have not developed even before collective ones); figure 3 represents a group that is antisocial in the content of its activities, where, nevertheless, there is a high degree of mediation of interpersonal relationships by this antisocial activity (an example is a highly organized criminal group, for example a large gang of criminals, the mafia); figure 4 also depicts an antisocial group, provided that the relations between its members are weakly mediated by antisocial activities (from the point of view of society, such a group is less dangerous, although the fact of its existence hinders social progress); finally, figure 5 can be interpreted as a group with an extremely weak degree of expression of the social content of the activity (both positive and negative) and the same weak degree of significance of this activity for all group processes (the authors of the diagram believe that an example could be a group of random people experimental group, although this example violates the general principle, since the scheme was created to classify real natural groups, and among them it is not entirely easy to find a suitable example). I will focus on Makarenko’s theory because I believe that his theory gives a deeper understanding of the stages of development of the workforce. It also provides guidance to managers on how and why to behave at a particular stage of development. He also advises how to get out of a situation when the team begins to degrade.

Conclusion: in Chapter 1, I examined the concept of a work collective and its components: classification, distinctive features, relationships, theories of formation. And I came to the conclusion that the labor collective is the basis of the organization, that the stages of forming a labor collective are a complex process without which the collective will not be so. But it is not enough to form a workforce; you must be able to manage it correctly. Its effectiveness depends on this. The ability to effectively lead a team means getting a good result for the organization, for developing its competitiveness in the global market.

Chapter 2. Effective team

2.1 Formation of teams

Today, many more leaders understand the need for teamwork along with individual action - for themselves and other structures in the organization. There is also great concern about the need for a flexible approach to managerial functions. More and more leaders today can take a team approach with the confidence that comes from their own experience and success.

In Russian, the word “team” has two basic meanings: order and specific group. In sociology it is the second meaning that is used.

According to Ozhegov’s “Dictionary of the Russian Language,” a team is: 1) A detachment, a military unit; 2) Personnel, crew of the vessel; 3) Sports team led by a captain; 4) A group of people connected by something, someone’s environment. Encyclopedic definition: team (French commande, from late Latin commando - I instruct, order) - a temporary or permanent military organization of 3 or more people, intended to perform certain service duties or some kind of work.

All currently available interpretations of the term “team” are divided into two parts. One is the definition of the word “team” through its external manifestations, through its description. The second part is structural definitions that denote the internal essence of this object.

Formation and functioning of the management team. Formation of a management team in an organization Identification of opportunities for the formation of a management team in an enterprise

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