Managers know how the socio-psychological climate of the organization affects the productivity of employees. Therefore, the management of relations in the labor collective is of great importance. If you properly manage relationships among colleagues, then this will positively affect the overall results of the business.

Characteristics of the team and connections in it

The success of a business is directly dependent on the quality and efficiency of the use of all labor resources. This means that the better the management of personnel, the higher the income of the organization.

Each labor collective has certain internal properties:

1. common goal that unites all members of the company)
2. the design of organizational issues should work on the basis of social institutions)
3. there should be a highlighted social and political significance of your team)
4. very important place is occupied by the level of cooperation between colleagues and the quality of mutual assistance)
5. the team must be united according to social and psychological characteristics.

Different stages of cohesion of colleagues can be observed:

• orientation stage. It has a characteristic feature of uniting different people with a common goal and idea, as well as tasks. At this stage, each of the colleagues tries to find himself in the team.
• Mutual adaptation is the stage during which all members of the team have formed common attitudes of behavior in the work circle due to the organized work of the management or through self-orientation in the team of each employee.
• Cohesion and consolidation in the team. This is the most mature level of relationships among colleagues. In such labor collectives, certain groups are formed according to common goals and interests. Thanks to well-coordinated work, a high level of team performance as a whole is achieved.

Before the formation of the labor collective, leaders must help create social circles in this working society. The main feature of the leader is an unbiased attitude towards each subordinate and assistance in adapting to newcomers in the work team. Colleagues will treat such leadership with understanding and respect.

Socio-psychological climate in the team

A favorable atmosphere, with trust, respect, awareness of important issues, responsiveness and mutual understanding - when there are such labor relations in the organization, the employee develops a need for conscientious work and high-quality performance of the task.

An unfavorable climate is characterized by a passive attitude of colleagues towards each other, a high level of conflicts in the team, and dryness of communication. Fickle - the risk of conflicts between employees.

The management of social and labor relations is influenced by many factors, such as the type and methods of management. Therefore, an experienced leader must effectively act on subordinates, be able to manage the organizational and economic processes taking place in the team.

The main problems in managing relationships in a team:

• unqualified employees. A productive team is only such a group of people where everyone does their job in the best possible way, while solving a common problem.
• Unfavorable microclimate. In a team, people have different preferences, characters, views. They are united not only by a common cause, but also by emotions. One of the signs of a good microclimate in the group is dedication, a high degree of mutual assistance, as well as the natural state of a productively functioning team. Distrust of each other corrodes the team.
• Lack of clarity of goals. If there is no clear vision of a common goal, then some team members will not be able to contribute to the common cause. Thus, a study of companies from economic giants - the United States and Japan - showed that their success is largely determined by the presence of business motivation, that is, the totality of the main goals and objectives. These goals are concretely expressed for the working units in the form of occupational views, rules, or even appeals, and then invariably and skillfully brought to the mind and emotions of all employees.
• Unsatisfactory results of work. It happens that a good microclimate, significant awareness of employees do not give the desired results. Bad luck, as a rule, has a demotivating effect on team members. The task of the boss in this case is to help the morale of the employees, to offer appropriate incentives to intensify the work of workers.
• Inefficiency of methods of preparation and decision-making.

Types of managerial relations

Depending on how this or that type of managerial relations is developed in the organization, one can judge the efficiency of production.

Relations between centralism and independence

Under centralism, higher governing bodies determine the activities of lower ones, as, for example, in relations between the state and industries, industries and enterprises, enterprises and departments.

Independence implies that the subjects of activity can determine their own tasks, but such work should be aimed at achieving common goals.

Relations of coordination and subordination

Subordination implies subordination to higher structures of lower ones, sending directives "from above". Coordination gives more opportunities to defend their interests during the implementation of common activities. The main indicator of coordination is the adaptation of subjects to the needs of each other.

Responsibility Relations

They imply the fulfillment of the rights and obligations of subjects in full. Responsibility relations are realized, for example, through the dependence of the results of work on the correctness of the managerial decisions made. They appear as a result of the requirements that the parties (employees and the manager) put forward to each other. Such relations are fixed through normative documents, instructions, informal rules, systems of rewards and sanctions.

Relationship management in the workforce: principles

The results of fruitful work of each organization are greatly influenced by the management of relations between colleagues.

The relationship between the employer and the workforce on social issues, on collective participation of employees in the management of the organization, on labor protection and many others is regulated by such regulatory legal acts as the charter of the organization, the collective agreement, the Labor Code of the Russian Federation and other legislative acts.

The powers that are established by these documents are absolutely independent of the form of ownership of the enterprise and its organizational and legal form.

With the successful management of the labor collective, a necessary condition is to make certain choices. There is a traditional approach to the process of labor relations management and the tqm approach. Their differences are as follows.

Traditional approach

In this approach, the team of employees should be characterized by commitment to the company, support for its values, job satisfaction, as well as high performance. The company is the customer, and the employees are the performers.

TQM approach

From the point of view of this approach, the company itself acts as a supplier, and employees, on the contrary, are customers. The main goal of the manager in this case will be to find out the needs of employees and provide them with the opportunity to realize these needs.

Motivation

From what motivation the employee is guided by when performing work at the enterprise, his labor behavior will depend.

Everyone's motivation is different and depends on what a person needs, what values, priorities, desires, motives he has. Interests are formed on the basis of certain needs. Motives and values ​​are formed under the influence of various interests, the formation of which is directly influenced by the psychological situation in the team, self-assessment and assessment of the management of the employee, various incentives and rewards at work. Motives and values ​​interact with each other. It depends on them what will be the formation of labor behavior.

The amount of effort invested in it depends on how much remuneration an employee receives for the work performed. To achieve the maximum result in work, a person needs to receive both moral satisfaction from work (self-realization, verbal praise of the management, respect in the team) and material satisfaction (the proper level of payment, bonus, the opportunity to move up the career ladder).

Qualities of a leader

Many people, taking leadership positions, tend to forget the fact how, after their appointment, relations in a subordinate team will develop. This issue is quite important at the present time, since peace of mind in the team is both the success of the company and its profitability in the future. Also, one should not ignore the moment of mutual understanding in a group of people, because this aspect can affect the acceptance of a new boss by the team, and many other negative factors that will directly affect the work of the company. After all, the mood of a person depends on the psychological atmosphere in the team, the attitude of workers and management to each other.

According to their social status, the leader, of course, is higher than the subordinates, but they have the advantage - the number. As practice shows, it is rather difficult to resist and adequately manage such groups. Scientists consider this ratio as the principle of individuality and the principle of collectivity. In all respects, collectivity always wins over individuality, because with such a systematic approach, various so-called “upstarts” fall out of the team and the emphasis is on averaging human potential, teamwork develops more thoroughly.

The trend of this format is quite harmful and dangerous for society as a whole, since initially a person’s creative development is stopped, they are not allowed to develop as a person and show the results of their work. Many of us know the fact that the brighter and richer the individuality in the team, the more developed the team itself. Therefore, the main issue for an experienced young leader is the qualitative ability to skillfully penetrate the team between the opposing personalities "I" and "we" and establish close, mutually beneficial relations between them for a long time.

Leadership is the main component of leadership. To ensure successful career growth for an organization, it is necessary to have a reliable leader with all the qualities of a leader. The effectiveness of managing the relations of the labor collective depends on the functions performed by the manager. I. Ansoff listed the main functions that the head of the organization should perform:

1. a leader who is respected by colleagues and able to exert the necessary influence on subordinates)
2. the function of the administrator implies the ability to monitor the performance of work, set goals and control their achievement, compliance with the order and established standards)
3. as a planner, the leader must monitor changing trends, think about the development of the organization, plans for the future, concentrate forces and resources on the main areas of work, and also have the ability to analyze the situation of the organization and make the necessary decisions to eliminate problems with the development of the organization)
4. in the role of an entrepreneur, the leader must be able to find non-standard and original solutions, take responsibility for the state of the organization and assess risk soundly, while trying to avoid it.

Also, the leader will have to reveal himself in the following roles:

• thinker - search for alternative solutions to problems, monitoring the work of departments)
• organizer - control over employees and their work)
• staff worker - processing and compiling the necessary documentation)
• personnel officer - responsible for recruitment)
• educator - motivation and support of employees)
• supplier - supply of all the personnel necessary for the work)
• social activist - leads meetings and meetings, establishes contacts with other organizations)
• innovator - responsible for delivering fresh ideas and working methods)
• supervisor - monitors the observance of order in the team)
• diplomat - communication with other organizations and their leaders.

Social functions are revealed in the leader during the performance of various roles. Leadership functions can be divided into two main groups:

1. Achievement of the team goal.
2. Caring for the team and maintaining relationships between employees. This function has a deeper psychological background, the assessment of which will help increase the authority of the leader in the eyes of his colleagues.

One of the key tasks of organizing the effective work of any enterprise is the choice of a leader. The key to the success of management lies in the personal qualities of a potential applicant, special knowledge and experience. Only a combination of all these components will allow you to "grow" an effective leader.

Equally important is the skill to skillfully use psychological methods and techniques. It is no secret that among the top managers there are many people with clearly insufficient education. This is offset by leadership qualities and the ability to manage a team. But this does not exempt the main contingent of mid-level and small-level managers from continuous improvement of qualifications through the passage of various educational programs.

In any case, the effectiveness of management is determined by the results of the enterprise and the economic feasibility of decision-making. The control mechanism does not always lie on the surface. On the contrary, most often the balance of the interests of the employer and the performer, with the right guidance, is an extremely subtle and inconspicuous matter. A good leader is, first of all, a creative person who is dedicated to the work he does.

It has long been noticed that, having achieved good results in one place, and then changing it, a successful leader in a new position with a high degree of probability will be able to organize the process in the right direction. This allows you to confirm the fact that the leader is a profession, not a position. The existing natural inclinations, developed by education and strengthened by experience, allow especially purposeful people to solve their tasks in a leadership position.

• Corporate culture

1 -1

AUTONOMOUS NON-PROFIT ORGANIZATION

HIGHER PROFESSIONAL EDUCATION

CENTROSOYUZ OF THE RUSSIAN FEDERATION

"RUSSIAN UNIVERSITY OF COOPERATION"

KAZAN COOPERATIVE INSTITUTE (BRANCH)

Department of Economics and Management at the Enterprise

COURSE WORK

in the discipline "Management"

on the topic: "Team management"

Completed by: 5th year student, group 281, specialty 080502

"Economics and management at the enterprise" Salakhova G.R.

Head: Ph.D., Associate Professor

Moreva I.V.

Introduction

Theoretical foundations of team management

2 Types and psychological characteristics of teams

Peculiarities of team management on the example of the enterprise Ikmek LLC

2 Analysis of the team management methods used at the enterprise Ikmek LLC

3 Improving the efficiency of team management at the enterprise Ikmek LLC

Conclusion

List of used literature

INTRODUCTION

Managing an organization - a system created by people (a group of people whose activities are consciously coordinated to achieve a common goal or goals) - is a complex job, it is also a special kind of activity that turns an unorganized crowd into an effective focused and productive group. Management - individual managers - must recognize that each employee is an individual with unique experiences and demands. In other words, management achieves the goals of the organization through other people.

The sources of moral and psychological illnesses of the labor collective, negative behavior are the thoughts and feelings of workers. The only way to change behavior is the leader's knowledge of the inner world of a person and the mastery of restructuring him in a positive mood. Therefore, high psychological competence of leading personnel is of great importance.

First, knowledge is needed for self-assessment and self-improvement of the individual.

Secondly, you should have a complex of knowledge and skills of communicating with people.

Thirdly, psychological and pedagogical competence is necessary, associated with the implementation of the function of the educator of subordinates.

Fourthly, knowledge of the psychological patterns of the functioning of the team is needed, since the leader must accurately assess interpersonal and group relations in the organization and be able to harmonize them.

The ability to skillfully build business relationships, regulate the psychological climate - one of the main signs of the professional suitability of managers.

The basis of any organization is people, and without them the functioning of the organization is impossible. The labor collective is a formal (formalized) community of people united by joint activities to achieve certain goals (production, building repairs, scientific research).

A team (from lat. collectivus - collective) is a group, a set of people working in one organization, at one enterprise, united by joint activities within an organization. In a broader sense - people united by common ideas and interests.

Undoubtedly, research into the issues of improving the mechanisms for effective management of teams of organizations in modern conditions, arming practitioners with specific scientifically based recommendations, including on the forms and methods of interaction between subjects and objects of management, is a very important, timely and relevant task. The continuous change in the socio-economic situation, especially in the context of reforming the ideological and economic structure of the state system, as is the case in Russia, requires constant improvement in the methods of managing the professional activities of any team.

Without solving the problem of increasing the efficiency of all key elements of the control mechanism, it is difficult to count on success in the activities of any industrial enterprise or organization in modern conditions. It is this circumstance that makes the problem of improving the forms and methods of forming the mechanism of managing a team very relevant.

The purpose of this course work is to consider the interaction in the group: team management.

Achieving this goal involves solving the following tasks:

to consider the basic concepts and signs of the labor collective;

to study the types and classifications of the labor collective;

explore methods of effective management of the workforce;

analyze the team management system at the enterprise Ikmek LLC

1. THEORETICAL FOUNDATIONS OF TEAM MANAGEMENT

1 The concept and signs of a team

Today, people do not work alone, but as part of a group (a set of persons united by virtue of spatial community, activity, profession, random circumstances, etc.), which always acts as a single whole in relation to other groups.

Groups are real and conditional, the members of which are united statistically on some basis, but in both cases they exist objectively.

However, being part of a real group does not mean that people have to be around all the time and do work together. The main thing here is inclusion in a certain system of interpersonal relations.

Such relationships can be mutually positive, mutually negative, or asymmetric. Relationships are harmonious or only negative, or only positive.

In an organization, a group can exist as a subdivision, project team, committee, team, etc., while acting as a managing, managed or self-governing structure.

In accordance with the degree of cohesion of the participants, several types of groups are distinguished:

group-conglomerate (crowd) - consisting of persons who happened to be nearby and not related to each other;

group-association (flock) - a temporary formation for solving specific one-time problems;

The presence of a common goal for all its members. No matter how this goal is formed (as a result of mutual influence, individual goals or setting from the outside), it will always be the same for everyone, and not just the same, similar. Otherwise the group would be a union. Members of the group are not able to perform reasonable activity until there is a meaningful goal shared by all, the consciousness of the significance of which for a person is one of the foundations of the team.

Psychological recognition by team members of each other. This is based on common interests, ideals, views, similarity or complementarity of mores, etc.

Psychological recognition makes possible the practical interaction of people aimed at acquiring a goal. As a result of interaction, the capabilities of the group turn out to be greater than the sum of the capabilities of its accomplices individually. There are a number of circumstances for this:

interaction allows to overcome the limitations of the physical and intellectual abilities of each person;

due to the inevitable specialization of labor, it is possible to significantly increase its productivity;

in the process of joint activity, the participants, against their will, develop a spirit of competition that mobilizes hidden reserves and significantly increases the intensity of work;

conditions for successful problem solving are created where, for one reason or another, it is impossible to distribute responsibilities between individual participants.

The presence of a certain culture, represented by common values, norms, rules of conduct, traditions, requirements for the physical and moral appearance of participants, symbols, etc. propensity to maintain. Traditions exist in every group. As a result, he creates a complex of ideas about his own significance, superiority over others, giving him additional strength, stability, unity.

The presence of a system of public control that allows the group to influence the participants through supervision, sanctions, approvals.

The presence of a fairly well-defined structure:

functional - taking into account the production tasks performed by each;

political - based on belonging to one group or another;

socio-demographic - for example, by sex, age, education, etc.;

socio-psychological - in accordance with likes and dislikes;

behavioral, determined by the activity of people (core, undifferentiated part);

motivational - depending on the driving factors of behavior and so on.

Within a team, the following types of relationships arise between its members:

friendly cooperation, mutual assistance, which are based on complete trust;

friendly rivalry in certain areas within the framework of positive interaction;

formal cooperation with de facto neutrality;

rivalry within the framework of formal cooperation with mutual distrust;

focus on individual goals, even when working together;

rivalry and negative attitudes towards each other within the framework of common activity and mutual dependence (cooperation of antagonists).

1.2 Types and psychological characteristics of teams

Consider the classification of teams.

The composition of the teams are homogeneous (homogeneous) and heterogeneous (diverse).

Heterogeneous teams, differences between members of which may relate to gender, age, profession, status, level of education, etc., are most effective in solving difficult creative problems. Therefore, now, when versatile requests are presented to people by creation, it is desirable that the working team consists of dissimilar personalities with ambiguous capabilities. In conditions of intensive work, simple tasks are better handled by homogeneous teams. Since their members understand each other better, the possibilities for their mutual influence and the formation of a commonality of views and positions are higher here.

According to their status, groups can be divided into official and unofficial. The first, for example, the personnel of an organization or unit, are legally formalized and operate within the legal space. The latter are based on the nowhere recorded desire of people to cooperate with each other. The strength of such collectives lies in the fact that they cannot be caught legally and organizationally and tied to norms and rules.

According to the nature of internal connections, formal and informal teams are distinguished.

In formal relationships, they are prescribed in advance, in informal ones they are formed spontaneously, by themselves.

A formal team unites people only as representatives of positions, the interaction between which is initially predetermined by the technology of work.

However, a person cannot do without personal contacts, including when solving purely official problems. As a result, along with the formal, an informal team emerges as a system of unprogrammed business and emotional relationships.

As a rule, no collective can be either only formal or only informal, but contains both those and other elements. In practice, one part of the organization operates on the basis of predominantly formal principles (for example, accounting), the other - informal (scientific divisions). Depending on the situation, the ratio of formal and informal moments is constantly fluctuating.

Based on the terms of existence, teams are divided into temporary (designed to solve a one-time task) and permanent.

An important feature according to which collectives can be classified is the degree of freedom provided to their members.

Firstly, we are talking about the freedom of inclusion in the team (it varies from the obligation of conscripts to serve in the army to complete voluntariness when joining a dog breeders' club).

Secondly, we can talk about the freedom to carry out activities within the framework of a team (in one case, for example, a person is required to perform certain duties; in another, legal membership is enough. This allows people to simultaneously be members of several teams and be active primarily where it is more appropriate at the moment). The possibility of membership in many groups is due to the multifaceted structure of the personality.

In accordance with the functions, instrumental groups are distinguished, focused on solving a specific problem, and emotional, the purpose of which is to satisfy personal needs and communicate. In turn, the functional classification can be supplemented and detailed by the classification by type of activity.

The implementation of functions presupposes a certain degree of internal division of labor.

In some collectives, it exists only as a quantitative one, creating the possibility of complete interchangeability of workers. In others, there is a specificity of individual types of labor within the same quality, which already limits interchangeability. In the third, there is a deep qualitative division, which generally excludes interchangeability, which makes it difficult for the team to function normally when one of its members is ill or leaves.

Groups are divided into small and large groups.

In small, there are constant personal contacts between all the participants. This gives them additional flexibility and overall higher performance and job satisfaction. The number of members of a small team, as a rule, does not exceed 20 (optimally 5-7).

Large groups, where there are practically no direct connections between people, are called secondary. They are usually formed according to the target principle, i.e. "for the task", so the main importance here is given not to the personal qualities of the participants, but to their ability to perform certain functions. Special managers are needed to manage such teams.

If the responsibilities (both performers and managers) are clearly distributed, people here can be painlessly replaced, because there will always be a person with the necessary knowledge and skills.

Collectives differ from each other psychologically, which is manifested in the nature of their internal climate, the state and degree of cohesion of the participants. Let's consider these points in more detail.

The psychological climate is a phenomenon that reflects the state of internal relationships in the team. It is influenced by the requirements of the administration, management methods, the degree of compatibility of people, etc. The importance of a favorable psychological climate can be judged, for example, by the fact that a good mood increases the efficiency of people's work by about one and a half times.

The psychological state is determined by the degree of satisfaction of people with their position. It is influenced by the nature and content of the work, attitude towards it (love or dislike), prestige, remuneration, growth prospects, the presence of additional opportunities (to solve their own problems, see the world, meet useful people), psychological climate.

The psychological state can take the form of social tension (consciousness, emotions or behavior), which manifests itself in general internal dissatisfaction, external aggressiveness, the search for the guilty, strikes, sabotage, dismissals, etc. This situation is caused by the negative impact of specific circumstances or the social environment as a whole, in As a result, a person cannot fulfill his needs for a long time.

The psychological state can be improved by changing the objective conditions of people's activities, teaching them to live according to the laws of the collective, to obey the established requirements and procedures.

Cohesion manifests itself as the psychological unity of employees on the most important issues of the life of the team, manifested in the attraction of participants to it, the desire to protect and preserve it. This is due to people's search for help or support from each other, mutual emotional preferences, understanding of the role of the collective principle in providing their guarantees.

In close-knit teams, people, as a rule, communicate more closely, adapt more easily, value each other more and feel more confident, work more efficiently. Disagreements here are usually only on the means of achieving goals, while a loose team - on all issues, which sooner or later leads to its collapse.

Influencing people, the team in many ways (up to 40 percent of cases) contributes to changing their behavior. The reasons are that the person:

has the opportunity through the eyes of his comrades to look at himself from the outside, evaluate his actions;

must adapt to those around him his desires, interests;

receives additional impulses that stimulate creative activity, the desire for improvement, superiority.

Depending on the nature of the collective itself, its influence on the individual can be both favorable and unfavorable. So, a positively minded team is able to resist the antisocial behavior of an individual, and a negatively minded team is able to exert a corrupting influence on it.

In turn, people also try to influence the team, to make it more "convenient" for themselves. A strong personality can even subjugate him to himself, including as a result of a conflict; the weak one, on the contrary, obeys him and dissolves in him in exchange for taking care of his well-being.

The ideal situation from a managerial point of view lies somewhere in the middle and is characterized by trusting partnerships between the labor collective and its members, who do not give up their own positions, but are respectful of common goals and needs.

3 Team management methods

Management methods - a set of methods and techniques for influencing the subject of management through its unity on the managed object to achieve the goal; ways, methods of influence of the subject on the object of management (not excluding the reverse impact of the object on the subject), the leader on the team and the team on the leader.

Management methods are classified according to numerous criteria. So, there are methods of direct and indirect influence. When using the former, a direct result of the impact is assumed, while the latter are aimed at creating certain conditions for achieving specific results. There are methods of formal and informal influence. Their ratio reflects the characteristic features of the management style.

The most important is the classification of management methods based on the objective laws inherent in the management system, as well as the needs and interests of the person or persons who are affected. On this basis, management methods are distinguished:

organizational (organizational and administrative, administrative);

economic;

socio-psychological;

Organizational management methods are a system of influencing organizational relations to achieve specific goals. The performance of the same work is possible in different organizational conditions, with different types of its organization: strict regulation, flexible response, setting common tasks, establishing permissible boundaries of activity, etc.

Economic methods of management - a set of methods of influence by creating economic conditions that encourage employees of enterprises to act in the right direction and achieve the solution of the tasks assigned to them. Among the economic methods of influence, planning, financing, pricing, economic incentives and cost accounting stand out.

Socio-psychological methods of management - methods of influencing the object of management, based on the use of socio-psychological factors and aimed at managing socio-psychological relations that develop in the team. Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise. Elements regulated through psychological methods include:

Psychological planning is a new direction in work with personnel to form an effective psychological state of the enterprise team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. The most important results of psychological planning include:

formation of divisions ("teams") on the basis of psychological compliance of employees;

comfortable psychological climate in the team;

formation of personal motivation of people based on the philosophy of the enterprise;

minimization of psychological conflicts (scandals, resentment, stress, irritation);

development of a service career based on the psychological orientation of employees;

the growth of the intellectual abilities of the members of the team and the level of their education;

formation of a corporate culture based on the norms of behavior and images of ideal employees.

It is advisable that psychological planning and regulation be carried out by a professional psychological service of the enterprise, consisting of social psychologists.

Personality types characterize the inner potential of a person and his general orientation towards the performance of certain types of work and areas of activity.

Temperament is a very important psychological characteristic of a person to determine the purpose and place of each employee in a team, the distribution of managerial tasks and psychological methods of working with a particular person.

Character traits determine the direction of the human world, the level of need for communication. According to the predominance of certain character traits, people are divided into extroverts and introverts. An extrovert is extremely sociable, responds to everything new, interrupts the type of activity, sometimes without finishing work, if a new interlocutor appears, a stimulus. Motivation for activity is fickle and is directly dependent on the opinions of others, altruistic inclinations are expressed, sometimes for the sake of others a person forgets himself. An introvert is closed, in behavior he proceeds only from internal considerations, therefore sometimes his actions seem pretentious and eccentric to those around him. Intuition is well developed, he calculates the situation very accurately, his decisions are often promising and justified in the future. An introvert is emotionally cold, poor facial expressions and gestures alert interlocutors and prevent frankness in conversation.

The orientation of the personality is an important psychological characteristic of a person and is considered from the point of view of needs, interests, motives, beliefs and worldviews.

Intellectual abilities characterize the possibilities of understanding, thinking, consciousness of a person and are important for professional orientation, evaluation of people, career planning and organization of career advancement. The main attention should be paid to the level of intelligence of the employee, which has three gradations (high, medium, low). The ability of rational thinking is an essential requirement for management personnel and specialists. The level of consciousness determines the compliance of the employee with the moral code of the enterprise. Logical abilities are indispensable in engineering and scientific activities. Intellectual abilities are revealed with the help of psychological methods. Human memory is an important component of intellectual abilities.

Methods of cognition are tools with which a person studies reality, processes information and prepares draft decisions. The most famous methods of cognition are analysis and synthesis, induction and deduction. Analysis involves the study of a phenomenon based on classification, division into elements, identification of alternatives, and the study of internal patterns. Synthesis, on the contrary, is based on the study of interelement relationships, the construction of a system of individual elements, the study of external patterns and relationships. In the process of cognition, analysis and synthesis are used together, for example, when building a diagram of the organizational structure of enterprise management.

Induction is a conclusion from the particular to the general based on the study of various facts and events, the results of which develop a hypothesis (general statement) about a certain pattern. Deduction, on the contrary, is a conclusion from the general to the particular, when hypotheses (rules, principles) are put forward in the form of absolute truth, from which a conclusion is drawn about particular patterns. An example of the application of methods of induction and deduction is the development of an enterprise philosophy. Psychological images make it possible to train personnel on the basis of typical patterns of behavior of historical figures, major managers and production innovators. Artistic images are used for aesthetic and cultural education of the company's employees, especially young people. Graphic images are an integral part of engineering activities, especially with the use of modern multimedia technical means, when the design of new technologies is carried out on a computer. Visual images are very useful in personnel work, because allow to ensure the recognition of a particular person in the work collective. Practical actions, colloquial language, writing, various sign models are the material form of the embodiment of images.

Methods of psychological influence are among the most important elements of psychological methods of management. They concentrate all the necessary and legally permitted methods of influencing people for coordination in the process of joint labor activity. These include:

persuasion is based on a reasoned and logical impact on the human psyche to achieve the set goals, remove psychological barriers, eliminate conflicts in the team;

imitation is a way of influencing an individual worker or a social group through a personal example of a leader or innovator of production, whose behavior patterns are an example for others;

involvement is a psychological technique by which employees become accomplices in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in a team, etc.;

motivation is a positive form of moral influence on a person, when the positive qualities of an employee, his qualifications and experience, confidence in the successful completion of the assigned work are emphasized, which makes it possible to increase the moral significance of the employee in the enterprise. In the Soviet period, such forms as entering on the Board of Honor, presenting a Certificate of Honor, conferring the title "Winner of the Competition", "Drummer of Labor", etc. were widely used to induce labor.

coercion - an extreme form of moral influence, when other methods of influencing a person have not yielded results and the employee is forced, perhaps even against his will and desire, to perform certain work. It is advisable to use coercion only in emergency (force majeure) circumstances, when inaction can lead to casualties, damage, loss of property, people, accidents;

condemnation - a method of psychological impact on a person who allows large deviations from moral norms in a team or the results of work and the quality of work of which is extremely unsatisfactory. Such a technique cannot be used to influence people with a weak psyche and is practically useless for influencing the backward part of the team;

the requirement has the force of a command, it can be effective only when the leader has great power or enjoys unquestioned authority. In other cases, this technique may be useless or even harmful. In many respects the categorical requirement is identical with the prohibition, acting as a mild form of coercion;

command is used when fast and accurate execution is required without any critical reactions. When executing commands, they do not reason. In life, there are prohibitive and incentive varieties of commands. First: "Stop!", "Stop being nervous!", "Shut up!" etc. - aimed at immediate inhibition of undesirable acts of behavior. They are given in a firm calm voice or a voice with an emotionally colored tone. Second: "Go!", "Bring!", "Perform!" etc. - are aimed at the inclusion of behavioral mechanisms of people;

praise is a positive psychological method of influencing a person and has a stronger effect than condemnation. Sometimes it is enough to say to a young employee: "Today you work much better and if you improve the quality even a little bit, you will achieve excellent results." However, such praise for an experienced worker can be perceived as an insult, and it is better to celebrate his success in a solemn atmosphere in front of the whole team.

a request is a very common form of communication between colleagues, young and experienced workers and is less often used in the relationship between a manager and subordinates. Asking, seeks advice, help, instructions from another employee when he doubts the forms and methods of performing work or is unable to do it on his own. The manager's request is an effective method of leadership, because is perceived by the subordinate as a benevolent order and demonstrates respect for his personality.

advice - a psychological method based on a combination of request and persuasion, often used in the relationship of colleagues, mentors of young workers and experienced managers. You can say to the worker: "Ivanov, change the tool" - this is a form of order. You can say in another way: "I advise you to change the tool." However, in operational work requiring quick decisions, the use of advice and requests from the manager should be minimized and excluded in cases where the worker allows marriage and disruption of tasks.

So, psychological methods are the most subtle tool for influencing social groups of people and a person's personality. The art of managing people consists in the dosed and differentiated use of certain methods from those listed above.

FEATURES OF TEAM MANAGEMENT ON THE EXAMPLE OF THE ENTERPRISE LLC "IKMEK"

1 Characteristics of the company Ikmek LLC

Ikmek LLC belongs to the enterprises of the food industry of the Republic of Tatarstan in the Apastovsky district. The production capacity of the enterprise is 1190 tons of bread and bakery products per year.

LLC "Ikmek" was created on the basis of the cooperative enterprise of the Apastovsky Raipo, which was built in 1936 and in 1938 produced the first products.

Currently, Ikmek LLC produces and sells a wide range of food products: bakery and flour products, pasta confectionery and fish smoking.

The total area of ​​the enterprise (main and auxiliary industries) at the beginning of 2005 amounted to 898 sq.m. The production area is 752 sq.m. The average number of employees at the enterprise is 61 people.

Ikmek LLC is an independent entity with the rights of a legal entity, has an independent balance sheet, official and other seals, a stamp, letterheads indicating its name, bank accounts.

The management of the enterprise is carried out in accordance with the current legislation and the Charter on the basis of a combination of the rights and interests of the workforce and shareholders. The enterprise independently determines the management structure, sets the staff and management costs. The head of the enterprise is determined by the General Meeting of Shareholders.

The most important means of forming a highly effective enterprise management system is organizational design. Therefore, the enterprise is constantly searching for the optimal structure of organization and management. The existing organizational structure of the enterprise is based on traditional principles and methods of management and accumulated organizational experience.

The states and number of personnel of the divisions are determined by the staffing table approved by the director on the basis of an established labor plan.

Ikmek LLC has sufficient average qualified personnel.

Composition of personnel as of 01.01.2011

Category of employees people in percent1. payroll (total)61Men 1524.6Women 4675.4Including: Managers34.9Specialists711.5Officers23.3Workers4980.32. have education: Higher education (total) 23.3 Including: Managers 23.3 Specialists Employees Managers1SpecialistsEmployeesWorkers4472.13. age distribution16-2446.625-2923.330-391118.040-493760.650-54711.555 and older

The company constantly calculates the need for personnel for future periods and the corresponding costs for wages. The system of material incentives includes wages, cash bonuses, as an instrument of material incentives, it is planned to use the system of participation of employees in the profits of the enterprise. Training and retraining of personnel is carried out at the enterprise. For an effective and complete analysis of the enterprise's activities, it is necessary to study its main technical and economic indicators.

The total volume of production in 2010 amounted to 13,632 thousand rubles. The growth rate was 118%.

Machinery and equipment (73%), buildings and structures (25%) make up the largest share in fixed assets. Based on the analysis, we can conclude that the largest share in the enterprise belongs to production and active fixed assets. It is planned to modernize the production by equipping it with new special technological equipment. This is due to the low rate of renewal of fixed assets.

2.2 Analysis of the methods of team management used at the enterprise "Ikmek" LLC.

To analyze management methods, it is necessary to study the composition and structure of industrial and production personnel, analyze the degree of staffing in accordance with the required level of qualification for each category of workers: workers, specialists, managers.

The effectiveness of the organizational structure at Ikmek LLC is explained by the rather high professional level of employees, as evidenced by Table 2.2

Table 2.2. The professional composition of employees of Ikmek LLC

IndicatorsIndicator value for Growth rate, %20102011higher22100specialized secondary13 15115secondary (vocational and general secondary)4344102.3TOTAL5861105.2

It can be seen from the table above that the management staff has secondary specialized and higher education.

The specifics of this enterprise is such that the fact of having a higher education is not significant for its management. Secondary specialized and vocational education is suitable for successful activity in this industry. And as can be seen from the data given in the table, the number of such workers is sufficient to ensure the successful functioning of the organizational structure for managing the team.

Analysis of the composition and structure of the team at Ikmek LLC is presented in Table 2.3.

Table 2.3. Analysis of the composition and structure of industrial and production personnel

Category of workers Average headcount, people Change 2011 vs. 2010 20102011 absolute (group 2-group 1)% (group 2: group 1) * 100 PPP, people 58613105.2 Including: workers 49512104.1 employees9101111.1 Of which: managers 11-100specialists77- 100other employees121200

From this table, we can conclude that the largest share in the overall structure of industrial and production personnel is occupied by workers. There have been changes in the overall structure of the staff. The proportion of workers has increased, but this indicator for managers and employees has decreased.

An analysis of the age composition of the staff should also be carried out.

Table 2.4. Age structure of personnel at Ikmek LLC

Age groups of employees, years Number of people In % of the total number Change in 2010 201120102011 Number, people weights16-24446.896.550-0.3425-29223.453.27--0.1830-39121120.6918.03-1- 2.6640-49333756.8760.65+ 4+ 3.7850-547712.0711.48-- 0.50-0.81

The data in the table above shows that the majority of employees are at an age when they have a lot of work experience. They are able to transfer this experience to young specialists. It is also important that the personnel of the enterprise work together for a long time and this allows for effective management, since at many stages of production, control over the implementation occurs on the part of the employees themselves. This also reduces the cost of additional measures for the implementation of control by higher authorities.

The Ikmek LLC enterprise has a personnel department, which very successfully implements the personnel policy of the organization. The enterprise carries out career guidance of personnel, training, training, advanced training of employees. Naturally, this contributes to an increase in the efficiency of labor resources.

During the period from 2010 - 2011, 3 people improved their professional qualifications at production and economic courses. Qualifying exams were passed and ranks were raised.

3 Improving the efficiency of team management at the enterprise Ikmek LLC

management team staff

The most important condition for the effective work of the leader is the creation of a well-chosen team of supporters and partners who are able to realize and implement the ideas and plans of the leader. The team will be able to more or less effectively achieve its goals if it is well organized, informed, disciplined, united and active.

The following factors also influence the efficiency of Ikmek LLC:

its size and composition;

group norms of behavior, unanimity and status of its members;

labor relations in the team and the criteria used in management.

The size. Some research has shown that teams of 5 to 11 members tend to make better decisions and experience greater job satisfaction. In general, as the size of the team increases, communication between its members becomes more complicated and it becomes more difficult to reach agreement on issues related to the activities of the team and the performance of its tasks.

Compound. The composition refers to the degree of similarity of personalities and points of view, the approaches that they show when solving problems.

It is recommended that the team be composed of dissimilar personalities, as this promises greater efficiency than if the team members had similar points of view. A team with different points of view of its members develops better solutions.

Group norms of behavior. Norms, customs, traditions determine the direction of the work of the team and the expected results.

They are designed to prompt the members of the team the discipline of behavior in the performance of production tasks. Subject to the conformity of their actions and norms, each individual can count on belonging to a group, on its recognition and support. Leaders should be careful when discussing group norms. For example, it may seem that agreement with the leader in these matters is a manifestation of loyalty, but such behavior will actually lead to the suppression of opinions and initiatives.

Group consensus. This is the tendency of each individual to suppress his real views on any phenomenon in order not to disturb the unity and harmony of the group. Group members feel that disagreement undermines their sense of belonging to the group and therefore disagreement should be avoided.

In order to preserve what is understood as unity and harmony among group members, the group member decides that it is better not to speak his mind. In an atmosphere of group unanimity, the paramount task for the individual is to stick to a common line in the discussion if he has different information or point of view.

Since no one expresses opinions that are different from others, and does not offer a different point of view, everyone assumes that everyone else thinks the same way. No one knows that other members may also be skeptical or simply concerned. As a result, the problem is solved with less efficiency, since all the necessary information and alternative solutions are not discussed and evaluated. When there is group consensus, there is the possibility of a mediocre solution that does not offend anyone.

Conflict. While diversity and active exchange of opinions is helpful, it can lead to intra-group disputes and other manifestations of open conflict, which are always detrimental to work.

status of team members. The status of an individual in a team is determined by a number of factors, including such as seniority in the position, education, organizational talent, awareness, experience, location of superiors, etc. These factors can raise or lower status depending on the values ​​and norms in the group.

Members of a group whose status is high are able to influence group decisions more than a member of a group with low status. However, this does not always lead to increased efficiency. For example, a person who is new to a firm may have more valuable ideas and experience on a project than someone with a high status acquired through years of management experience. In order to make effective decisions, it is necessary to take into account all the information relevant to a given issue and weigh ideas objectively. The group will have to work together to ensure that the opinions of high-status members do not dominate it.

Labor relations in the Ikmek LLC team begin from the moment the employee is hired, when the relationship between the employee and the employer is established through an agreement called a contract or an employment contract.

The employment contract includes two obligatory clauses:

) labor function, which indicates the title of the position, place of work, qualifications, specialty, job duties and others;

) wages. This information is included in the appointment letter. The duties of the administration include familiarizing the employee with the assigned work and its conditions, rights and obligations, internal regulations, safety instructions and other rules.

CONCLUSION

Management is to some extent an art. In some situations, leaders can become effective in their work by structuring tasks, planning and organizing tasks and roles, showing concern and providing support. In other situations, the manager may find it more appropriate to exert influence by allowing subordinates to participate to some extent in decision-making, rather than structuring the conditions for doing work. As Adjiris rightly points out: "...effective leaders are those who can behave differently - depending on the requirements of reality"".

The leader must be an outstanding person who masterfully masters the art of communication, persuasion, dialogue, has a sharp, extraordinary mind and solid erudition in all spheres of life and knowledge. Any leader works primarily with people, he must know all the subtleties of "human engineering" and possess extensive humanitarian, human knowledge.

Managing an organization in our dynamic time is a complex job that cannot be done successfully with simple, dry, memorized formulas. The leader must combine an understanding of general truths and the significance of the many variations that make situations different from one another.

The modern approach to organization is a balanced combination of human values, organizational change and continuous adaptation to changes in the external environment. All this requires significant changes in the principles, methods and forms of work with a person in an organization.

Experienced leaders know that each member of a group given a specific assignment will respond differently, sometimes in unpredictable ways. People's actions depend not only on necessity or their explicit desires, but also on many complex subjective factors hidden in the subconscious or acquired as a result of education. Some people have a noticeable power of habit, tradition, a whole system of prejudices and stereotypes of behavior, others act this way and not otherwise, under the influence of moral principles, social or political ideals. A person reacts to external events most often impulsively, without a deep analysis of causes and effects. Education, upbringing, age, experience and many other factors determine the reaction of the individual to the environment. The leader must know the complexity of the motivational tendencies of the individual and not be surprised at the inadequacy of people's reactions to control actions.

Human potential, the ability of the manager to correctly set the goal and effectively manage resources become the main factor in the success of the organization. The problems of human resource management of the organization come to the fore. An individual approach to a person allows the company to achieve better results.

A talented leader always acts as a role model among subordinates, peers, and even for higher bosses. Original management methods, norms of behavior are difficult to convey through conversations and moralizing, they are more effectively transmitted through behavior, actions that can be observed constantly during production contacts.

LIST OF USED LITERATURE

1. V.R. Vesnin "Management" textbook, Prospekt Publishing House LLC, 2009

. #"justify">. #"justify">. E.L. Dracheva, L.I. Yulikov "Management", Publishing House "Mastery", 2010

I.A. Skopylatov, O.Yu. Efremov "Personnel Management" electronic textbook #"justify">. A. M. Stolyarenko, N.D. Amaglobeli "Psychology of Management" textbook, UNITY-DANA publishing house, 2009

A.V. Karpov "Psychology of Management", Moscow, GARDARIKI, 2010

. #"justify">. E.A. Guryanova, I.N. Guryanov "Management of organizational management", Kazan: Ed. Fatherland, 2010

. #"justify">. Shekshnya S.V. "Personnel management of a modern organization." - M., 2009.

Travin V.V., Dyatlov V.A. “Enterprise personnel management”. -M., 2010.

Glushchenko V.V. Glushchenko I.I. Development of a management solution. Forecasting-planning - M: Wings, 2011.

Dessler G. Personnel management. - M. 2010.

Bazarov T.Yu. Personnel management of a developing organization. - M., 2009.

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Content
Introduction…………………………………………………………………………...3

1. 
   The concept of a work collective………………………………………………………………………………………………………………………………………………………………………………………………………………………………
2. 
   Types and structure of the labor collective……………………………………6
3. 
   Socio-psychological characteristics of the team……………..10
4. 
   Workforce management……………………………………..13
5. 
   Management through committees……………………………………...17

Conclusion………………………………………………………………………….20

List of used literature…………………………………………...21

Introduction
The implementation of radical socio-economic and political reforms, as a rule, is associated with a certain dehumanization of relations between people included in various management systems. The situation in Russia is no exception. Nevertheless, overcoming the crises that arise at this stage is impossible without refusing to ignore the problems of relations with personnel, from the desire to manipulate personnel. And more and more, personnel management is recognized as one of the most important areas of an organization's life, capable of multiplying its efficiency, and the concept itself "personnel Management" is considered in a fairly wide range: from economic and statistical to philosophical and psychological.

At the heart of the approach of the team of authors - representation of the sphere of personnel management as a special "human dimension" of the organization. To a large extent, this angle of view was determined by the professional basis of the members of the group of authors - basically humanitarian. But not only this.

The practice of advising Russian organizations over the past five years indicates a serious strategic turn in the management approaches of most successful firms towards greater attention to the human, primarily professional and cultural component of their activities. And this requires a comprehensive consideration of the sphere of personnel management. At the same time, the most important aspect of the analysis is the idea of ​​a holistic organizational and managerial context for the functioning and development of the organization.

1. 
   The concept of the workforce

Under the conditions of the existence of various forms of ownership, market and competition, the role and importance of labor collectives is significantly changing.

A labor collective is an association of employees who work together at a state, cooperative, public, private enterprise (association, firm, concern, etc.), institution, organization.

As part of a single labor collective, there are labor collectives of shops, departments, sections, brigades and other divisions. The powers and independence of the collective in making various kinds of decisions, in the development of management and self-government are gradually expanding. To create a work collective, at least the following conditions are necessary:

A) the presence of at least two people who consciously consider themselves part of this group;

B) the presence of at least one goal, which is accepted as common by all members of this group;

C) the presence of group members who deliberately work together to achieve a goal that is meaningful to all.

The role and importance of labor collectives in the development of society is enormous. The prosperity of society, the level and quality of life of people ultimately depend on the efficiency and quality of work of workers. The path to the success of each labor collective is a reduction in production costs and costs, an increase in its efficiency, technical and technological level and the level of organization of production; increasing the volume and quality of products and services; maximum consideration of consumer requests and price reduction in order to conquer the sales market, as a result - the improvement of the entire economy and the standard of living of the population in particular. Each work team has its own working environment.

Human labor is defined as a purposeful human activity, in the process of which he (man) creates material and spiritual values ​​to meet essential human needs. Labor is always performed in a certain space and time by certain means of labor within the framework of specific social relations that arise between people in the course of their labor activity. In this case, the environment can be understood as a set of conditions and influences that exist in a certain environment. Human labor activity is carried out in the working environment. Therefore, the working environment refers to the means, working conditions and relationships of individuals participating in the labor process.

The working environment includes physical factors - these are air, temperature, humidity, lighting, labor registration, noise level, etc., as well as technical and technological factors - these are means of labor, objects of labor and the technological process. Means of labor, objects of labor and people in the labor collective are in constant interaction. The elements of the physical work environment are subject to constant change. These changes occur more rapidly among elements of the physical working environment that are the product of human labor and generate a range of social consequences. The change in the material elements of the physical working environment, which are part of nature, occurs more slowly and up to a certain point with less social consequences.

The position of a person in the labor collective can be different and depends on whether the physical working environment is dominated by material factors that are part of nature, or material factors that are the product of human labor. The relationships that people enter into in the process of labor activity form a social working environment.

In the course of labor activity, people enter into social relations, and within the framework of these social relations, interpersonal relations and mutual behavior of individuals are formed. The nature of interpersonal relations in the work team is determined by the social status and role of the individual in the work team and has a significant impact on human behavior in the work environment and the achievement of the effect of labor activity. The behavior of workers and the efficiency of labor activity are also influenced by such factors as the forms of organization and remuneration of labor, production and living conditions, the living environment of workers, etc.

1. 
   Types and structure of the labor collective

The group can act as a managing, managed or self-governing structure with varying degrees of cohesion of its members - from an unorganized crowd to a single team. To be considered a team, a group must satisfy several criteria, the main of which can be considered the presence of a common goal for all its members (see paragraph 1). The latter can be formed as a result of the mutual influence of their individual goals or be set from the outside in accordance with the mission of the organization, but it will always be joint, the same for everyone, and not just the same. Another sign of the collective is the psychological recognition by the members of the group of each other, identification with it, which is based on common interests, ideals, principles, similarities or mutual complementarity of characters, temperaments, etc., although these points should not be overestimated.

Such psychological recognition is made by the constant practical interaction of people, as a result of which the potential turns out to be significantly greater than the sum of the potentials of each of its members.

Firstly, interaction makes it possible to overcome the limitations of the physical and intellectual abilities of each individual.

Secondly, on its basis, it is possible to perform a much larger amount of ordinary work due to the division and specialization of labor and the emergence, in addition to the participants, of the spirit of competition, which mobilizes hidden and significantly increases the intensity of activities.

Thirdly, conditions are created for the successful solution of problems; for one reason or another, it is impossible to distribute responsibilities between individual members of the group.

The fourth sign of the team can be considered the presence of a certain culture, expressed in common values, symbols, norms and rules of behavior in the team, entry or exit from it, requirements for the physical and moral appearance of its members. Each team has a tendency to idealize the past, present its history in the most favorable light, and maintain traditions. This forms a complex of ideas about the own superiority of some narrow area, gives it additional strength, stability, cohesion, and prevents disorganization.

Let's consider separate types of collectives from the point of view of management practice.

The composition of the teams are homogeneous (homogeneous) and heterogeneous (diverse). These differences may relate to gender, age, profession, status, level of education and other characteristics.

Heterogeneous teams are more effective at solving complex problems; they are effective in intensive creative work (brainstorming). At the same time, homogeneous ones solve simple problems better. The greater the similarity between the members of the team, the greater the influence that they have on each other, the faster a sense of community is developed. However, internal competition is sharper here, and therefore homogeneous teams are more conflicted, especially purely female ones. But in general, an effective team should still consist of dissimilar personalities.

Each team has a specific structure. She may be:

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

Political (in accordance with belonging to certain groups);

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

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

Behavioral, determined by activity, etc.;

Motivated (depending on the driving factors of behavior).

According to their status, groups can be divided into official and unofficial. The first, for example, the personnel of an organization or unit, are legally registered and operate within the legal space. The latter are based on nowhere recorded or even declared desire to cooperate with each other and the real practice of such cooperation.

According to the nature of internal connections, formal and informal teams are distinguished. Forms of communication are prescribed in advance; in informal groups, relationships develop spontaneously by themselves. The boundaries of formal and informal teams most often do not coincide, so some employees may not be accepted into them or, on their own initiative, adhering to neutrality. The strength of the informal collective lies in the fact that it is impossible to seize it in a legally organized manner and bind it to norms and rules. Knowing its composition helps leaders, especially new ones, to navigate the true state of affairs in the team.

Based on the terms of existence, teams are divided into temporary, designed to solve a one-time task, and permanent.

An important feature according to which collectives can be qualified is the degree of freedom presented to their members. At the same time, it is considered in two aspects: firstly, as the freedom to join the team, which varies in a fairly significant range - from the unconditional obligation for conscripts to serve in the army to the complete voluntary entry into the dog breeders' club.

You can also talk about the freedom of active participation in the activities of the team; in one sense it is required constantly, in another it may be episodic or even formal. This allows people to simultaneously be members of several teams and be active first where it is needed at the moment.

In accordance with their functions, groups are distinguished that are focused on achieving a specific goal, both official and unofficial; for the realization of common interests - communication. In turn, the functional classification can be supplemented and detailed by the classification by type of activity.

The implementation of certain types of activities presupposes a certain degree of intra-collective division of labor, which in fact can be very diverse. In some collectives, it corresponds only as a quantitative one, creating the possibility of complete interchangeability of work, in others, there is a specificity of individual types of labor, which makes interchangeability limited. Thirdly, there is a deep qualitative division of labor, which makes any kind of interchangeability of workers impossible in principle, so that the normal functioning of the team in cases of illness or departure of one of its members can be difficult, and this must be taken into account by the manager.

In terms of size, collectives are divided into small and large, and based not on the number of participants, but on the possibility or impossibility of directly maintaining permanent ties between members, although their potential circle is small.

In a large team, everyone performs a wide range of duties, the connection between individual and general tasks is clearer, it is easier to satisfy their needs and the audience, to get the necessary advice, but the remoteness of the performer from management and colleagues is greater and the interest is lower. Large groups are more economical, especially when performing simple repetitive operations, can more easily find a way out of an impasse, and they are more likely to resolve issues of succession.

Small collectives, whose members maintain not only direct, but also emotionally colored friendly contacts, are called primary. Usually they include from two to five people united by common goals and norms of behavior, personal interests, informal control.

In secondary teams, which are formed according to the functional-target principle, contacts are subject, mediated, conditioned by the solution of the tasks set. Therefore, the main importance is given here not to personal qualities, but to the ability to perform certain functions.

1. 
   Socio-psychological characteristics of the team

Collectives differ among themselves not only in the number of members, but also psychologically, and these differences are manifested in the nature of the internal climate, the state and degree of cohesion of their members. Let's consider these points in more detail.

The internal psychological climate is the real state of interaction between people as participants in joint activities. It is characterized by the satisfaction of employees with the organization, working conditions, relationships with each other and with management, mood, mutual understanding, degree of participation and self-government, discipline, group and place in it, the quality of the information received. In many ways, it also depends on the degree of compatibility of people.

The importance of a favorable psychological climate can be judged, for example, by the fact that a bad mood reduces the efficiency of the team by about half. Since circumstances are amenable to purposeful influence, psychological - can be formed and corrected to a certain extent.

The psychological state of the team is characterized by the degree of satisfaction of its members with their position. It is influenced by the nature and content of the work, the attitude of people towards it, prestige, remuneration, growth prospects, the presence of additional opportunities (to solve some of their own problems, see the world, meet interesting and useful people, become famous), place of implementation, psychological climate . In many ways, the psychological state of the team also depends on the ability of its members to consciously live according to its laws, to obey the established requirements and procedures.

Cohesion is the psychological unity of people in the most important issues of the life of the team, manifested in the attraction of participants to it, the desire to protect it and preserve it. Cohesion is due to the need for mutual assistance or support for each other in order to achieve certain goals, mutual emotional preferences, understanding of the growth of the collective principle in providing certain guarantees. The degree of cohesion depends on the group, social homogeneity (with heterogeneity, groupings arise), its members, the successes achieved, and the presence of external danger.

In close-knit groups, communication is closer, self-esteem of the individual is higher, but unpleasant relationships with strangers, arrogance, loss of criticality and a sense of reality, a sense of invulnerability, self-confidence, and filtering of information take place.

Disagreements of a close-knit team usually happen not on goals, but on the means of achieving them, in a non-cohesive team - on all issues, which negatively affects relationships and sooner or later leads to its disintegration.

Close-knit teams are characterized by organization - the ability and readiness to independently overcome emerging difficulties, coordinated actions; unity of extreme situations.

In disorganized groups, as a rule, no one wants to take responsibility for overcoming difficulties.

The cohesion of the team, the satisfaction of people with being in it also depend on psychological and socio-psychological compatibility. The basis of such compatibility is the correspondence of the temperaments of the members of the team, professional and moral qualities.

The conditions that ensure socio-psychological compatibility are:

The correspondence of the personal capabilities of each to the structure and content of his activity, which ensures its normal course, the absence of envy in relation to the successes of others;

The closeness or coincidence of moral positions, creating the basis for the emergence of mutual trust between people;

Homogeneity of the main motives of activity and individual aspirations of team members, contributing to better mutual understanding;

The possibility of real mutual complementation and organic combination of the abilities of each in a single labor and creative process;

Rational distribution of functions between members of the team, in which none of them can succeed at the expense of the other.

The result of team cohesion is the improvement of individual adaptation to others and the more active involvement of people in its activities, their sense of personal security.

1. 
   Workforce management

leadership

It should be noted that the concepts of "management" and "leadership" are largely identical, using them to refer to the same phenomena, purposeful actions is legitimate. However, there are certain differences between them. Managing production means, first of all, purposefully influencing all components of the controlled system in order to achieve predetermined results. In other words, production management as a process includes people, material, financial and other resources. You can only manage people, not resources.

Leadership is not only a necessary, but also the main element of the management process, which is its main content. The content of the management process is determined mainly by two factors: the scope of authority (competence) of the manager and the nature of the problem that he has to solve by influencing the subordinate team or individual.

The influence of the manager on the performers is a continuous process to the same extent as the production process is continuous. The impact of the subject of management (manager) on the object of management (team) is a direct link. In turn, the team of performers, implementing the orders of the manager, informs him about the progress of work, the factors that contribute to the successful completion of the task or hinder it, and thus influence the manager's subsequent decisions. The impact of the management object (team) on the management subject (manager) is feedback.

The manager, understanding the importance of feedback in the process of managing the workforce, must activate the flow from the management object, first of all, of the information necessary for making informed decisions of a corrective or prospective nature. This means that feedback is a controlled process. The manager must actively influence the formation of the structure of information coming from the management object in order to ensure the validity and purposefulness of the management decisions developed by the management subject.

Thus, the leadership of the team is a process of continuous exchange of information between the subject and the object of management with the aim of their conscious influence on each other.

The essence and content of the management process are revealed in its functions: planning, organization, coordination, stimulation, control.

The process of managing a production workforce can be divided into three stages.

The first stage is the definition of goals that must be achieved by the team in a certain period of time - a shift, a month, a quarter, a year or for another period.

The second stage is informing the team. It includes familiarizing the team with the task, methods and techniques for performing work, sources of providing them with the necessary resources, remuneration systems and other incentives, working conditions and rules for safe behavior in the workplace, and other information.

The third stage is the organization and conduct of analytical work in the labor collective, the purpose of which is to identify and study the technical, technological and organizational reserves for increasing the efficiency of the work of the collective; causes and factors of underfulfillment or overfulfillment of production targets by individual workers and teams, etc.

The participation of the manager in the achievement of the goals set by the labor collective or individual employee is determined primarily by the content and quality of his performance of the main management functions.

As an organizer, the head of the team must ensure a high level of organization of the led team. The organization of the team is, first of all, the unity of actions of all its members, different in character, temperament, physical and mental data, their common purposefulness in solving the problems of increasing the efficiency of labor and production. Therefore, the head of the primary team, as the organizer of his work activity, must be able to set specific goals for the team and single out the main and secondary ones among them, rationally distribute the efforts of the team in time and space to achieve the goals set, determine the means and methods for solving specific problems, develop the initiative and abilities of the team members. skillfully use their knowledge and experience in the distribution of tasks among groups of workers or specialists.

The manager must take care that his subordinates do not stand idle due to the poor organization of their work, so that the work is fairly distributed among the workers.

The leader, as a spokesman and defender of the interests of the team subordinate to him, is empowered to apply specific incentives to encourage those who are distinguished by high performance skills, good quantitative indicators of work, and discipline. At the same time, he must apply certain forms of punishment and sanctions in relation to violators of labor discipline or persons who perform their work in bad faith in order to protect the interests of conscientious and disciplined workers and encourage the undisciplined to improve their attitude to work.

In addition, the leader must be a consumer, generator and distributor of knowledge (information). Its information preparedness allows rational management of the labor collective. Information is a kind of energy and raw material for making managerial decisions. The leader in his work uses information received both from his own team and from other teams, i.e. internal and external. Based on this information, he evaluates the state of the management object and makes decisions. The quality of the manager's decisions largely depends on the objectivity, timeliness and purposefulness of information. The higher the validity of managerial decisions, the greater success in solving economic and social problems is achieved by the labor collective.

The leader, in order to encourage the team subordinate to him to achieve his goals, uses a set of techniques and actions called methods. There is no single approach to the classification of management methods in the literature.

In the real life of the work collective, various methods of influence affect the individual in different ways. This necessitates the use of various methods of influence at the same time in the process of managing the work collective. In practice, there are no clear boundaries between them, for example, using administrative and administrative methods of influencing the team or its individual members, the manager takes into account the requirements of economic laws, labor and economic law, etc.

The economic methods of management have the greatest impact on the attitude of the individual and the team towards work.

Administrative - administrative methods are used to solve the same problems that are solved mainly by economic methods, but unlike the latter, they do not give the contractor an alternative in choosing the means of executing decisions. They are carried out in the form of orders, instructions, orders, orally or in writing, issued by a higher governing body or leader in relation to a lower performer.

Socio-psychological methods of leadership are based on the manager's use of techniques and methods of influencing individual workers or the team as a whole, arising from his knowledge of human psychology in general, the specific features and characteristics of the psychology of individual workers in particular. The task of the leader is to use this knowledge to create such relationships in the team that allow subordinates to perceive any of his orders as reasonable, fair and in line with social norms.

1. 
   Governance through committees

The labor collective, as a subject of labor law, acts mainly in state, municipal, and collective production.

The general meeting of the labor collective decides the most important, fundamental questions of the life and activity of the labor collective.

If the labor collective is large and the convocation of a general meeting is difficult due to the large number or territorial disunity, then meetings can be held in workshops, departments, sections, brigades and other divisions, where issues of interest to all members of the labor collective are discussed. The final decision in this case is made by the conference of the labor collective, the participants of which are representatives of all structural divisions of the labor collective. The order of elections and norms of delegates to it are determined separately.

Meetings of the labor collective are convened as needed, as a rule, once or twice a year.

The labor collective council is a representative body of the labor collective, which exercises its powers in the period between general meetings. The council of the labor collective is elected by the general meeting, which determines its number and duration. He is accountable to the general assembly. All members of the labor collective council perform their duties on a voluntary basis. A member of the council of the labor collective who has not justified trust may be removed from its composition by the general meeting.

Trade unions are the most massive organization of workers, created to protect their socio-economic and labor rights and interests. Although at present in Russia there is not one, but several trade unions, in specific enterprises, as a rule, there is no such diversity.

One trade union headed by the trade union committee represents the interests of all employees of the enterprise. The trade union committee has broad rights. In contrast to the council of the labor collective, which mainly decides the issues of production, improving the efficiency of the enterprise, the trade union committee performs protective and social functions (raises the question of raising wages, improving working conditions, labor protection, social development of the collective).

The charter of the enterprise provides for the principles, procedure, terms, powers and other issues of the formation and work of the bodies of the labor collective. The powers of the labor collective are defined in Art. 235 Labor Code of the Russian Federation. It notes that the labor collective, regardless of its organizational and legal form:

Decides on the need to conclude a collective agreement with the administration, considers and approves its draft;

Considers and resolves issues of self-government of the labor collective in accordance with the charter of the enterprise;

Determines the list and procedure for providing employees of the enterprise with social benefits from the fund of the labor collective;

Determines and regulates the forms and conditions of activity of public organizations at the enterprise; decides other issues in accordance with the collective agreement.

The labor collective of a state or municipal enterprise, as well as an enterprise in whose property the state contributes more than 50%: considers and approves, together with the founder, changes and additions to the enterprise charter; determines, together with the founder of the enterprise, the terms of the contract when hiring a manager; decides on the allocation of one or more structural units from the enterprise to create a new enterprise; participates in resolving issues of changing the form of ownership of the enterprise.

As we can see, labor collectives, although they play a certain role, are insignificant. And we must try to increase their role not in words, but in deeds. However, this will become possible only if employees, using the system of participation in the profits of the enterprise (purchase of its shares, bonds), simultaneously become the owners of a part (share) of the capital (property) belonging to the enterprise where they work. Then they will be vitally interested in the most effective solution of all issues of the life of the enterprise.

Conclusion
Thus, the labor collective is an association of workers engaged in joint labor activities at a state, cooperative, public, private enterprise (association, firm, concern, etc.), institution, organization.

Each team has a specific structure. It can be: functional (based on the division of labor and the definition of production tasks for each); political (in accordance with belonging to certain groups); socio-demographic (by gender, age, education, qualifications, etc.); socio-psychological (in accordance with likes and dislikes); behavioral, determined by activity, etc.; motivated (depending on the driving factors of behavior).

Collectives differ among themselves not only in the number of members, but also psychologically, and these differences are manifested in the nature of the internal climate, the state and degree of cohesion of their members.

Any work collective, so that it does not fall apart and continues to fulfill the target function assigned to it, must be led. At the same time, under leadership is understood as the purposeful impact of persons endowed with the functions and competence of leaders on teams and individuals, i.e. interaction between managers and executors, the purpose of which is to constantly (continuously) ensure the optimal functioning of a particular system as a whole.

The labor collective, as a subject of labor law, acts mainly in state, municipal, and collective production. Management of the labor collective with the help of committees is carried out, in particular, by the general meeting, the council of the labor collective, as well as trade unions.

List of used literature

1. 
   Bychkova A.V. "Personnel Management": Proc. allowance. – Penza: Penz Publishing House. state university, 2005.
2. 
   Durakova I.B., Rodin O.A., Taltynov S.M. "Theory of personnel management": Proc. allowance. Issue-3, Voronezh: VSU Publishing House, 2004.
3. 
   Karyakin A.M., Grubov E.O. "Fundamentals of personnel management": Methodological guide. - Ivanovo: Ivan. state energy un-t, 2003.
4. 
   Karyakin A.M. "Personnel Management": Proc. allowance.- Ivanovo: Ivan. state energy un-t, 2005.
5. 
   Makarov I.K. "Personnel Management". Visual teaching materials. – M.: IMPE them. A.S. Griboedova, 2006.
6. 
   "Personnel Management": Textbook for Universities / Ed. T.Yu. Bazarova, B.L. Eremina - M .: Banks and exchanges, UNITI, 1998.

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UDC 349.222
BBK 67.405.100

Target. Studying the problem of participation of various representative bodies of employees in the management of the organization.

Methods. The norms of the current labor legislation of the Russian Federation in the field of regulation of labor relations to represent the interests of employees in the management of the organization are analyzed.

Results. Based on the practice of implementing labor legislation at the local level of regulation, the possibility of participation of representative bodies of employees in the management of the organization is investigated, a conclusion is made regarding the participation of alternative representative bodies of employees, such as a general meeting of the labor collective of employees.

Scientific novelty. Scientific novelty lies in the study of the possibility of using alternative bodies from the trade union, representing the interests of workers in interactive forms of organization management.

Keywords: social partnership , labor collective , organization management .

Modern trends in the development of labor legislation are largely dictated by the desire to strengthen the democratization of society. In accordance with the current labor legislation, employees have the right to raise any issues related to labor activity at general meetings, offer their ideas to the employer, and initiate collective bargaining.

The forms of social partnership defined by the Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation) represent specific types of interaction between representatives of employees and employers. In accordance with the Labor Code of the Russian Federation, social partnership is carried out in the following forms: collective bargaining for the preparation of draft collective agreements, agreements and their conclusion; mutual consultations (negotiations) on the issues of regulating labor relations and other relations directly related to them, ensuring guarantees of labor rights of employees and improving labor legislation; participation of employees and their representatives in the management of the organization; participation of representatives of employees and employers in pre-trial resolution of labor disputes.

It should be noted that among the forms of social partnership, of practical interest is such a type of participation of employees in the management of an organization as participation in the process of preparing management decisions, as well as monitoring their implementation. It is this form that makes it possible to implement one of the functions of labor law, aimed at harmonizing the social needs of workers and employers. According to Ivanchina Yu.V., this function is called the function of social solidarity and compromise. The participation of employees in the management of the organization provides information interaction between employees and employers and creates the basis for their closer cooperation. The relevant provisions are contained in Art. 53 of the Labor Code of the Russian Federation.

Participation in management can be carried out exclusively in a consultative form, as holding consultations with representatives of employees before making managerial decisions, and may involve direct (direct) participation of employees in solving emerging problems through the creation of representative bodies, autonomous self-governing groups. In addition, it is even possible to empower the representative bodies of employees with separate managerial functions. The system of participation of employees in the management of the organization involves not only various forms, but also various levels. Thus, this system can function at all levels of the organization: a structural unit (department, workshop, etc.) or in the organization as a whole.

An analysis of the provisions of Article 53 of the Labor Code of the Russian Federation allows us to conclude that today this form of social partnership is implemented mainly through informing employees or holding consultations. However, neither one nor the other entails legal consequences, which detracts from the significance of this form of social partnership. But this was not always the case, for example, the participation of employees in the management of the organization was very actively implemented during the Great Patriotic War and brought positive results.

In the 40s of the XX century, the political situation of wartime had a huge impact on labor legislation. The Great Patriotic War, the difficult economic situation in the country suggested the continuation of the policy of centralization. Decrees of the Presidium of the Supreme Soviet of the USSR of February 13, 1942. proclaimed universal labor conscription and mobilization for the wartime period of the able-bodied urban population to work in production and construction. The powers of local committees were strengthened. In addition to protecting the labor rights of workers, they were endowed with control and support functions. For example, factory committees, established in accordance with the decision of the Presidium of the All-Union Central Council of Trade Unions, tracked the transfers of compensation for unused vacation, participation in maintaining labor discipline, to savings banks for special deposits due to workers and employees. They also controlled the required level of labor productivity. The strengthening of the role of representative bodies, formed at general meetings of workers, led to the mobilization of the economy, the support of society in the fight against the enemy. The psychological aspect of self-organization within the framework of general meetings, the transfer of control powers to working committees was important for the workers, all this stabilized the situation at that difficult time.

The labor legislation of the post-war period was supposed to regulate the special status and alternative powers of the new representative body of workers. The Labor Code of the RSFSR of 1970 was adopted. , article 227 of which contained provisions on the right of employees to participate in the management of an enterprise, institution, organization, through a general meeting (conference) of the labor collective, councils of the labor collective, to make proposals for improving the work of the enterprise, on social and cultural issues. In 1988 in the Labor Code, a whole chapter XV-A "Labor Collective" was introduced, which regulated the powers of the labor collective. The labor collective had a significant range of rights and obligations, including those newly fixed, for example, in the field of labor discipline - public censure of the team, cultural and community services, and many others. A high degree of independence, self-understanding and self-organization formed the stability of the productive forces. The labor collective, the general meeting of employees received the status of a mandatory participant in labor relations.

When one social system was replaced by another, changes in ideology, and, consequently, in the paradigm of labor law, were inevitable. During the period of change in the 1990s. not only the political structure of the state has changed (with the adoption of the Constitution of 1993), the mentality of society, but also the approach to understanding the role and significance of the general meeting of the labor collective and to the formation of its participation in the management of the organization.

Changes in the political and economic life of society were reflected in the legislation of that time, labor collectives were renamed "employees of the organization", almost all the powers of the labor collective disappeared, including participation in the management of the organization. After changes were made in 1992 , from the Labor Code of the Russian Federation the very concept of the labor collective has completely disappeared. The changes also affected the reduction in the scope of powers, in fact, the labor collective was deprived of most of the powers, while in fact the workers were deprived of the rights to manage the organization.

In modern labor legislation, the issue of participation of employees in the management of the organization is allowed through a representative body (Chapter 8 of the Labor Code of the Russian Federation). The consideration of the opinion of the representative body of employees in cases provided for by the Labor Code of the Russian Federation, the collective agreement is fixed; holding consultations with the employer by representative bodies of employees on the adoption of local regulations containing labor law norms. However, it should be borne in mind that employees rarely have the opportunity to convene a general meeting.

Summarizing the above, we can conclude that during the entire Soviet period of the development of labor legislation, the general meeting of workers, the labor collective, and other representative bodies of workers have always been given an important place. Self-organization of workers directly influenced their activity, as a result, production efficiency increased. The labor collective played a key role in the mobilization of productive forces, since workers were morally responsible for the decisions they made at general meetings.

Thus, we can say that the general meeting of the labor collective is a historically established phenomenon. Despite the fact that the scope of his powers varied depending on the economic and political situation in the country, the government has always sought to effectively use the self-organization of workers. I believe that today the time has come to pay attention again to such a subject as the general meeting of the labor collective, to involve the collective self-awareness of workers in the process of managing the organization.

To date, as previously mentioned, Article 53 of the Labor Code of the Russian Federation legislates mainly informational powers, if the general meeting takes part in the management of the organization, then on a formal basis, such participation does not entail legal consequences. I believe that Article 53 of the Labor Code of the Russian Federation should be supplemented with some forms that will allow employees to participate in the management of the organization.

It is necessary to actualize the positive experience of self-organization of Soviet workers, to interpret it in modern labor legislation. It is very important to determine the status and new possibilities of the general meeting of the labor collective, to clarify the directions for its further development, to program law-making and law-enforcement activities in this area, and to form the democratic foundations for the development of society.

The right granted to employees to participate in the management of the organization will create a basis for reconciling the interests of employees and employers, which will positively affect the efficiency of the organization as a whole, will have an impact not only on economic indicators, but also on social conditions, will allow employees to take an active life position, stabilize the team, will unite to solve common problems.

Literature

1. Labor Code of the Russian Federation: Federal Law No. 179-FZ of December 30, 2001 (as amended and supplemented) // Collection of Legislation of the Russian Federation. 2002. No. 1 (part 1). Art. 3.
2. Ivanchina Yu.V. The function of collective-contractual regulation of labor relations. Collection of materials of the XII International scientific-practical conference with elements of the scientific school "Actual problems of law in Russia and the CIS countries". Chelyabinsk. Ed. "Cicero". 2011. 267 p.
3. Decrees of the Presidium of the Supreme Soviet of the USSR of February 13, 1942 // Pravda. February 14, 1942 (the document became invalid); On the procedure for attracting citizens to labor service in wartime. Decree of the Council of People's Commissars of the USSR of August 10, 1942 // Vedomosti of the Supreme Soviet of the USSR. August 12, 1942 (the document became invalid).
4. Decree of the All-Union Central Council of Trade Unions of November 25, 1942; On measures to streamline labor discipline, improve the practice of state social insurance and in the fight against abuses in this matter: Decree of the Council of People's Commissars of the USSR, the Central Committee of the All-Union Communist Party of Bolsheviks and the All-Union Central Council of Trade Unions of December 28, 1938 // SP USSR 1939. No. 1, article 1
5. Labor Code of the Russian Federation. Adopted by the second session of the Supreme Soviet of the RSFSR of the eighth convocation on December 9, 1971 // Vedomosti of the Supreme Soviet of the RSFSR. 1971. No. 50. Art. 1007 (document no longer valid).
6. Introduced by Decree of the Presidium of the Supreme Soviet of the RSFSR of February 5, 1988 // Vedomosti of the Supreme Soviet of the RSFSR. 1988. No. 6. Art. 168.
7. Constitution of the Russian Federation. Adopted by popular vote on December 12, 1993. [electronic resource]. Access from the reference-legal system "ConsultantPlus".
8. Labor Code of the Russian Federation: approved. Supreme Soviet of the RSFSR 12/09/1971 as amended. dated 09/25/1992 // Gazette of the RSFSR Armed Forces. 1992. No. 50. Art. 1007.

Bibliography

1. The RF Labor Code: Federal law dated (amended and revised) // Sobraniye zakonodatelstve RF. 2002. No. 1 (p. 1). Art. 3.
2. Ivanchina Yu.V. Function of collective-contractual regulation of labor relations. Collection of materials of XII International scientific-practical conference with elements of scientific school “Topical issues of law of Russia and CIS”. Chelyabinsk. Izd. "Tsitsero". 2011. 267 p.
3. Decree of the Supreme Soviet of the USSR dated February 13, 1942. // Pravda. February 14, 1942 (The document is invalid); On the order of involving citizens to labor service in war time. Decree of SNK USSR dated August 10, 1942 // Vedomosti Verkhovnogo Soveta SSSR. August 12, 1942 (The document is invalid).
4. Decree of VTsSPS dated November 25, 1942; On measures for regulating labor discipline, improvement of state social security and fight against abuses in that sphere: Decree of SNK USSR, TsK VKP(b) and VTsSPS dated December 28, 1938 // SP SSSR 1939. No. 1, st.1.
5. Code of labor laws of the Russian Federation. It is adopted by the 2nd session of the Supreme Soviet RSFSR of the 8th Convocation December 9, 1971 // Vedomosty Verkhovnovnogo Soveta RSFSR. 1971. No. 50. Art. 1007 (The document is invalid).
6. Instituted by the Decree of the Presidium of the Supreme Soviet of the RSFSR dated February 5, 1988 // Vedomosty Verkhovnovnogo Soveta RSFSR. 1988. No. 6. Art. 168.
7. Constitution of the Russian Federation. Adopted by the all-people voting December 12, 1993 . Access from the reference-legal system “ConsultantPlus”.
8. Code of labor laws of the Russian Federation: approved by the Supreme Soviet RSFSR 12/09/1971 as revised 09/25/1992 // Vedomosty SS RSFSR. 1992. No. 50. Art. 1007.

Staff participation in management of the organization

Purpose.Research of the problem of participating of various representative bodies of employees in the organization management.

methods.The author analyzed the regulations of the existing labor legislation of the RF in the sphere of regulation of labor relations concerning representation of employees’ interests in the organization management.

results.Proceeding from the practice of implementation of labor legislation on a local management level the author researched a possibility of participation of representative power bodies of employees in organization management; she also made a conclusion about participation of alternative representative power bodies of employees such as a general meeting of the staff.

scientific novelty.Scientific novelty is in research of possibility to apply power bodies alternative from trade unions which represent employees’ interests in interactive forms of organization management.

key words: