What are employees? Types of staff. Psychological types of employees

Many directors of organizations faced the fact that after appointing a better employee to a leadership position, this worker with clear evidence cannot be so high quality and effectively fulfill its functions as in the previous position. In this case, it is worth paying attention to two factors - the type of person of man and his skills and desires. Let's deal with who should not be appointed to the governing position in the company.

Types of person personality

Without a doubt, the supervisor cannot be appointed a person unrestrained, which has obvious deviations in behavior, too relying on someone else's opinion and negatively relating to others. But it is not enough to rely on these criteria. And here to help the head (including - salon business) system (theory) enneagram.

Annneagram personality

In accordance with the person's enneagram, there are nine types of person's personality. The basis of the Enneraram model is the so-called "deep subconscious" drives ", affecting the worldview, emotional and behavioral features of a person. Thanks to this model, it is possible to determine which person will be able to be a leader in stable business development, who will bring great benefit during the crisis, who finally will become the most effective during start-up. It is possible to even understand who is better not to charge management functions at all.

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Types of people little suitable for managerial duties

Assistant

This worker always wishes everyone to like it, it does not feel well in business and comfortably work with him. But if he becomes the leader, in the crisis situation, he is inclined to depression and can try to escape from responsibility. Often, a number of responsibilities, he delegates his subordinate. He avoids controversial situations, and sometimes subordinates sit on her neck.

Individualist

Very temperamental and emotional type of personality, man, constantly about something worried. It is difficult for him to work in hard mode, he is not inclined to stick to any graphs. Extremely wound, it takes particularly seriously the situation, if he thinks he does not appreciate it. Need regular support and care. At the same time, such people are incredibly inventive, they give the idea for the idea and can find a way out of any situation, offering a non-standard scheme, which will eventually benefit.

Thinker

This psychological type of personality characterizes people insightful and closed. We are talking about a very effective expert, but he will not be able to become the same effective leader - it prevents its concentration in its own area of \u200b\u200bwork. This worker believes that his subordinates must understand and do themselves, while the qualitative indicator of the result of the work in the first place reflects the effectiveness of the division.

Peacemaker

The peculiarity of this psychological type of personality is suggestibility and preventability. He is always ready to give up leadership, and often goes to protect against problems. In working with him there is a feeling that this worker is indifferent, he has to remind him what he should do. He is minoritative. At the same time, next to such an employee is comfortable to work, and he has excellent ability to prevent conflict situations.

Loyalty

A person responsible, suspicious and restless, always doubting the effectiveness of his own work. He necessarily needs an authority on which it will be peeling. Such employees are best showing themselves where you need to deal with planning-procedural work. Although difficult situations for them can become dead-end - it is difficult for them to take non-standard solutions, and they fall into a stupor, aggravating the problem. They need to be regularly supported, inspire confidence, stimulate to find solutions.

Psychological types of personality that can successfully manage

IMPORTANT!
Despite the presence of these types of data for successful management functionality, such people are not devoid of flaws, and they need to be considered.

Reformer

This type of person's personality is distinguished by the principle and purposefulness. He always sets a high quality bar. He is quite justified by himself fair, and its actions are logical, but employees find it too strict, even tough and uncompromising. Such a person on the leadership is effective when it is necessary to debug a process (especially when the project begins to develop stably and must be structured). Such people have talent for the development and implementation of standards, as well as ensuring their compliance. At the same time, the reformer needs regular contact - they need support for a higher-level leader.

Success oriented personality

The person of this type of person has the ability to easily adapt, it is energetic, the status is significant for him, the confirmation of which it regularly requires. He is even able to assign themselves to achieve others, can go on heads, it is not capable of assessing the effectiveness of criticism. On the other hand, such employees qualitatively solve the necessary tasks and are seriously experiencing failures. They can pull the organization during periods of crisis if you have patience to work with them.

Enthusiast

A man scattered, unpredictable and diverse. Its efficiency as a leader is short-term - it quickly switches to something else and forgets about the previous project. It's nice to communicate with him, but his inability to concentrate sometimes annoying. Such a person needs regular control, it needs to be directed and ensured that the passion gives the desired result. Enthusiasts are the most significant workers at the startup stage, because they quickly light up the idea and can convince. But entrusted to them leadership, for example, production, no need. They will not work effectively at all, where there is a need for a clear observance of procedures.

Confrontator

Being one of the most complex types of personality, the confrontator is decisive, conflict and seeks to rigidly regulate the activities of its subordinates. He with great reluctance delegates duties, because it believes that it is capable of doing everything well, and does not want to share his power with someone. Usually he does not hide his motives, seeks to achieve his at any cost, and may well claim to your place.

Why the skills and desires of the employee - the base for career growth

Almost all of the listed psychological types in one way or another there are abilities to leadership. But no one can be a leader if there was no sensitive mentor in his work, there was no retraining and participation in the exchange of experience. If a person has no desire to grow professionally, building professionalism on the basis of skills, with appointment to a leading position he will not cope.

It makes no sense to appoint a better employee by the head, if he does not have the need for this.

A developed employee must be energetic, be able to manage his emotions, be ready to open his opinion, have the ability to change its point of view under the influence of arguments, and not forces, conscientiously and qualified to fulfill its professional duties, strive to increase their level of professional competence.

The following list of personal qualities of a good employee is described in the book L.D. Stolyarenko, who offered a professor at Tokyo University K. Ishikawa. In their number, he included aspiration to cooperate, sense of responsibility, desire to work, good health, sociability, spirit of rivalry, satisfaction with difficulty.

Interesting classification of employees in their work "Management Anthropology" proposed the Russian scientist V. M. Shepel:

Table 2. Types of employees

Any manager and employee probably had to deal with the so-called "difficult staff." In the book "Communication with difficult People "R. Bamson allocates several types of such people.

Table 3. Types of "difficult" employees

Of course, similar characteristics are an abstraction, since only one character trait is fixed in each type. Such workers are usually poorly manageable, but do not need to try to change such people or dismiss, new, most likely will be the same.

In order not to make mistakes, it is useful to know what type of character of the person with whom you work or get acquainted. Quickly and accurately determining the psychological type of a partner, you are no longer risking to inappropriate to offend him, but realizing that he is unreliable, you will have time to take action and get worse. Table 4 Types of staff characters described in the LD tutorial Stolyarenko.

Table 4. Character types of employees

There are various types of employees. They are classified by many criteria. Consider the types of workers who are most often found in companies. On their basis it will be possible to find out how different types are related to the organization.

"Granda"

For such a type of staff, the "star" is characterized, which manifests itself in all their actions and actions. As a rule, the validity of its "versatility" they see in the merits of the previous times, but not in everyday work. They refer themselves to "having the right": more than others, remuneration, special work schedule, for a certain degree of freedom. Signs of manifestation of this type: Attitude towards the colleagues "top down", the presence of an opinion on its own extraordinary significance, distancing from other employees.

"Grande" makes their environment and leadership itself, especially if the company does not have a system for assessing workers. The development of "star" occurs also in the event that the employee has problems in personal life. In this case, "star" is a kind of compensation.
Such employees easily violate the corporate foundations, believe that the privileged relationship is worthy of, greater freedom, the best conditions in the workplace.
For the most part, their loyalty depends on the satisfaction of the material needs, that they carefully hide. Also, it is important for them that in the organization to recognize their exclusivity - for example, through a significant position, attention of manuals and a team.

"Imitators"

Employees of this type are easy to determine the results of their working responsibilities, which seek to zero. They tend to depict the boiled activity literally from scratch. "Simulators" activate their employment in the presence of a manager or closer to the day of payroll. They perceive their work in the company only as a "reimbursement" - the longer you will last in this position, the better.
Accordingly, it is impossible to talk about true loyalty. The commitments of the principles, the ideas of the existence and development of the company in the staff of this type do not exist.
If the company does not have a personnel evaluation system, as a rule, for a considerable time, it is possible to replace the real business activity of acting game. Then their parting occurs with the company, and at the initiative of the latter. Or in the organization introduces strict control of how they perform their working responsibilities.

"FLUGERS"

"Working horses"

"Horses-tractor"
Employees with a wide range of responsibilities working at a fairly high pace. This is a category of diligent "pahares", which disciplined, measured their labor duties. They are good, competent and professional performers. But they are usually deprived of leadership qualities - it is more convenient to be driven than leading.
They rarely be appreciated by the head. Employees of this type make it easier to work in the company where a clear system of labor assessment is present. Moreover, not only material incentives, but also the moral motivation of the recognition of their professionalism is important. As a rule, the company's dedication in the name of its welfare is a characteristic feature of this type. However, if the "horse-tractor" finds a more profitable place of work, then after a long hesitation and doubt, it leaves this organization.

"Owl horses"
Employees who seek to find the greatest number of points of contact with their aspirations and company goals. At the same time, they believe that in any situation there are opportunities for the development of the company. They are ready and able to work intensively and diligently for the benefit of the company. As a rule, altruism is characterized to behave for the behavior of this type of employees - the desire to give more the organization in which they are busy, and other people than to receive from them.
With employees of this type, managers are interested in working. This interest motivates workers who see the opportunity to meet their needs for recognizing their usefulness for the development of the organization. Many managers can use the altruistic aspirations of such employees. But the rare chief makes it competent. The companies often arise temptation to check their loyalty - to the aspirations of "Olters" refer to distrust.
As a rule, after checking, such "sacrifice" is interpreted as excessive ambitiousness, insincerity of intentions, the desire for manipulation. Therefore, the leaders are usually interested in such employees only at a certain stage, and then they "do not justify confidence."
A company that is not ready for development cannot satisfy the needs of the "Owl Horses" and disgusts it. In turn, such an employee is rarely able to reincarnate to another type and is forced to inflore the wounds to his own good. True, already in another organization.

"Explainers"

Category of employees who are always in any organization. An employee of this type will always find an explanation to the current circumstances, as well as their own achievements and misses.
As a rule, the level of professionalism of the "explanation" is low - they strive to mainly create the visibility of their high qualifications. For their word, there is no opportunity to clearly designate workers priorities and values. The ideas expressed by them are abstract. Therefore, to realize them in practice never happens.
Often, the hidden rebellion is characteristic of them: they sabotize the leadership orders, thus demonstrating their disobedience and opposition to the existing in the company. The company is not beneficial to the presence of these employees - as such true loyalty among them does not exist. On the contrary, the hidden rebellion is dangerous for the company: when the conflict situation is obvious, it is easier to solve it than suppress constant implicit resistance. If the organization decides to part with such an employee, he usually leaves offended - "I underestimated me. Independent dismissal from the company is a rare case for them.

"Koloboki"

For such a type of employees, a complete indifference is characterized by everything concerns their work in this company. These people use any opportunity, just not to perform responsibilities assigned to them: every minute tea drinking, constant hiking in the "smoking", a discussion of intra-pollen and general political news in each desktop.
Low or below average performance is the characteristic sign "Kolobkov2. As soon as such an employee receives a more profitable sentence for itself, he goes to another place of work. There" Kolobok2 also tries to perform the responsibilities as possible on it.

"Offended and offended"

The motivation of this type is limited to the satisfaction of its basic needs: safe and guaranteeing their employment, the earnings that they already have. In all its failures, such employees are blamed by the company. Their life credo is based on principle: "I must all be 2. Often they become members of informal groups. But actively leadership, as a rule, is not opposed.
The loyalty of this type of employees fluctuates depending on the approach of payroll payment time. It is worth emerging even with no confirmed rumors about any difficulties of the company, "offended and offended" in the company are not delayed for a long time. At the same time, they will try to infect their colleagues with pessimistic sentiments regarding the future organization.

Basic concepts

Performing activities, its characteristics. Types of performers. Characteristics of the interaction of the head and subordinate. Labor behavior and motivation. Motive as a motive to action and as a criterion for the allocation of individual types of activity. The main functions of the motives. Reinforcement theory. Stages of formation of the desired behavior of employees. Types of reinforcements. Types of remuneration used for reinforcement. Types of workers' behavior depending on the purpose of the organization.

Lecture Plan:

1. Performing activities. Types of employees

2. Labor behavior and motivation

1. Performing activities. Types of employees

To explain the behavior of a person in the organization, it is important to know the prerequisites on the basis of which employees behave in a certain way. The justification of any choice depends on the goals that need to be achieved and from the validity of a particular image of actions chosen to implement these goals. The position of employees in the organization changes human behavior. Since some practical and value prerequisites underlying its choice and solutions are replaced by others. As a result of its coming to the organization, a person works on the name of other purposes and is guided by other ideas about how to achieve these goals than if it was in some other environment.

The choice that a person will be performed in a situation in one way or another is: 1) its skills, knowledge, character and personality features in the form in which they were formed by all previous life experiences; 2) from specific impacts with which it is exposed at the time of decision. In most cases, the first is more important to determine human behavior than the second.

Performing activities, distracted by its subject and professional qualities, is described by seven psychological characteristics. Based on these characteristics, the classification of the types of performers is drawn up.

Psychological characteristics of performing activities:

1) focus - aimlessness;

2) motivation - disinteresting;

3) independence - dependence;

4) Organizations - spontaneity;

5) responsibility - irresponsibility;

6) competence - incompetence;

7) Creativity is a routine.

Types of performers:

1) creative type - independent, competent, seeking;

2) an excess type - targeted, interested, organized;

3) regulated;

4) passive;

5) "transforming" guidelines;

6) low-detached;

7) evading;

8) hard-controlled.

A good worker must have the following qualities: the desire for cooperation, a sense of responsibility, the desire to work, good health, sociability, spirit of rivalry, satisfaction with difficulty.

Classification of employees of V. Shepel:

1) collectivists - community workers who are actively supporting public undertaking;

2) individualists - employees, personal responsibility, independence;

3) Claims - employees who are inherent in vanity, syradiability, the desire to be in the spotlight;

4) imitators - employees imitating other people's manners and avoiding complications;

5) passive - weak workers who do not show initiatives;

6) Isolated - workers with a bad character.

Of course, such characteristics of workers are an abstraction, for only one character trait, the one, which in the eyes of the surrounding outweighs everything else is fixed in each type.

The success and survival of any organization depends on its ability to achieve employees of behavior, sufficiently relevant to its values.

Factors affecting employee behavior:

1) social norms - established stereotypes of behavior, which are instilled in all members of the organization by approval or disapproval by the members of the organization;

2) knowledge of the content of roles performed by other employees;

3) knowledge of how other members of the organization perform their roles;

4) socio-psychological characteristics of employees.

The role of the subordinate is directly implemented in cooperation with the head. The head makes his work with the hands of subordinates, so the role model of the behavior of the subordinate can only be viewed through the features of its interaction with the leader.

Elements of the interaction of the head and subordinate:

1. Definition of official duties Each employee should know what he needs to do, and that he has the right to do.

a) the subordinate should know what he should do, having a clear idea of \u200b\u200bthe expected end results; It is clear to understand what the bosses are waiting for him;

b) subordinate and all with whom it works should have a clear idea of \u200b\u200bthe volume and borders of its powers;

The powers are not necessarily associated with the presence of subordinates or with the leadership of the constant team. You can enjoy huge powers, without any subordinates at all. Powers include:

Right and (or) the duty to give orders, implying that they will be performed; and the obligation to dispose if necessary.

The right and / or obligation to officially take independent actions.

c) Subordinate should understand what its relationship with colleagues.

An employee of any level should know a person who personally he must come for advice and the decision.

2. Performance of responsibilities subordinates. It is impossible to trust a person to independently evaluate the fulfillment of his duties. He can think that he did everything well, but the truth should hear from his head.

a) the subordinate should know which end results can be obtained as a result of well-done work; Know the rules given by the bosses.

The manager gives tasks and determines the responsibilities in terms of the result of its desired result, explaining to people not what they should do, but what he wants to get.

b) the subordinate should know when and that he performed perfectly;

Exemplary work should always be marked and recognized.

c) the subordinate should know when and where he made a mistake;

d) subordinate to specify what can and should be done to correct the mistakes made;

3. Assessment of business quality subordinate.

a) the subordinate should know that it makes an important contribution to the common cause and its ideas and affairs do not disappear;

Nothing has such a defining effect on performance. As a sense of the worker, he spends time and strength in vain.

b) the subordinate should know that the head not only recognizes the value of its contribution, but also reports to others;

c) the subordinate should feel that he is interested in the boss as a person;

d) the subordinate should feel that the boss takes care of his success and promotion.

e) the subordinate should know that he will receive the appropriate reward for well-done work and a special reward for the well-done work.

Most managers are familiar to the situation when a mutual understanding can be achieved with one employee, and discomfort is constantly felt in communication with another. The fact is that there are different types of subordinates, and with each of them you need to communicate in your own way. Knowledge of the type of subordinates helps solve controversial issues or understand how to better go at a certain point. Note that the boundaries between the types of subordinates are blurred, and several types can be combined in each of the employees at the same time.

Hard worker

An employee who needs regular promotion. It is important for him to hear the words of encouraging and respect for his hard work. Show him that you trust in his work and decisions, entrust him with responsible tasks and note that you can give them only to him. True, you need to track so that your employee is not distracted. Tell him that efficiency from work is achieved only with the competent observance of the regime of labor and recreation. Workaholic appreciates the work process itself - he generally prefers not to sit without a case. Conducts how to find the necessary information to make his work qualitatively.

Careerist

This worker sees all his activities through the prism of his own movement along the career ladder. Do not delay such an employee for a long time in one post and let him grow professionally. In principle, he is taken for any work provided that it will help him "rise." Very responsible and thoughtful in work, in communicating with colleagues proceeds from how far the person is interesting in terms of the usefulness of contact.

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Specialist (expert)

The real "encyclopedia" is an employee who remembers all the dates, events and surnames. It is important for him that it regularly came to consult - so he feels its significance. The tasks in front of it need to put complex, possibly - creative, however, he needs a certain control - delight into details and techniques, it can miss the importance of the final result, since the process displays to the fore.

Creative person

Does not take the hard style of management and control - better let him decide the questions that appear in the process of work. It is quite self-disciplined and usually stacked on time. The main thing is to put them. Prefers Nononotonic work, with the ability to make a little creative. He is comfortable in a relaxed and friendly atmosphere among colleagues. Avoid conflicts.

Formalist

This employee does not show the initiative, always adheres to the framework of the adopted relationships, and when communicating with it is better to adhere to similar tactics. Usually he is not independent - he needs to say what and how to do, it is frightened by uncertain tasks. Do not give him complex tasks at which you have to make a choice. It is best that he works where repetitive procedures are needed and designated liability boundaries. It is rare to work late, but not delayed, even if something has not completed. The organization is indifferent if this does not affect its salary.

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Pofigist

Differs in indifferent mood and often negatively affects the atmosphere in the team. So that this does not happen, it is worth knowing the reason for his problem. If it does not suit work, it is understood that it is possible to improve it (especially if this is a talented employee, to meet him to meet him), if it is in fatigue - to offer a more convenient schedule. However, if there is no result from such proposals, with such an employee it is better to disperse. It is not interesting in the organization, it is not interesting, the orders and rules, it takes with passivity, works without zeal.

Simulator

An employee imitating increased employment, so significant measures should be applied to it. It needs specific tasks with a clear description of the result and designated timing. So you will be able to reduce the negative consequences of its unproductive work. Plus such people are that they are very ambitious, so avoid the "petty" control and mark the positive results of labor.

Niktik (critic, displeased)

In any team there is always an employee who does not like a lot - then interaction with the leadership, then work with colleagues, then the workstation by the window. These employees need to be monitored and tracking the causes of their discontent - due to their negative, the working atmosphere can deteriorate. It often complains about malaise and stress, trying to find flaw in everything.

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Ripples (Leniv

Not disciplinary - always finds the reasons why he could not fulfill this or that task, late, could not settle some question, did not call, because it came into an accident, he picked up a cold. It constantly turns out to be in a situation that does not imply properly performing the task. It often happens on the hospital. However, he does its work qualitatively. The supervisor stands to strictly designate its functionality - you can even print and ask for an employee to keep it with you. It regularly remind him that his remuneration depends on the results of labor.

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