Motivation and stimulation of employees of the enterprise. What is the similarity between the efforts of a manager in managing employees A and D? Which employees want to work efficiently and productively

24.10.2022

This chapter reveals the essence and criteria of motivation aimed at creating conditions for highly productive work of employees of the enterprise. Variants of individual and group motivation, its stages are considered. The rules for working with a group (team) of employees are outlined.

Primary and secondary human needs are analyzed, it is recommended to mutually link the hierarchy of needs and labor motivation. In addition, the chapter discusses various procedural theories of motivation.

Issues of authority and responsibility in the work of a manager are discussed. The importance of timely and effective delegation of manager's authority to his subordinates is emphasized. The basic rules and principles of delegation are defined.

Motivation

Russian enterprises are also beginning to understand the relevance of this problem. Here is how, for example, staff development is organized at the Russian company Vitapharm. Training is part of the personnel selection and certification procedure. A month after hiring, employees are invited for training. It takes about two weeks with a frequency of classes three times a week. The firm has developed its methodological materials. Such training is built in the form of a business game; employees are told how they should work, what can and cannot be done and why. Then the appropriate exercises are performed. After a few months after passing a course of lectures, trainings on mutual communication and business games, employees are assigned an attestation. At this stage, the people who are most successful in their work are identified. Based on the results of the certification, an order is issued on the material remuneration of these employees for the next six months. At the same time, a circle of specialists is determined, whom the company is going to train in the future to work as managers.

Most people like the feeling of the usefulness of work; they want to feel part of the organization they work for. It is necessary to inform employees about the work of the enterprise, as this helps them understand the essence of what is happening. Since the sense of belonging is a two-way process, it is necessary to be interested in the opinions, judgments and views of employees. The manager should create conditions under which employees themselves will voluntarily strive to achieve the goals of the enterprise. At the same time, feedback should be established that provides information on the effectiveness and quality of work.

Interest in work plays a significant role in the behavior of employees. Many people are looking for a job that requires skill and is not too easy. The content of the job itself can motivate employees. Unfortunately, many types of work are boring and do not present special requirements. A manager can do a lot in this direction by studying how the work is organized, to what extent there is interest in it. Even obviously performing activities can be restructured so that they bring more satisfaction, which means that they stimulate the employee to increase labor productivity.

Practical measures for one's own development are largely linked to the stages of a person's career. It is noted that a person goes through various stages during his labor activity. For many reasons, the critical stage occurs in the middle of a career. Different factors motivate differently at different stages of being in the same position. The decisive moment is the duration of the performance by a person of the same work that does not change in content.

Studies show that a person who has worked for a certain time in one place gradually decreases motivation and labor efficiency. When an employee comes to a new place, regardless of his previous experience, he starts with very low efficiency, because he needs to adapt to new conditions. Addiction can take up to a year. During the first year of work, the basis of motivation is the idea of the significance of the tasks to be solved, while the problem of independence in the work of the employee is not of interest. In the interval between the second and fifth years, independence is the most important factor in motivation. The presence of feedback is of interest during the first years. It is after two or three years of work in one place that an employee works most productively. On average, the cycle of effective work of a person at the same workplace is about 5 years. After 5 years of work in the same place, no factor provides job satisfaction, achievements are significantly reduced. Work can get boring, you lose interest in it. Instead of work-related motivators, motivation is born from selfish motives (representative events, solving one's own issues during working hours).

One of the options for increasing interest in work and creating additional motivation for work is staff rotation (replacing one employee with another).

Promotion is not always possible in the current situation at the enterprise. If the manager is sure that the employee is not yet ready to work in a higher position, he can simply entrust him with another, new for him, work area. The novelty of a job often motivates an employee for a better promotion. Moving to an equivalent position in another division of the enterprise forces a person to work actively again, to achieve the position that was achieved in the same place. Horizontal rotation of personnel first became widespread in Japan, but then the practice of moving workers to equivalent positions within the enterprise was adopted by companies in other countries.

There is practically no experience of horizontal rotation at Russian enterprises yet. This is primarily due to the fact that market relations in the country are only developing and Russian companies still have the conditions for rapid career growth of employees.

Thus, the motives of people's labor behavior are determined by such material and social factors as decent remuneration for work, working environment, safety, a sense of belonging, the opinion of colleagues at work, the attitude of immediate superiors, as well as what employees think about their enterprise.

Although socio-psychological factors have a significant impact on the behavior of a Russian worker, money and additional material benefits in modern Russian conditions play a decisive role in motivating workers.

It is believed that in order to change an employee's attitude to work, one should always start with positive means of motivation. However, there are people who are not motivated. This is especially true for our country. Therefore, if positive means are powerless, negative ones must be used, even if they cause a conflict in which it will be impossible to control the worker. Russian managers need to put wages in strict dependence on the results obtained, and if workers are unwilling to work, they should not be re-educated, but fired,

In view of the above, we can formulate the following main criteria for motivation:

most people are satisfied with the work done. Of particular importance is the recognition of the results of the employee's activities by his colleagues and management;
in their workplace, people want to show what they are capable of; they seek to take part in shaping the manager's decisions on matters relating to their competence;
a person wants to express himself in the results of labor if they are noticed and approved by other people. Therefore, the standards for completing tasks should always be high so that the dignity of the employee does not suffer, and the results of the activity are concrete;
most people have their own point of view on how to improve their work. The manager needs to create conditions for the implementation of such plans;
it is important for a person to feel that he is irreplaceable for the team. The leader must make this clear to each employee and the team as a whole;
people strive for success because success is a goal realized. The employee will invest maximum energy in the achievement that he himself set for himself or in the development of which he took an active part;
success without recognition leads to disappointment. Recognition and appropriate encouragement can be both material and moral;
according to how and in what form employees receive information from the manager, they assess their real importance in the eyes of management. If access to information is difficult, then the degree of motivation of employees will decrease;
the manager cannot make decisions regarding certain changes in the work of employees without their knowledge, even if these changes are positive;
each person needs information about the quality of his work. An ordinary worker needs it more than a leader. Information should be operational, large-scale and timely;
any job benefits from the greatest possible degree of self-control;
increased requirements for employees, giving a chance for further development, are perceived by them with much more willingness than underestimated ones. This is due to the fact that most people strive to acquire new knowledge in the process of work;
the initiative of workers is reduced if their diligence leads only to additional workload and is not compensated by wages;
the organization of production should allow the employee to be the master of his workplace. This increases the degree of responsibility for the results of work.

Objectively, any person, being in a working environment, initially experiences, due to the peculiarities of human nature, certain doubts about the possibility of successfully performing work. This may be a concern for the following reasons: the work is unprofitable; work is useless; not enough information; work is unattractive and boring; possible failure in work; there are more important and urgent matters; work creates unpleasant sensations; it is not clear enough where to start work; incompetence.

The manager must not only anticipate the possibility of such a situation developing, but also take appropriate measures to resolve it. In particular, it is advisable to compile a list of possible options or ways to solve the problem.

You should divide the work into parts, start small and uncomplicated. It is necessary to assess the degree of possible failure and critically reflect on the complexity of the work, which may be exaggerated. It is necessary to determine the intermediate results, having reached which, the manager must encourage himself and his employees. In any case, the manager must have a set of actions. You should try to find a positive result even in unprofitable, non-prestigious work and motivate people accordingly,

In working with personnel, the manager should strive for the optimal motivation option (Fig. 5.1).

An increase in the amount of work performed (O) (can be carried out in terms of the total volume of production, in terms of cost, as well as for a specific employee on a personal level. In turn, the enrichment of the content of work (P) occurs when the work becomes more interesting, requiring greater returns, more motivated.To do this, the manager should organize the work in such a way as to maximize the use of the potential of employees; establish feedback that allows the employee to evaluate his work; increase the sense of his personal independence, originality.

The best option (X) is a combination of a large amount of interesting, satisfying work. It is to this option for each employee that a manager who organizes the activities of the team should strive.

In the American corporation General Motors, for example, the concept of motivation includes: fair remuneration for work; normal working conditions; the possibility of maximum development and application of individual abilities of a person; availability of conditions for systematic growth of employees and improvement of their skills; the presence of social integration in work teams (erasing differences associated with racial, religious and national affiliation); the right to privacy, non-interference in it by the administration or public organizations; developing among all members of the organization an understanding of the needs and concerns of other members.

Insufficient consideration of the motivation of workers leads to negative results, as evidenced by the experience of our country. The lack of a sufficient number of effective human resources, the low degree of labor motivation are the main reasons for the unsatisfactory performance of many Russian enterprises. This is because people have not felt their importance for a long time, they are not ready in the socio-psychological sense, the heads of enterprises and organizations in Russia often face the unwillingness of people to work, especially for low-prestige professions. In our country, in which for a long time the management system had a command character and was based on a strict hierarchical subordination of economic processes to the will of the center, a special type of workers has been created, who often have no interest in efficient and high-quality work.

Employees did not have sufficient incentives to work, which is explained by a number of economic and social factors: wages did not significantly depend on the results of labor, which were more quantitative than qualitative; wages had an equalizing character; the encouragement of workers was mainly moral; there was no opportunity to make independent decisions, there was a complete dependence on the leadership; the society was dominated by the morality of the material equality of all citizens, which suppressed the desire to receive high incomes through honest work; there was no fear of losing a job, as there was no unemployment,

These and many other factors have generally influenced the formation of such workers who are unwilling or even unable to work in modern market conditions. Therefore, the problem of motivating an employee in our country sometimes even comes down to making him work.

It is impossible to solve such an important problem immediately and completely, this requires a change of one or several generations, and it is vital to try to find ways out of this situation.

It is especially important for a manager to improve the system of motivating employees in a critical situation of the enterprise, which may arise, for example, in connection with the deteriorating market conditions and the inefficiency of the enterprise. The usual motivation options related, for example, to money, become inaccessible. In such a situation, the manager must act energetically and flexibly enough.

The leader should focus on the support of people. It is necessary to abolish the official service relations in management that existed before the crisis. You should take the position of a comrade-in-arms, not a boss; share more information with employees and tell them more often that now everything depends only on them. The manager should remind his subordinates that if the enterprise is brought out of the crisis, they will have great chances to make a career here. The best means of motivation in a crisis situation is work. In order for employees to devote less time to emotional experiences, they should be loaded with specific tasks and even increase the amount of work. The threat of job loss affects a person even without the help of a leader. Therefore, the manager is not recommended to constantly remind employees that they may become unemployed. If an employee does not trust the manager, then the threat of losing his job will only spoil their relationship. It is necessary to distinguish between individual and group motivation. It is known that the individual and group needs of a person do not always coincide. Hence, what can motivate the work of a particular employee is sometimes not a motivating factor for a group of employees. The reason for this phenomenon lies in the individuality of people with different worldviews, upbringing, education, attitudes towards material and spiritual values. Therefore, establishing the relationship between individual and group motivation consists in solving the problem of combining individual and group goals and interests.

Studies have found that one of the important factors of motivation is the manager's personal recognition of an employee's achievements. Even a simple request from a manager addressed to a subordinate to take part in the preparation of a decision is motivating. Options for personal motivating techniques can be: verbal congratulations, written congratulations, public encouragement, promotion of an employee up the career ladder, etc.

Meanwhile, in most cases, production activity is collective, therefore, considering the work collective as a group allows the manager to establish and develop relationships between individual workers in the production process. As group motivation strengthens, individual motives for a particular employee are partially replaced by group ones. This is reflected in the improvement of the psychological climate in the group and the company as a whole, leads to an increase in labor productivity and the creation of conditions for successful joint activities for the benefit of the enterprise.

In a modern high-tech enterprise, a single person is practically not able to be a manager, even if he is the first leader. At all large Western enterprises, top management is formed in the form of a working group. The skillful organization of the technological process and the competent selection of the closest employees are often one of the decisive elements of the successful activity of top management.

The effectiveness of the work of the team depends on its size, composition, cohesion, as well as the functional capabilities of each of its members.

Studies have found that groups with an average of 5-10 members usually make more accurate decisions and work more efficiently. As the team grows, communication between its members becomes more difficult, it becomes more and more difficult to reach agreement on issues related to the activities of the group. Increasing team size also reinforces the tendency for informal divisions, which can lead to inconsistent goals.

The composition of the group, which is understood as the professional level of training of employees, the degree of similarity of individuals, their points of view, is also of great importance. The manager's use of the different points of view of the members of the group in finding the optimal solution is extremely important, therefore it is recommended that the team of employees, if possible, consist of dissimilar personalities. A manager who seeks to benefit from the various points of view of employees must make efforts to avoid unanimity. Group members must be informed that they are free to express any information, express any opinion or doubt about the issues under discussion and must listen to different points of view and criticism.

Cohesion (“feeling of the elbow”) contributes to the increase in work efficiency, which is expressed in the attraction of group members to each other when achieving goals that are consistent with each other. Employees must understand that, first of all, the fate of the enterprise depends on their joint work. It is no coincidence that many leading Western companies, in particular the Swedish company Volvo, have moved from a conveyor system of organizing production to more efficient group work. As you know, the conveyor system is more characterized by impersonal work, in which the employee performs monotonous, repetitive operations alone. The introduction of the conveyor system at the beginning of the 20th century. contributed to the rapid development of mass production. Therefore, the transition to group methods of work may seem wrong. But in fact, the results indicate that the group system of labor organization and motivation are much more effective. The system makes it possible to increase the understanding of the need for workers to take care of the fate of their enterprise and their direct participation in achieving positive work results. The interest of workers is growing, which stimulates a sharp increase in labor productivity and a reduction in employee turnover. An equally important factor influencing the effective production activity is the functionality of the team members. These are the individual characteristics of a person, laid down by upbringing and education, and including the labor skills of a given employee, his qualifications, ability to learn, as well as awareness and accumulated experience.

The ideas of group motivation form the basis of the concept of corporate culture, which is widely used in modern management theory and practice. Corporate culture is the sum of universal and professional values and beliefs that employees of the enterprise share with the manager. The basic principles of the formation of corporate culture, which should guide the manager, are as follows; fair assessment of work, stimulation of responsibility; development of initiative, respect for a person, providing a person with opportunities to reveal his potential. How to create a corporate culture in the team? First of all, the manager needs to encourage the open and uncompromising expression of his employees of various opinions and points of view in every possible way. For example, the motto of Fortune magazine (USA) reads: “Demonstrate composure in crisis situations. This encourages others to remain calm and act thoughtfully. Encourage different points of view. If you are surrounded by people who only say “Yes” to you, then either you yourself or they are in the wrong place. Another example is the principle of the American corporation IBM: “Every company needs true dissidents. Fortunately, people who refuse to walk in formation have never been transferred to IBM ... We like it when people support the cause, are not afraid to express their opinion. The worst of the critics are more useful than the best of the sing-alongs.

Another direction in the formation of corporate culture is a high level of ethics, honesty towards work colleagues, business partners. An important role in the development of the corporate principle can also be played by the delegation of authority of the manager, which will be discussed below.

Thus, the most common methods of increasing labor motivation, and primarily group methods, include: the use of various forms of personnel participation in management; introducing diversity into the work of personnel within the limits of the functions specifically assigned to each employee; ensuring the personal responsibility of employees in the performance of work; the development of related professions in order to reduce the monotony of labor; the creation of autonomous working groups designed to solve specific production tasks, with the delegation of a certain range of rights to such teams for the distribution of duties in the team, product quality control and distribution of financial rewards; the creation and functioning of the so-called "quality circles" based on voluntary principles, designed to stimulate the employee's initiative in solving various production problems.

There is another problem. How can the employee's motivation and his knowledge of the manager's competence be interconnected? It turns out that if an employee sees an ideal in his manager, he chooses to imitate his behavior as a motive for his behavior. In this case, the manager will have little or no need to try to influence this subordinate. there is no motivation. In this case, it is assumed that the results of the labor process cannot be achieved without the threat of punishment. The motivation to perform the work in this case will depend on the conditions under which the employee will either voluntarily try to repeat the behavior of his idealized leader, or will be in a state of agreement with his views (Fig. 5.2).

The manager must be aware that motivated work is not always and in all cases productive. Ability to work and motivation to work are two independent factors that can vary greatly among different workers (Fig. 5.3).

It is clear that the best employee for the company is employee A. He is competent, capable and motivated at the same time. Employee B is capable but not motivated. He does not want to work efficiently and productively. In order for such an employee to work as productively as employee A, it is necessary to carry out appropriate methods to increase motivation or identify unmet needs. Employee B is also problematic for the enterprise, since his desires do not coincide with his capabilities. Such an employee will look in the team as overly active. To take advantage of the high level of motivation of such an employee, the manager must focus on increasing his capabilities (for example, training or selecting a job where his capabilities will most closely coincide with his desires). Worker D is one of the categories of workers that you should try to get rid of, since the costs of training and motivating them are unlikely to ever pay off in the future.

Needs

The need is the determining cause of human actions, the primary source and driving force of his activity. All other concepts used in describing human behavior (attitudes, values, interests, motives, etc.) are derived from needs and are generated by them. It is important to remember that these needs vary widely. Needs are partially and very biasedly reflected in the mind of a person, they are recognized by him. To realize means to get an actual or potential opportunity to communicate one's knowledge to another.

As you know, the most difficult thing to manage is the regulation of incentive incentives for a person, in which he has a desire to work in such a way as to contribute to the achievement of the goals of the organization. To achieve the goal means to achieve effective management of the enterprise. However, the manager should not forget about the innate priorities of human nature: in the first place are always personal interests, in the second - group interests, and only in the third - public interests.

What is the range of needs that motivate people to take certain actions, including the nature, volume and content of work?

For centuries, people have tried to explain the behavior of people by their mind, feelings and will. The rejection of the view of human thinking as the source and driving force of his activity, the recognition of needs as the determining cause of human actions, is the greatest achievement of scientific thought. It was the beginning of a truly scientific explanation of the purposeful behavior of people.

“People are accustomed to explaining their actions from their thinking instead of explaining them from their needs (which, of course, are reflected in the head, realized),” said F. Engels, a classic of political economy. That is why the question of needs, their classification, mutual subordination and interaction is the main problem that must be solved when considering labor motivation.

The brilliant Russian writer F.M. Dostoevsky, who is called "a psychologist among psychologists", in the novel "The Brothers Karamazov" points to three fundamental needs (or three groups of needs) inherent in people and determining their behavior in the natural and social environment. He begins with “bread” as a collective concept that has absorbed the entire set of material goods necessary to sustain life, Dostoevsky is fully aware of the role played by “bread”, and vividly describes how much people are forced to give up in order to satisfy their material needs. “Feed, then ask them for virtue!”

The need for knowledge is the second fundamental need, according to Dostoevsky; "For the secret of human existence is not just to live, in what to live for."

“The need for universal unification is the third and last torment of people. Humanity as a whole has always striven to settle down globally,” said F. M. Dostoevsky.

Since then, science has come a long way. Now we know much more about the most complex dialectic of the relationship between the material and spiritual needs of an individual and society as a whole. But one cannot fail to pay tribute to the insight of the writer, who grasped the truly fundamental significance of the three groups of needs he named.

Here, the classification of F.M. Dostoevsky surprisingly exactly coincides with the classification of the great German philosopher G. Hegel. “Surveying the entire content of our human existence,” writes Hegel, “we already find in our ordinary consciousness the greatest variety of interests and their satisfaction. We find a vast system of physical needs, for the satisfaction of which a large and ramified network of industries, trade, navigation and technical arts work. Above this system of needs, we find the world of law, laws, life in the family, the separation of estates, the entire multi-comprehensive area of the state. Finally, we find an infinitely specialized and complex activity that takes place in science, a body of knowledge and knowledge that embraces everything that exists.

To live, to know and to occupy a certain place in the group, interacting with its other members - these three words can really designate a huge variety of motives and the activities dictated by them.

In the 20th century, needs theories were further developed. Let us dwell on some of them that have received the greatest recognition in management theory. The well-known scientist F. Herzberg, studying the problem of motivating the work of engineers and employees of one of the enterprises, came to the conclusion that it is necessary to distinguish between two main categories related to work. The first is the factors determined by the objective conditions in which the work is carried out (F. Herzberg called them "hygienic"). These include: the policy of the administration of the firm; working conditions; earnings; interpersonal relationships with superiors, colleagues and subordinates; the degree of direct control over the work. The second category is motivation, most directly related to the nature and essence of the work performed. Motivational factors are: success; career advancement; recognition and approval of the results of work; high degree of responsibility; opportunities for creative and business growth.

The fundamental difference of the first category is that the presence or absence of hygienic factors cannot motivate a person accordingly. At the same time, the presence of factors of the second group makes people satisfied with their work and increases the degree of motivation. It is these factors that the manager should first of all pay attention to when working with personnel.

F. Herzberg proposed the method of “labor enrichment”, which he considered the best way to increase the productivity of workers and, at the same time, their degree of satisfaction with their work. The theory of "enrichment of labor" is based on the assumption that workers must necessarily be interested in the quality performance of the work of a particular profession. To achieve this goal, any work performed must have three distinctive features. First of all, it must be rational, necessary, meaningful. The Employee, on the basis of his own system of values, his own consciousness, must understand the importance and necessity of the work performed. It is required to be able to explain this to all performers. Nothing does more harm than doing unnecessary work. Any assigned task must impose certain reasonable requirements on the employee both in terms of the quality of the labor expended and its effectiveness. The performance of the work should involve a certain share of the responsibility of the performer. This responsibility includes freedom of action in the performance of certain operations, regardless of petty guardianship and rigid administration from above.

Another scientist D. McClelland believed that people have three basic needs: power, success, involvement.

The need for power is expressed in the desire of a person to have an impact, to influence other people. The specificity of the manager's activity allows him to fully realize this need, both personally and among his employees. The need for success can be satisfied by the successful completion of the work or its individual stage. The manager has great opportunities here. It is necessary to clearly define the boundaries of work in terms of volume or timing and provide employees with the necessary means of motivation.

The need for involvement is the desire of people for social communication, mutual assistance, and the establishment of friendly relations. Satisfaction of such a need is possible, for example, by organizing business meetings by the manager, at which each employee has the right to speak on a specific issue of the enterprise's activities. During off-hours, the manager should in every possible way encourage the desire of employees to organize joint recreation, sports, etc.

The most popular was the theory of needs by A. Maslow, who proceeded from the recognition that a person has many different needs. He differentiated them into five main categories:

physiological needs, the satisfaction of which is necessary for human survival (food, water, shelter, clothing, rest, etc.);
the need for security and stability (security of employment, insurance, protection, financial independence);
social needs (good human relations, belonging to any social group);
need for respect (recognition from other people);
the need for self-expression (self-affirmation as a person, participation in decision-making, the desire for creativity, awareness, realization of potential opportunities).

A. Maslow's hierarchy of needs in a somewhat modified and supplemented form is shown in fig. 5.4.

This hierarchy of needs is based on the fact that people are stimulated by the desire to satisfy more and more difficult needs. These needs can be ordered as they become more important and accessible to a person. The needs of the 1st and 2nd levels are basic (dominant, primary) associated with ensuring survival in the environment; needs of the 3rd - 5th levels - the highest (secondary). After the needs of the lower level are satisfied, the needs of the next level become dominant. In other words, lower-level needs must be satisfied before higher-level needs can be fulfilled for a given individual.

Figure A characterizes the quantitative side of human needs. This means that the number of people who have higher needs in accordance with the hierarchy is gradually decreasing. In other words, there are relatively few people who seek, for example, self-realization. At the same time, there is a man on earth who could live without water and food.

Figure B, in turn, shows the qualitative side of human needs. The figure shows that the importance of secondary needs is incomparably higher than that of primary needs. This suggests that a modern civilized person not only wants to provide himself with everything necessary for a full life (housing, food, clothing, transport), but also constantly strives to improve his professional and cultural level (study, theater, sports).

In every person, there is potentially a continuous desire to achieve more and more new heights in society, to satisfy more and more difficult to realize needs. It is this desire to satisfy their ever-increasing needs that is the main reason for the interest in work. Different theories of needs basically do not contradict each other, but mutually complement each other. They reflect the versatility and non-standard nature of the motivation process and predetermine the need for an integrated approach to solving this complex problem.

In the work of a manager, the most difficult part of the work is creating conditions for employees to meet the needs of a higher order. There are methods that have shown themselves well in management practice.

Thus, social needs can be met by providing employees with work that contributes to business communication. It is necessary to create an atmosphere of a single team working for the final result in the team. It is recommended to hold regular staff meetings to discuss topical issues of the enterprise. Favorable conditions should be created for the manifestation of social activity by employees, for example, their participation in the charitable activities of the enterprise. Finally, it is advisable to keep informal groups and their leaders in the team if this does not interfere with the performance of production tasks. Examples of such informal groups include members of environmental organizations, fans of sports teams, philatelists, lovers of classical or popular music.

The need for respect is realized by providing employees with more meaningful, interesting work, if there are appropriate opportunities for this. The manager should provide feedback to subordinates in accordance with the results achieved, which will allow for an objective assessment of their efforts. It is recommended to involve employees in defining the goals of the enterprise and developing the necessary decisions. In this case, the company's staff will feel their involvement in the common cause. A manager can be delegated additional rights and powers to subordinates in order for employees to increase their professional experience. The most capable workers who have shown real success in work should be promoted up the career ladder. Finally, in order to improve the competence of employees, the manager must organize a continuous process of retraining and advanced training of personnel.

The most difficult task for a manager is to satisfy people's needs for self-realization (self-expression). The difficulties here stem from the perception of a person as a unique and at the same time complex personality. The main directions for the implementation of such needs are: providing the necessary conditions for the professional growth of employees and, if possible, the full use of their potential; providing employees with complex and responsible work; development of employees' creative abilities; participation in making complex and responsible decisions; providing work that requires independent decision-making. In this case, prerequisites are created for the transformation of labor from a means of earning money into a means of self-expression and personal development.

Delegation

For the successful operation of the enterprise, the manager needs to timely distribute and appropriately formalize the powers of his employees. The term "authority" usually means that a particular person has certain rights to use the resources of the enterprise. Only with the necessary authority, it is possible to successfully carry out production tasks. Sooner or later, in the activities of any company, there comes a period when it is necessary to redistribute power functions within it.

Responsibility should be given to all levels of management, down to the lowest. Responsibility is the assumption of obligations to fulfill the tasks that require solution. Starting to perform work, the employee assumes the responsibility for its successful completion in exchange, first of all, for payment for his work. Employees need a certain share of responsibility for the work entrusted to them. If you ignore such a need, there may be a threat to the development and even the existence of the company. Usually people leave their former place of work for a place where such responsibility is given to them.

Delegation in management is the transfer by a manager of authority and responsibility for performing tasks to one or more subordinates (Fig. 5.5).

With the help of delegation, the manager distributes among the employees the tasks that must be completed in order to achieve the goals of the organization. If there is no delegation, then the manager must solve the problem on his own. This is not easy to do, since it will take more time to complete the work in such conditions, and the manager's abilities must be exceptional. By the ability to delegate rights and responsibilities to subordinates, the quality of the manager's work is assessed. As the company grows, the number of tasks solved by managers increases disproportionately. Therefore, the relevance of delegation in these conditions only increases. The manager can delegate only when the subordinate has accepted the authority addressed to him. Taking on the authority to perform a specific job, the employee thereby begins to bear a certain responsibility to the manager for completing the task efficiently and on time. Responsibility for the final result of the work remains with the manager. A feature of the delegation of authority is that they can be transferred not to a specific person, but to the position that this employee occupies. When changing jobs, the employee acquires new powers.

Within a particular organizational structure, the powers of employees are limited to certain limits. Restriction of powers is carried out with the help of oral or written orders, instructions, official duties, internal regulations, etc. There are several types: powers (Fig. 5.6).

Linear authority is transferred directly from the manager to the subordinate and, if necessary, further to other subordinates. A manager endowed with linear authority can act within a specific organizational structure without coordination with other managers. An example in this case could be the work of a shop manager at an industrial enterprise, whose range of rights and duties allows him to act quite autonomously.

Administrative powers are based on the delegation of various functions to the management apparatus. The latter can carry out activities of advising line management on technical policy, legislation, work with personnel, etc. In addition, the administrative apparatus performs numerous functions of servicing line divisions in matters of planning, financing, logistics, and product marketing. Finally, there is a certain specificity of the activities of the administrative apparatus. We are talking about the functions of assistants and secretaries, without whose work it is difficult to imagine the activities of a modern leader. The types of administrative powers are:

a) advisory power. This is a variant of administrative powers, in which line managers can apply to the relevant services of the administrative apparatus for advice and receive the necessary consultations, but are not obliged to accept them for unconditional execution;

b) parallel powers. The purpose of such powers is to establish a system of balanced power, which contributes to the creation of effective control and the prevention of errors in work. An example here is the declared independence of the three main branches of power from each other in any democratic state: legislative, executive and judicial. The option of parallel powers can be used to control the financial costs of the enterprise. Example: the need for two signatures (director and chief accountant) on payment orders sent to the bank;

c) functional powers. The management apparatus, endowed with functional powers, can either start or prohibit the implementation of a certain procedure at the direction of the manager. This is usually associated with the need to follow a unified approach to the performance of specific work, for example, the collection of initial data for subsequent analysis according to certain forms of accounting in all departments of the enterprise.

The general trend of increasing the scope of authority is directed but upward: from the lower levels in the management system to the highest (Fig. 5.7).

The problem of effective delegation of authority is of particular importance for top-level managers. This is primarily due to the excessive workload of such managers. Therefore, in modern enterprises, if these are not very small firms, managers of a higher level can perform their duties only on the condition that they delegate some of their powers to other managers of lower levels of management. Thus, some managers constantly work in close contact with other managers.

The management system, dubbed "Managing Managers", involves the setting of specific tasks and the implementation of self-control as the basis of the delegation process. Each manager who has been delegated authority should be able to control his activities by analyzing his own successes or failures. This possibility of self-control to a greater extent stimulates the work of employees.

However, it should be noted that there are no managers with unlimited powers. The limiting factors here can be, for example, laws, policies of local authorities, trade unions, shareholders, founders of the enterprise, etc. In addition, managers cannot delegate to subordinates powers that are contrary to the norms of human morality, ethics, as well as national and religious traditions accepted in society.

How effectively a manager delegates his powers can be judged, for example, by his ability to work with business papers. As you know, the flow of documents sometimes literally overwhelms managers. Meanwhile, the ability of a manager to free up precious time for productive work may indicate his qualifications as a leader. There are managers who bring the principle of delegation of duties to the point of absurdity, trying to get rid of the document as quickly as possible. Such a manager believes that subordinates exist to do all the work. Typical examples of the resolutions of such a leader are: "Please solve" or "It is necessary to understand." In this case, the manager manages to quickly free his desk from a mountain of papers, loading his subordinates to the limit. But this does not bring much success, because the subordinates do not fully understand what they should do. As a result, a manager often has to listen to complaints from higher-level managers about the low quality of documentation coming from his unit and the violation of the deadlines for its preparation.

Delegation of tasks and authorities has both positive and negative aspects. The positive aspects of delegation of responsibility include the following: the manager is relieved of part of the functions of execution and control; subordinates show a creative approach to business; employees acquire the skills of independent and responsible work. Negative aspects of delegation: there is a threat of non-fulfillment of work, deterioration of its quality; there may be competition for the manager among individual employees; complicates the decision-making process.

The basic rules of the manager's work when delegating authority: understanding the main goals of the problems to be solved when delegating authority to subordinates; delegation of authority, first of all, to capable, enterprising employees; objective assessment of possible risk; regular consultation and monitoring of the work of employees.

A manager who seeks to answer the questions of employee motivation and wants to create a productive atmosphere in the team cannot but be interested in the basics of behavioral analysis. Understanding them, having mastered the mechanisms, adapting them to the domestic culture, he can flexibly and effectively use forms of encouragement to improve the performance of his employees. The laws are simple, but this simplicity is apparent. Only by using them correctly, you can achieve the desired result.

The task of any management is to organize the process so that people work, as they say, to their fullest. Every leader knows how much effort needs to be put into this. In an attempt to improve the efficiency of employees, he turns to the literature (and there are a lot of them now) or attracts consultants (which are incredibly expensive). The advice offered in books or consultants sometimes helps, and in some cases it turns out to be useless. How to adjust the behavior of people so that they begin to work effectively?

Why don't people work?

The productivity and climate of relationships directly depend on how much employees agree with their position. At present, despite many theories and approaches, there is no unambiguous understanding of the behavior of another person. In the middle of the twentieth century, a science called "behavioral analysis" even appeared in the United States, but even there it is still considered a new science. Behavioral analysis can be applied in any area: economic, educational, political, medical... There is a separate direction of behavioral analysis for working with business - Organizational Behavior Management (OBM).

All OBM methods and programs were originally developed for American companies. Attempts to use them in other countries have shown that success is achieved only when adapted to local cultural characteristics. Thus, in 2002, the "Journal of Organizational Behavior" No. 23 (3) published an article on the use of a universal program in large companies in Morocco and Mexico (in Morocco - SGS-Thomson, in Mexico - Danone). Innovations in management for Morocco were consistent with the Islamic norms of behavior accepted in society. In Mexico, where a person usually has a family in the first place, these relationships were mainly taken into account.

How to recognize a lazy person

In each team there are one or more workers, whom both the bosses and those around them call a word that is understandable to everyone - lazy people. Moreover, as they say, their head is in place, and their hands grow from where they need to, they just don’t work. The reasons for these lazy people can be different, and the mechanism for the occurrence of such behavior is always the same. Behavioral analysis gives its explanation: there will be rewards for work when there will be more, and it’s nice to surf the Internet right now, smoking breaks and chatter are encouraged right away. A person chooses the behavior that will definitely and immediately bring encouragement.

All OBM techniques are based on the basic principles of behavioral analysis. The founder of behavioral analysis - Burres Skinner (Burrhus Skinner) - defined the concept of "behavior". This is what a person does and what can be observed: he sits, walks, writes, watches TV, thinks, laughs, etc. Skinner also described the laws of behavior, which are as logical and strict as the laws of mathematics. All of them have been confirmed by experiments.

The basic law of such an analysis is: "behavior will be repeated if it is somehow encouraged, and will not be repeated if it is not encouraged in any way." The person picks up the phone (behavior) when they hear the call and starts talking to a friend (reward). The next time the phone rings, he picks up the phone again. The same person greets his neighbor (behavior), and the neighbor does not answer in any way (no encouragement) one, two, three. At a certain point, a person will stop saying hello to a neighbor.

The law is very simple and obvious. What is there to analyze? The problem is in the definition of encouragement, in its quantity and ability to use it.

Research has shown that each person requires their own, individual form of encouragement. One needs others to mark his work, another needs to be paid more money, a third needs to be criticized in a meaningful way, a fourth needs to finish the work on time, a fifth needs the process itself, etc.

The type of reward can only be determined experimentally.

First, you need to conduct an observation and find out what the employee likes, what he most often prefers to do, how he reacts to praise. Having thought over the type of promotion, test it in practice. The Law of Behavioral Analysis: Use rewards immediately after a person finishes work, unless, of course, you want him to do it well in the future. If after that the person gets down to business again, then the type of encouragement was chosen correctly, if not, you need to choose another one. It happens that you have to go through many different types of rewards, but it never happens that it is impossible to install it.

The most effective incentive is money, because a person can use it to acquire many pleasant things - food, drink, clothing, entertainment, that is, what he wants. However, money may not work here. There are usually two main reasons. First: a person receives a monetary incentive (salary, bonus) according to a certain schedule, and not immediately after the work done. If the work requires a long time, its volume is large, then the money paid according to the schedule generally loses its incentive property. After all, any long work consists of many small actions, and they are performed without encouragement. The next time a person without zeal will take up a similar task. The second reason is the amount of money. For each type of effort spent on a job, there is a certain amount that can reward that effort. Usually the amount of money grows proportionally with the increase in efforts, but for each person it is individual. Finding this out is quite simple, just like the effectiveness of any other type of reward: if a person continues to work with the same effort, then the amount of money is optimal to maintain them.

The second effective type of encouragement is praise. A person does not get used to it, so you can use it more often than usual, but you must apply it correctly. First, praise should only be given after the work is done, not before the start. And it is important, of course, to consider quality. Experiments conducted in an American school showed an obvious difference in the performance of a creative task by two groups of students. One group was praised by the teacher when he accepted the work without checking it. Pupils second praised selectively - only those whose work was interesting. The second group, having completed the following tasks, showed significantly improved performance. Secondly, you need to praise immediately after the completion of actions that it is desirable to fix for a long time. Thirdly, it is necessary to choose the right type of approval, taking into account the individual characteristics of employees. Someone needs to be praised in private, someone likes to listen to praise in the presence of colleagues, one just needs to be patted on the shoulder, and the other cannot stand such familiarity. Visual rewards work well - a printed thank you note, a letter from superiors, a photo of the best worker of the week at the entrance, etc. Some managers can intuitively choose the right reward. They are usually considered talented and wise managers, under their leadership people work with pleasure.

During the Soviet period, rewards in the form of commendations, letters of commendation, photo booths for the "best production workers," etc., were quite widespread. However, the main mistake was "bureaucratization", at times, it nullified the result itself. The person felt uncomfortable because the promotion went through various stages of discussion: "nomination" in the team, approval by various authorities. Bureaucratization turned the reward of the worker into a real punishment. In addition, from the point of view of behavioral analysis, the basic principle of immediate reward for quality work performed (or being performed) was violated. In addition, the strict ranking of the type of reward depending on the position of the employee leveled the idea itself.

On the other hand, studies show that in the West, too, praise in the form of encouragement is a completely unmastered technique. It is in connection with this that consultants practicing in OBM teach America's managers to praise their subordinates. This skill alone has a positive effect on labor motivation.

Similar results were obtained in Russia (Organizational Behavior Management magazine, 1993, No. 13 (2). The management of a textile enterprise asked for advice on increasing labor productivity. The program was carried out by American researchers with the participation of 33 workers. The foremen were trained in the principles of encouragement ( praise) and the sequence of application of encouragement. The foremen were also trained in feedback techniques.

How to stop being late

How to make sure that employees come to work on time, without applying any pressure, using only incentive forms? Indeed, in almost any team, several people are chronically late for the start of the working day, each time finding weighty arguments for this. When starting a program, the manager must consider the entire team as a single organism. A board is drawn up on which are applied: the days of the week - horizontally, the names of employees - vertically. The board in the form of a table is displayed in a conspicuous place. Every morning, the manager, who arrives a little earlier, notes (the form of the mark is arbitrary) the names of those who came without delay. A mark on the table is seen as an immediate encouragement to show up to work on time. Most often, this encouragement is enough to make people try to come on time. If the situation does not change within 1–2 months, an additional incentive is introduced. For example, a manager informs employees (in writing or at the current meeting): if during the first four days of the week 80% of employees have marks for on-time arrival, then on Friday everyone can finish work an hour earlier. Another example: a manager keeps track of how the number of marks in the table changes in comparison with the previous week. As soon as their number has increased, the manager organizes morning coffee with pastries for all employees, regardless of their timely arrival. During the joint "coffee drinking" the manager thanks everyone for improving performance. These additional rewards can be changed depending on the specifics of the team.

Exit the program should be gradual. When the manager is satisfied with the results, the board is set up not every day, but 1-2 times a week, then several times a month. Additional encouragement is provided either after an increasing interval of time, or the encouragement decreases: instead of leaving work an hour earlier, the end of the working day is 50 minutes earlier, instead of coffee with pastries, just coffee. If the results worsened when the incentive was reduced, it means that the exit from the program for this team was too fast. In this case, it is recommended to either return to the beginning of the program or change the type of reward.

To ensure that changes in worker productivity result from the use of rewards and feedback by supervisors, the study proceeded in four phases. First, the amount of time workers spend doing their jobs before any change was measured. Then they started the program and continued it for several weeks. The next step was the cancellation of the program for the same period, and the last step was the resumption of the program. At all stages, the same parameters were measured as at the first. When the program was canceled, the performance dropped to the initial level, and when the program was resumed, the performance increased.

Undoubtedly, new and more detailed studies in the field of production behavior are needed, taking into account the actions of the team as a whole and each individual employee in relation to various types and types of industrial, scientific, industrial, educational and other organizations. To date, such studies are not conducted in Russia: mainly due to the lack of specialists practicing in the field of behavioral analysis.

Historically, the performance control system has been based on punishment. The boss controls the performance of his subordinates through the deprivation of bonuses, reprimands or the threat of dismissal. Behavioral analysis does not welcome such a system of control, its second law says: "Punishment can stop unwanted behavior for a while, but does not teach new behavior." In this case, the term "punishment" is interpreted in a more capacious context than in everyday life. Punishment, from the point of view of behavioral analysis, is any action that leads to a stop of undesirable behavior. For example, a smirk from an interlocutor can stop the speaker, a penalty for being late can prevent many from being late, criticism from superiors can make an employee abandon the usual report on the work done.

Punishment is not only an unproductive way to control behavior, but also a dangerous one. A punished person has increased aggression, which can be directed both at himself and at others. An employee who is fined for being late can suddenly yell at a colleague, electrify the working atmosphere, or engage in self-flagellation. None of these aggressive behaviors contribute to productive activity. Another negative side of punishment: a person begins to avoid those who punished him, and places where they are punished. In this, an adult differs little from a child who, fearing the punishment of his parents, begins to lie and dodge. For the working group, the negative side of punishment is also the creation of nervousness in the team itself.

Practice has shown that it is not necessary for managers to start some extensive programs to study and further use the mechanisms of punishment. Quite often, problems can be solved by changing the basic relationships in the firm, company, and production. For example, the productivity and climate of relationships directly depend on how subordinates and superiors agree with their position.

The boss-subordinate working relationship - when to report, how to teach material, how often to meet, etc. - should ideally be clearly defined and recorded in documents such as instructions, instructions. If an employee does not have clear instructions on what and how to do, mistakes, mutual dissatisfaction and irritation immediately appear.

For the correct use of the laws of behavioral analysis in the form of reward-punishment, a clearly defined target setting for the firm, company, any production in general and for a particular employee, in particular, becomes important. The goal set for subordinates, and even for the company, should be based on the reality of its achievement. What is a solved problem or an achieved goal, from the point of view of behavioral analysis? This is an immediate reward. Moreover, when a task is solved, a person receives several different types of rewards at once: there is no need to work on it anymore, someone will praise, pay money, mark with a reward, in the future, perhaps, they will turn to him with similar tasks, and he there is already a positive experience of their implementation, etc.

If you can't - we'll teach you, if you don't want - you want

Any reward program will be effective if the behavior to be reinforced already exists. If there is no behavior yet, then encourage - do not encourage, nothing will happen. Therefore, it is first necessary to teach a person to perform certain actions, and only then start a reward program. Analysts have developed many methods for effectively teaching people new behaviors. However, they are all based on the following basic principles:

The learning process must be structured in such a way as to reduce the number of possible errors to a minimum. To do this, starting the training of complex behavior, it is necessary to divide it into a number of simple sequential steps. Each step is explained or demonstrated by a person who has already mastered the behavior well. Successful repetition by the trainee is encouraged, unsuccessful repetition is corrected.

Repetition is the fundamental basis for learning. Repeating is necessary so that new actions take little energy from a person. The less effort it takes to get the job done, the more fun that job is. Moreover, observations and experiments show that if a person is forced to often repeat some initially even not very pleasant behavior, then over time such behavior becomes a need.

Each person is individual. Therefore, the approach to learning should take into account the characteristics of the individual. For someone to repeat the right actions, only observation will be enough; someone will need to complete them with a teacher; and someone always needs a step-by-step instruction at hand.

In the process of learning, a person should have fun.

Olga Shapovalova

1. Drawing up the organizational structure of the enterprise and its characteristics………...

2. Motivation of personnel in the organization……………………………………………………..

3. Management of conflicts in the team. Power in an organization……………………………………………………………………...

4. Ethics of business communication. Types of business communication…………………………………….

5. Communication processes in organizations…………………………………………

Drawing up the organizational structure of the enterprise and its characteristics

Task 1. Describe the enterprise you have chosen.

Business name _________________________________________________

Kind of activity _________________________________________________________

Name of products (works, services) ______________________________________

____________________________________________________________________________

Task 2. Describe the external environment of this organization:

Competitors_________________________________________________________________________________________________________________________________

State_______________________________________________________________________________________________________________________________________

Economic situation________________________________________________

______________________________________________________________________

Suppliers_________________________________________________________________________________________________________________________________________________

Demand (customers) ________________________________________________________________________________________________________________________________

World economy____________________________________________________

______________________________________________________________________

Demography_______________________________________________________________________________________________________________________________________

Socio-cultural factors ___________________________________________

_____________________________________________________________________

Task 3. Describe the organization's internal environment variables

Task 5. Fill in the table:

table 2

Functions of the firm's management ___________

	Market economy	Firm____________
advantages	flaws	advantages	flaws
Planning
	Tasks to be solved
	Market economy	Firm___________
Organization
	Factors of high motivation of employees	Reasons for low employee motivation
Motivation
	Control measures
Control

Task 6. Fill in the comparative table of management models

Table 3

Task 7. Select three roles that managers of this firm perform.

________________________________________________________________________

What are the roles of a manager identified by Mintzberg.

Table 4

What qualities should a modern manager in your company have?

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. Motivation of personnel in the organization.

Exercise 1. Consider a table that reflects the various combinations of motivation and ability in employees.

Table 1

Employee A Motivation + Ability +	Employee In Motivation + Ability -
Employee B Motivation - Abilities +	Employee G Motivation - Abilities -

Answer the questions:

Which employees want to work efficiently and productively?

Which employees are problematic for the enterprise and why?

What needs to be done to improve the productivity and efficiency of workers B and C? How is a manager's effort different?

What is the similarity between the efforts of a manager in managing employees A and D?

1.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________2.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________3.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________4.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Task 2. Develop a system of labor motivation at the enterprise, including the satisfaction of needs (material, social, moral) in the form of a system of rewards and punishments:

· Who is encouraged? What is encouraged? What is the encouragement?

· Who is being punished? What is the punishment for? What is punishment?

Note: The system should contain 3 examples for each type of reward and punishment.

table 2

The system of labor motivation at the enterprise

Task 3. Get acquainted with wage systems in 2 American companies. Determine what goals each system pursues, what advantages each system gives to the enterprise and employees, and what “cons” the system has for the enterprise and employees. Fill in the appropriate columns of the table.

Company Du Pont de Nemours uses a rigid reward system that allows the distribution of production risk between managers and workers. The remuneration is paid based on the results of the implementation of the company's production program, designed for 3-5 years. Each employee of the company who wishes to participate in this program contributes 6% of their annual earnings to it. With 100% fulfillment of the plan, the company returns these 6% to employees, and when the plan is fulfilled by 125 or 150%, employees receive an additional remuneration of 6 or 12% of annual earnings. If the plan is completed by less than 80%, workers lose 6% of their annual earnings in full.

In company Nukor payment of remuneration is connected with the quality of products and production discipline. The amount of wages is from 6 to 9 dollars per hour, which is 2 times less than the industry average. However, due to the fact that the workers exceed the established targets for the production of products, their annual earnings are 2 thousand dollars higher than in similar enterprises. In addition, there is a rule according to which in case of a one-time delay for work up to 30 minutes. The employee loses his daily remuneration, and if he is late for more than 30 minutes. - weekly.

Table 3

Characteristics of wage systems in enterprises Du Pont de Nemours And Nukor

Task 4. Indicate what you think your employer basically expects from you and what you think he owes you. Prioritize expectations and promises.

Table 4

Employer and employee expectations

1. Drawing up the organizational structure of the enterprise and its characteristics

Exercise 1. Describe the company you have chosen.

Business name _____

Kind of activity _______

Name of products (works, services) _______

Number of employees_______ people

administrative and managerial staff ______ people

workers ____ people

The share of workers in the total number of personnel ______%

Draw up a diagram of the organizational structure of the enterprise, determine its type, describe the relationship between the individual links of the enterprise, determine the pros and cons of the organizational structure.

Task 2. Describe the organization's external environment:

Competitors________

State_______

Economic situation______

Suppliers______

Demand (customers)________

World economy_______

Demography________

Socio-cultural factors ____________

Task 3. Describe the organization's internal environment variables

Task 4. Fill the table:

Table 1

Features of company management

Task 5. Fill the table:

table 2

Functions of the firm's management ___________

	Market economy		Firm____________
	advantages	flaws	advantages	flaws
Planning
	Tasks to be solved
	Market economy		Firm___________
Organization
	Factors of high motivation of employees		Reasons for low employee motivation
Motivation
	Control measures
Control

Task 6. Fill in the comparative table of management models

Table 3

Characteristics	Japanese	american	Firm_______
Dominant qualities of a business person
Criteria for promotion
Professional Competence
Decision making process
The attitude of employees towards the firm and work
The nature of innovation
Form of business relationship

Task 7.Identify three roles that managers of this firm perform.

What are the roles of a manager identified by Mintzberg.

Table 4

What qualities should a modern manager in your company have?

2. Motivation of personnel in the organization.

Exercise 1 . Consider a table that reflects the various combinations of motivation and ability in employees.

Table 1

Employee A

Motivation +

Abilities +

Employee B

Motivation +

Capabilities -

Employee B

Motivation -

Abilities +

Worker G

Motivation -

Capabilities -

Answer the questions:

1. What kind of employees want to work efficiently and productively?

2. Which employees are problematic for the enterprise and why?

3. What needs to be done to improve the productivity and efficiency of workers B and C? How is a manager's effort different?

4. What is the similarity between the efforts of a manager in managing employees A and D?

Task 2. Develop a system of labor motivation at the enterprise, including the satisfaction of needs (material, social, moral) in the form of a system of rewards and punishments:

· Who is encouraged? What is encouraged? What is the encouragement?

Who is being punished? What is the punishment for? What is punishment?

Note: The system should contain 3 examples for each type of reward and punishment.

table 2

The system of labor motivation at the enterprise

	Incentives		Punishments
	Incentive Form	What to encourage	Form of punishment	What to punish
Financial incentive


social stimulation


moral stimulation

Task 3. Get to know pay systems in 2 American companies. Determine what goals each system pursues, what advantages each system gives to the enterprise and employees, and what “cons” the system has for the enterprise and employees. Fill in the appropriate columns of the table.

Company Du Pont de Nemours uses a rigid reward system that allows the distribution of production risk between managers and workers. The remuneration is paid based on the results of the implementation of the company's production program, designed for 3 - 5 years. Each employee of the company who wishes to participate in this program contributes 6% of their annual earnings to it. With 100% fulfillment of the plan, the company returns these 6% to employees, and when the plan is fulfilled by 125 or 150%, employees receive an additional remuneration of 6 or 12% of annual earnings. If the plan is completed by less than 80%, workers lose 6% of their annual earnings in full.

Table 3

Characteristics of wage systems in enterprises Du Pont de Nemours And Nukor

Task 4. State what you think your employer basically expects from you and what you think they owe you. Prioritize expectations and promises.

Table 4

Employer and employee expectations

Look at the list. Are your expectations and promises primarily business-like, or are they relationship-based? How does this characterize your work?

3. Managing conflicts in a team

Exercise 1. Analyze the types and causes of conflicts. Using your own observations of conflict situations that arise in educational and work teams, fill in the table.

Table 1

Causes of conflicts in management

Task 2 . Resolution of conflict situations. Check out the suggested situations. Analyze what could be the reasons for such situations. Offer your leadership options. Try to move away from stereotypes.

Situation 1.

Your immediate supervisor, bypassing you, gives an urgent task to a subordinate who is already busy with another responsible task. You and your boss see your assignments as urgent. How will you do it?

Situation 2.

An inexperienced employee went to a meeting with a conflicting client. He was dissatisfied with the results of the meeting, called the head of this worker. The boss settled the disagreement, then invited his subordinate, informed him about the fact of the conflict and its resolution, and also told him about the mistake that, in his opinion, the employee made when building a relationship with this client. Analyze the situation and offer your more successful option for the leader.

Situation 3.

The employee informs his boss about the difficult situation that has arisen, he offers several ways out of it and asks the subordinate to choose the best one on his own. Analyze this situation and, if necessary, change the actions of the leader.

Situation 4.

When employees come to a superior with a question about a difficult situation that has arisen, he gets annoyed and says that they are inventing problems themselves. Analyze what could be the reasons for this situation. Try to move away from stereotypes.

Situation 5.

When the manager Yuri came to work, he found that Alexander was waiting for him near the office: “I just can’t work with Maria in the same team dealing with a new project,” were his first words. “She still has little experience, and she does not want to take my point of view seriously, because I do not have a higher education.” Analyze what could be the reasons for this situation. Offer your leader's course of action.

Task 3. Recall a conflict that you observed in your workplace. Answer the questions.

1. What was the cause of the conflict?

2. How was it resolved?

3. If you were a manager, how would you handle it differently?

Task 4 . Describe the factors that cause stress in workers:

Effects of stress:

1) for an employee _______

2) for manager_______

4. Ethics of business communication. Types of business communication.

Exercise 1. Learn the rules for preparing a business conversation and a business meeting. Develop according to the rules an action plan for preparing and holding a business meeting, conversation (optional)

Rules for building a business conversation:

Stage 1 - preparatory:

Planning

Regulations

Location

Time spending

Coordination with the interlocutor

At this stage, readiness is checked for the following items:

Carefully crafted conversation

Freedom from stereotypes, willingness to accept people as they are,

Full readiness to listen to the interlocutor, to answer all his questions

Having an accurate, clear and correct conversation plan

The ability of a plan to raise questions that divert discussion

Having natural and compelling wording

Expressing thoughts accurately and clearly

Choosing the right tone of conversation

Trying to put yourself in the place of the interlocutor and understand him

Stage 2 - introductory:

Overcoming the psychological barrier,

Establishing an atmosphere of trust.

Stage 3 - basic:

Introduction

Main part

Final part

Action plan for preparing and holding a business meeting:

5. Communication processes in organizations

Exercise 1. Consider emerging communication processes in your organization

Task 2. Give an example of a communication process and its elements

Sender _______

Information ________

Transmission channel_______

Recipient ________

What role does feedback play in communication? ______

Task 3. Determine the type and type of communication in your enterprise:________

Annex 1

Types of character accentuation

Hyperthymic, or hyperactive character. Employees with this type of character attract attention with an enthusiastic attitude towards people, increased goodwill and sociability. If such an employee comes to a new job, then he quickly gets to know everyone, being equally friendly even to those who are in hostile relations with each other. They say about such people: "Soul-man." Often they may have complaints about the work, as they do not bring to the end what they undertake. The reason is constant friendly communication with colleagues and discussion of news, as a result of which there is no time left for work. But these workers are afraid of spoiling relations with their superiors, so they quickly finish the unfinished work.

Sometimes excessive optimism can be observed: a worker can prophesy high positions for himself, setting out a natural theory of generational change. The advantage of this character is "a constantly good mood, which helps a person quickly overcome difficulties, which he always looks at easily, as transient and temporary. An employee - hyperthym voluntarily engages in social work and seeks to confirm his high self-esteem, sometimes overestimated, in everything .

The following can be suggested as a recommendation for a manager. If you deliberately want to get rid of such a worker, then you should entrust him with painstaking and monotonous work that requires perseverance, as well as limit contacts and deprive him of the opportunity to take the initiative. In this case, he will neglect his duties, while violently indignant at boring work. But he is harmless and will not take revenge. And vice versa. If you are interested in a specific employee - hypertime, then create conditions for taking the initiative. In this case, his personality will be clearly revealed, and the work will literally burn in his hands. It is good to put hypertims in those areas of production that require contacts with people. They are good organizers, able to create a climate of goodwill and warmth in the team. Such workers may experience violations of adaptation and health, as they do not spare themselves. Hyperthyms take on a lot, try to do everything in time, hurry up, increase the pace of activity.

The manager must create such working conditions for hyperthym so that he can express his stormy energy in work and communication. Such people benefit from sports. They must avoid exciting situations. Some businesses have break rooms, so listening to soothing music can be helpful for hyperthymia. As a last resort, light sedative psychopharmacological agents and autogenic training can be recommended.

Autistic character. Employees with autism (from lat. auto - turned inward, closed) by the type of character at work, they are kept officially and never reveal their personal experiences to others. Often they are alone. If holidays are organized at the enterprise, then such employees try not to go to them, and if they do, they sit indifferently on the sidelines. They are uncommunicative. If there are difficulties at work, then they try to figure it out on their own. They spend a lot of time at work, often lingering. Work-related activities often continue at home as well. They enjoy official authority, but are obscure to others, since in communication they do not express, unlike most people, their emotional positions. The manager must be aware that autistic workers are extremely sensitive, easily injured, and that is why they prefer not to reveal their inner world. On their part, there may be increased sensitivity and timidity, or absolute, "stone" coldness and inaccessibility. Frequent transitions from one state to another give the impression of inconsistency.

The positive aspects of an autistic character are the persistence of intellectual and aesthetic hobbies, tact, unobtrusiveness in communicating with colleagues, independence of behavior, as well as compliance with the rules of formal business relations. In such people, feelings are strongly subordinate to reason.

But at the same time, it is difficult for them to enter a new team and establish informal ties. Friendships at work are hard to come by. If they do add up, they turn out to be very stable, sometimes for life.

The manager should know that if a person with such a character comes to the team, you should not rush to establish informal relations with him. In the case of persistent attempts to penetrate into the inner world of such a person, he can withdraw into himself even more.

The downside of an autistic character for work is the fact that he wants to figure everything out himself. Production activity suffers from this. Excessive independence makes it difficult to switch from one issue to another and can complicate cooperation. The manager must be able to organize activities in such a way that an employee with an autistic character can listen to the opinions of others. At the meeting, such an employee should be given the floor last.

The manager must make sure that an employee with an autistic type of character is forced to communicate at work with a colleague who has an emotional, open, friendly character.

Labile character. It is very important for workers with a labile character what their psychological situation is like at work. The slightest rudeness discourages them, and simple praise inspires them. They may refuse to move to another job with a higher salary if they find out that there is a rude boss. Such people are afraid of conflicts, in every possible way limit themselves from contacts with rude, harsh and categorical employees. With this character, the mood changes quickly and easily following the circumstances. Even a minor event can completely change the emotional state.

As a recommendation, the manager can advise the following. Workers with a labile character should not be criticized, especially in the presence of other people. This should be done in a very gentle manner. Otherwise, the male employee may quit, and the woman will start to cry. In extreme cases, such people can even commit suicide.

An employee with a labile character has stable attachments, is sincere in behavior, and knows how to empathize.

Living conditions and good psychological health are of great importance for such people, since the same features of emotional lability can manifest themselves not as positive, but as negative aspects (irritability, tearfulness, unstable mood).

If colleagues are friendly, then a person can quickly forget the bad, it is, as it were, forced out. The manager must know that communication with hyperthyms has a beneficial effect on persons of an emotionally labile nature.

demonstrative character. A person with such a character tries to develop an opinion among others about himself as an exceptionally executive and irreplaceable person.

The main feature of a demonstrative character is the ability to displace a rational, critical view of oneself, demonstrative, a little "acting" behavior. "Repression" is a property of the psyche, which is associated with developed emotionality, vivid imagination, weakness of logic, inability to perceive one's own behavior from the outside. This is the ability to displace the Present with the invented one. A person with a demonstrative character easily imitates the behavior of other people. He is able to pretend to be the way you would like to see him. These people have a wide network of contacts, strive for success, have a desire to look good in the eyes of others. If the negative traits are not developed too brightly, they are loved. The key feature is the inability at certain points in time to critically look at oneself from the outside. With different people, a person with a demonstrative character can behave differently. If others are cold, formal, do not notice him, the person begins to behave defiantly: attracts attention to himself, plays scenes.

Employees with a demonstrative type of character, with experience and abilities, distinguish well the characteristics of other people. They see the attitude towards themselves, they can adapt to it and try to manage it, they themselves develop the attitude they want towards themselves, sometimes they actively manipulate people in their favor. They are good actors, they often enter theater institutes. An experienced manager should know what can be entrusted to such an employee. For example, advertising products, if other personality traits do not contradict this. Demonstrative personalities love to participate in amateur performances. They are good at analyzing facts and are able to play out whole pictures in their imagination, scenarios of the possible development of the initial situation. They are able to notice the details of people's behavior and accurately respond to them.

Psychic character. People with a psychasthenic character love to work with equipment, they kind of hide behind it from other people. These workers are conscientious and punctual. They are extremely closed with colleagues. Facial expression worried. They are very concerned about their own health. Rational, prone to analytical, “step-by-step” processing of information, comprehension of facts by crushing and highlighting individual features. Emotional experiences are faded, monotonous and subject to the course of rational constructions.

When making a decision, such an employee weighs all the pros and cons and still hesitates to make a decision. For people of this type, the absence of a firm position is characteristic. There is a clear desire to explore everything, to analyze individual aspects of the situation. The manager must know that an employee with this type of character should not be charged with making decisions, especially responsible ones. If, nevertheless, a psychasthenic employee has to make decisions, then it is necessary to provide him with assistance in this: to advise, suggest decisions or allocate experts on this issue. Psychasthenics are categorically contraindicated in administrative work. If he finds himself in a complex, rapidly changing, multilateral situation, then he does not have time to comprehend it, he becomes constrained, lost.

The manager must know how to help such a person. It is necessary to try to develop figurative memory, emotionality. Imagination allows you to reproduce different situations and compare them, drawing the right conclusions even without analyzing all sides of each situation. Emotional assessments can replace rational analysis, allowing you to reflect many aspects of the situation. The development of emotionality smooths out psychasthenic features.

Stuck character. People with a stuck character tend to look as authoritative as possible. They are strong-willed, even stubborn. Possess lust for power, prone to self-promotion and despotism.

According to the peculiarities of emotional experiences, a stuck character is the opposite of a labile one. Its owner often remembers what happened, there is a kind of accumulation of emotions (positive or negative). Grievances are remembered especially for a long time. Such people are vindictive, but this is not due to intent, but to the persistence and inactivity of experiences.

These are bright representatives of the leaders of the "Soviet" type, calling subordinates "you", and equal in rank - by name, patronymic, but also "you".

Their thinking is inactive, new ideas are assimilated with difficulty. To inspire such an employee with a fresh idea, you need to spend days and months. But if he understands and accepts it, he will follow it with inevitable persistence. At the level of movements, slowness, inertia are manifested. The gait of such a person is unhurried.

Excessive detailing, increased accuracy are manifested in labor activity. But if something has not fallen into the sphere of attention of a stuck personality, then this attention is not paid at all. For a long time, extremely carefully, in detail, the cleaning of the desktop is carried out. Papers and books are laid out very carefully. The manager, unless, of course, he himself is not like that, must know how to “fight” with this type of character. Such a person cannot be entrusted with work, with people, but one can entrust the arrangement of a workshop, a department. Everything will be organized, but there is a danger that by restoring order, he will terrorize others. You should know that due to his inertia, he can abuse his power. Usually, a person with such a character is negatively affected by injury by some circumstances or constant conditions that cause negative emotions. These negative emotions and feelings not only persist, but also accumulate, which can lead to an explosion. Stuck types express their anger with poor self-control. Positive emotions associated with success lead to the fact that a person has “dizziness from success”, he is uncritically pleased with himself.

Colleagues need to be sympathetic to the peculiarities of this character, show tolerance for expressing long-forgotten grievances or accusations, and treat him condescendingly. It is impossible to contradict such a person, it is senseless to strive to re-educate him. It is better to make the stuck employee “stuck” on positive rather than negative experiences.

conformal character. As a rule, workers with conformal character have good professional training. But if the work does not work out, for example, the numbers do not converge, such an employee is lost. And instead of figuring out the problem on his own, he turns to colleagues for help. It is useless to give advice to such an employee - he is confused, uncollected, absolutely dependent. Conformists do not need help, but constant guidance. The work is often not brought to the end by them. These workers are timid, submissive and ready to do any other work, as they always strive to avoid punishment from the authorities. They are indecisive, disorganized, afraid of the slightest difficulty.

People with this character can act only when they find support from others. If there is no support, they are lost, they do not know how to act in a particular situation. They cannot decide what is right and what is wrong.

The main feature of people with a conformal character is the complete absence of contradictions with their environment. They do not know how to argue, they agree with everything, they easily feel the so-called "average" opinion of others, they are quickly and easily impressed by the most common opinions of colleagues and easily follow them.

Since conformists easily obey others, they often do not have their own opinions. If the opinion of others on any issue changes, then the opinion of the conformist also changes. They do not know how to compare their views, past and present, critically. Naturally, people with this type of character may have knowledge and even their own opinion, but they will be afraid to express it. And if such a worker timidly expresses an opinion that does not coincide with the opinion of those around him, he will be confused. One of the recommendations for a manager in whose team a conformist works may be the following: you need to give the conformist the floor first at the meeting so that he has the opportunity to express his opinion on the issue, and not follow the opinions of others.

People with such a character live and work according to the rule: "Be like everyone else." They are conservative, afraid to change their environment, they strive to be in the shadows, in the golden mean. They should not be expected to act boldly, challenging the environment. It is extremely rare for such people to change jobs. If the atmosphere at work does not suit them, they will endure. In no case should an employee with this type of character be allowed to become a boss. Such people cannot be entrusted with the independent organization of the case. It often happens that conformists begin to obey their subordinate. The manager must create such conditions for workers with a conforming character so that their activities are well regulated. It is necessary to paint and explain: what needs to be done, in what time frame, in what sequence. It is necessary to clearly explain all the requirements for a conformist and consistently guide them.

Unstable character. We can immediately say that an employee with an unstable character at work is far from a gift. And if possible, you should get rid of such an employee. But if this is not possible, then you need to somehow adapt to this fact.

Workers with an unstable character immediately make “friends” at work, with whom they constantly spend time in a smoking room. People with such a character do not have firm internal principles, a sense of duty is not sufficiently developed, and there are no higher human motives. Unstable personalities constantly strive for momentary pleasures and entertainment. They love to laugh at other people's shortcomings, to experience superiority over others. Often they neglect elementary duties, they are tuned only to consumption. They love to receive the blessings of life at the expense of others, they believe that pleasure is the main motive for which life is worth living. They have a pronounced unwillingness to work. In production, unstable workers neglect that part of the duties that requires painstaking work. If the manager reduces control or weakens the requirements for such an employee, then the duties will not be fulfilled, and the assigned task will not be completed. If the demands from the authorities or the team are not firmly presented to an employee with an unstable type of character, then this will increase his carelessness, neglect of business and duties. But the manager must also be aware that control should not be too tight, since the person being controlled may override the right of others to control his behavior.

If for some reason an employee with an unstable character is dear to the team or superiors (for example, he is someone's child or husband), his interests, hobbies and inclinations should be taken into account. The organization of work should be such that all the organizing functions, as well as the routine part of the work and care for the little things, are taken over by other employees. A worker with an unstable character can be a leader where it will be necessary to perform a pleasant, catchy part of the work associated with entertainment. In this case, he will not be equal. The manager must be aware that the need to control the behavior of individuals with an unstable character may persist throughout their lives. A reasonable question arises: “Is it worth keeping such an employee at the enterprise, spending time, money and nerves on his re-education?” Every manager should be able to answer this question himself.

Cycloid character. Workers with a cycloid nature are uneven at work. Either everything burns in the hands, then the work goes slowly, and everything falls out of hand. That mood is excellent, then - depression. Cycles usually last two weeks. During the period of the rise, the cycloids are cheerful, energetic, life seems beautiful to them, in the ascent phase, the cycloids manifest themselves as hyperthyms: sociable, friendly, speak quickly, and easily solve the problems that have arisen. They may have a feeling of limitlessness of their own capabilities and even show some reassessment of their own personality. During the recession, the cycloid mopes: performance deteriorates, sociability decreases, mood drops. With this character, periodic changes in working capacity, activity and mood are observed.

The manager's mistake is that, noticing the unevenness of the work of such subordinates, he may begin to criticize them for instability and laxity in work. The manager must be aware that these features are largely biologically determined. Criticism and trouble during a recession can only lengthen it and deepen the severity of the condition. The cycloid should not be placed in areas where a constantly high pace of work is required and everyone is connected by a single rhythm, for example, on a conveyor belt. An employee with this type of character may well achieve high results of labor if this work is properly and rationally organized for him.

During the period of decreasing efficiency, it is better for the cycloid to try to avoid difficulties, troubles, and observe the daily routine. It is advisable to reduce the labor load and not take on new types of work.

"article. Where we consider how you can motivate employees to work more - and earn more, of course. So, if you think that giving employees what they want means paying them high wages, providing a lot of free time and depriving their any stress, we advise you to think again that giving all this to your employees is unlikely to have any impact on their level of productivity.

Employees desire, or how to effectively manage with the help of their desires? Get to the bottom of such desires for which the costs are not very high, and which can be fulfilled as an encouragement. But not vice versa

So, there are things that employees want, that you can provide them with, and that will definitely have an impact on their productivity. We invite you to get to know a few of them. But first, the very first commandment that must be burned into the minds of employees:

The salary is directly proportional to the profit that this employee brought to the company.

Well, now let's go through the rest of the desires of employees:

Employees wish fair treatment. They want a fair wage, not necessarily the highest, but fair in relation to the wages of their acquaintances in similar jobs.

Employees also want fair treatment to the results of their work. Under fair working conditions, the consequences correspond to the results of the work. Good employees are rewarded. The bad ones are reprimanded and remarked, corrected or fired.

Employees want to have equal opportunities do a good job. Make sure your employees are properly trained and have the resources they need before they start working and before you hold them accountable for results.

Employees need know what is expected of them. This is logical. You can't rely on a person to do what you want if they don't know exactly what you want. Therefore, make your employees aware of your expectations and make sure they understand them well.

Employees also need have an understanding of the values of the company and how they should behave. Make sure everyone shares the same values. Constantly remind about values.

Employees need know how they do their job. So tell them about it. Check your work often. After that, provide useful remarks and comments. Simply remarking that the employee needs to “do better” will not help. Be very specific about what needs to be changed and when so that the results of the work are acceptable.

Employees Need job satisfaction. Here we are not talking about constant parties or beaming with happiness people holding each other's hands. Employees want a safe working environment, free of harassment and unfair punishment.

Employees also willing to work with people who know how to work how to. That is why lazy people and parasites can be a fly in the ointment in a barrel of honey. Give bad workers a chance to improve. Fire those who don't.

Employees want to do useful work. Most adults want to solve certain tasks at work. They need respect from the leader and the team. And they want to work in a place where they can learn and grow.

Employees want to do something important. If you are a manager, part of your job is to help your subordinates understand how important their contribution is. Tell us what it means to the team. Tell us what it means to the company.

Employees wish have maximum control over their working lives. Empower qualified employees to make basic decisions to the maximum extent possible. If you have any doubts about the adequacy of their qualifications, try to give them a certain degree of control and see if they are doing well.

Employees want to grow and improve. Help them with this. Often your job as a manager is to help each employee perform better.

There really is some magic in all of this. Some of it is simply human nature. Part of common sense. But be that as it may, if you manage to give employees what they want and need, you all benefit greatly from this.

Thus, it is quite possible to fulfill many desires of employees as a reward for a job well done.

According to http://business.damotvet.ru/management/361602.htm