Formation of a favorable climate. The psychological climate in the team: what is it

The nature of the relationship in the group, the dominant mood in it, is also of great importance. To designate the psychological state of the group, such concepts as "socio-psychological climate", "psychological atmosphere", "social atmosphere", "organizational climate", "microclimate", etc. are used.

By their origin, these concepts are largely metaphorical. An analogy can be drawn with the natural and climatic conditions in which a plant lives and develops. In one climate it can blossom, in another it can wither away.

The same can be said about the socio-psychological climate: in some conditions the group functions optimally and its members get the opportunity to fully realize their potential, in others - people feel uncomfortable, tend to leave the group, spend less time in it, their personal growth slows down.

When talking about socio-psychological climate (SEC) collective, imply the following:

a set of socio-psychological characteristics of the group;
the prevailing and stable psychological mood of the team;
the nature of the relationship in the team;
integral characteristic of the state of the collective.

Favorable characterize optimism, joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, open communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, contribute to the development of the organization , make mistakes without fear of punishment, etc.

Adversesocio-psychological climate characterize pessimism, irritability, boredom, high tension and conflict of relations in the group, insecurity, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, unwillingness to invest efforts in a joint product, in the development of the team and the organization as a whole, dissatisfaction, etc.

There are signs by which one can indirectly judge about atmosphere in the group. These include:

staff turnover rate;
labor productivity;
product quality;
the number of absenteeism and lateness;
the number of claims, complaints from employees and customers;
completion of work on time or late;
accuracy or negligence in handling equipment;
the frequency of work interruptions.

The questions below will help evaluate the atmosphere in the team:

Do you like your job?
Would you like to change it?
If you were to start looking for a job now, would you choose your current job?
Is your work interesting and varied enough for you?
Are you satisfied with the conditions in your workplace?
Are you satisfied with the equipment, the equipment that you use in your work?
How satisfied are you with your wages?
Do you have the opportunity to improve your qualifications? Do you want to take advantage of this opportunity?
Are you satisfied with the amount of work you have to do? Are you overwhelmed? Do you have to work outside of working hours?
What would you suggest to change in the organization of joint activities?
How would you rate the atmosphere in your work collective (friendly relations, mutual respect, trust or envy, misunderstanding, tension in relationships)?
Are you satisfied with your relationship with your line manager?
Do conflicts often arise in your team?
Do you consider your colleagues to be skilled workers? Responsible?
Do you enjoy the trust and respect of your colleagues?

The leader can purposefully regulate the nature of relations in the group and influence the SPK. To do this, it is necessary to know the patterns of its formation and to carry out management activities taking into account the factors affecting the SEC. Let us dwell on their characteristics in more detail.

Factors determining the socio-psychological climate

There are a number of factors that determine the socio-psychological climate in the team. Let's try to list them.

Global macro environment: the situation in society, the totality of economic, cultural, political and other conditions. Stability in the economic and political life of a society ensures the social and psychological well-being of its members and indirectly affects the socio-psychological climate of working groups.

Local macro environment, those. organization, the structure of which includes the labor collective. The size of the organization, the status-role structure, the absence of functional and role contradictions, the degree of centralization of power, the participation of employees in planning, in the allocation of resources, the composition of structural units (gender and age, professional, ethnic), etc.

Physical microclimate, sanitary and hygienic working conditions. Heat, stuffiness, poor lighting, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, a well-equipped workplace and favorable sanitary and hygienic conditions increase job satisfaction in general, contributing to the formation of a favorable socio-psychological climate.

Job satisfaction. Of great importance for the formation of a favorable socio-psychological climate is how interesting, diverse, and creative work is for a person, whether it corresponds to his professional level, whether it allows him to realize his creative potential, to grow professionally.

The attractiveness of work increases satisfaction with working conditions, wages, the system of material and moral incentives, social security, distribution of vacations, working hours, information support, career prospects, the opportunity to improve the level of one's professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontals, etc.

The attractiveness of the work depends on how its conditions meet the expectations of the subject and allow him to realize his own interests, to satisfy the needs of the individual:

in good working conditions and decent material remuneration;
in communication and friendly interpersonal relationships;
success, achievement, recognition and personal authority, possession of power and the ability to influence the behavior of others;
creative and interesting work, opportunities for professional and personal development, realizing their potential.

The nature of the activities performed. Monotony of activity, its high responsibility, the presence of risk to the health and life of the employee, stressful nature, emotional saturation, etc. - all these are factors that can indirectly affect the socio-psychological climate in the work collective.

Organization of joint activities. The formal structure of the group, the way of distribution of powers, the presence of a single goal affects the socio-psychological climate. The interdependence of tasks, the unclear distribution of functional responsibilities, the discrepancy between the employee and his professional role, the psychological incompatibility of the participants in joint activities increase the tension of relations in the group and can become a source of conflicts.

Psychological compatibility is an important factor affecting the socio-psychological climate. Psychological compatibility is understood as the ability to work together, which is based on the optimal combination of the personal qualities of the participants in the team.

Psychological compatibility may be due to the similarity of the characteristics of the participants in joint activities. It is easier for people who are similar to each other to establish interaction. Similarity contributes to the emergence of a sense of security and self-confidence, increases self-esteem.

Psychological compatibility may also be based on the difference in characteristics based on the principle of complementarity. In this case, they say that people fit together "like a key to a lock." The condition and result of compatibility is interpersonal sympathy, the attachment of the participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.

The degree of psychological compatibility of employees is influenced by how homogeneous the composition of the working group is according to various social and psychological parameters:

Allocate three levels of compatibility: psychophysiological, psychological and socio-psychological:

Psychophysiological level compatibility is based on the optimal combination of the features of the sensory system (vision, hearing, touch, etc.) and the properties of temperament. This level of compatibility is especially important when organizing joint activities. A choleric person and a phlegmatic person will perform the task at a different pace, which can lead to disruptions in work and tension in relations between workers.
Psychological level assumes compatibility of characters, motives, types of behavior.
Socio-psychological level compatibility is based on the consistency of social roles, social attitudes, value orientations, interests. It will be difficult for two entities seeking to dominate to organize joint activities. Compatibility will be facilitated by the orientation of one of them towards submission. A quick-tempered and impulsive person is more suitable as a partner for a calm and balanced employee. Psychological compatibility is promoted by self-criticism, tolerance and trust in relation to the interaction partner.

Harmony is the result of employee compatibility. It ensures the maximum possible success of joint activities at the lowest cost.

The nature of communications in the organization acts as a factor in the SPK. The lack of complete and accurate information on an important issue for employees creates fertile ground for the emergence and spread of rumors and gossip, weaving intrigues and behind-the-scenes games.

The leader should carefully monitor the satisfactory information support of the organization's activities. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts.

Ability to clearly and accurately express your point of view, possession of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.

Leadership style. The role of a leader in creating an optimal socio-psychological climate is decisive:

The democratic style develops sociability and trust in relationships, friendliness. At the same time, there is no feeling of imposed decisions from the outside, “from above”. The participation of team members in management, characteristic of this leadership style, contributes to the optimization of the SPK.
An authoritarian style usually breeds hostility, submissiveness and ingratiation, envy and distrust. But if this style leads to success that justifies its use in the eyes of the group, it contributes to a favorable SPK, such as in sports or in the military.
The conniving style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable SPK. The permissive style may be acceptable only in some creative groups.

The lack of mutual respect and trust forces people to take a defensive position, to defend themselves against each other, the frequency of contacts decreases, communication barriers and conflicts arise, there is a desire to leave the organization and, as a result, there is a decrease in productivity and product quality.

The fear of punishment gives rise to the desire to avoid responsibility for the mistakes made, to shift blame onto others, and to search for a "scapegoat." For this role, as a rule, a person (a group of persons) is selected who is not guilty of what happened, but who is different from the majority of employees, does not look like them, is weak and is not able to stand up for himself. He becomes the object of attacks, hostility, unfounded accusations.

Having a "scapegoat" allows group members to release tension and dissatisfaction that easily build up in an atmosphere of mutual mistrust and fear. Thus, the group maintains its own stability and cohesion.

It seems paradoxical, but no matter how much dislike and hostility the "scapegoat" arouses in his address, the group needs it as a "safety valve" that allows one to get rid of aggressive tendencies. The search for a "scapegoat" plays the role of a mechanism for integrating and stabilizing relations in a group, avoiding acute and intense conflicts.

However, this process provides only a partial, one-time effect. The source of tension and dissatisfaction in the organization persists, and misbehavior of the leader plays a significant role in their appearance.

Even if a leader uses an authoritarian management style, he can be positive if, when making a decision, he takes into account the interests of employees, explains his choice to them, makes his actions understandable and reasonable, in other words, he begins to pay more attention to establishing a strong and close relationship with subordinates.

Thus, the leader can significantly affect the nature of interpersonal relations in the work team, the attitude to joint activities, satisfaction with the conditions and results of work, i.e. the socio-psychological climate, on which the effectiveness of the organization as a whole largely depends.

A favorable socio-psychological climate is a condition for increasing labor productivity, employee satisfaction with work and the team.
The psychological climate is understood as a mass phenomenon, as a state of group consciousness, manifested in group mood and group opinions and judgments. A similar phenomenon, but much less persistent, is called the psychological atmosphere. If both of these phenomena are clearly caused by interpersonal relationships or are manifested in them, they are called socio-psychological climate and socio-psychological atmosphere.

The socio-psychological climate is the result of systematic psychological work with group members, the implementation of special events. Creating a favorable climate is not only a responsible business, but also a creative one, requiring knowledge of its nature and means of regulation, the ability to foresee probable situations in the relationships of group members. The formation of a good socio-psychological climate requires, especially from leaders, an understanding of the psychology of people, their emotional state, mood, emotional experiences, worries.

The mood of a particular community or group is manifested through the nature of the mental mood of people, which can be active or contemplative, cheerful or pessimistic, purposeful or anarchic, everyday or festive, etc. The mental mood or mood of the community is an equivalent of the dynamic structure of the mental state of the community , manifested in the nature of the direction of group attention and the level of its emotional tone.

The interaction of individuals in an organization is not limited to the informal sphere. In a social organization, a system of other interpersonal relations spontaneously develops, arising as an inevitable result of more or less long-term communication based on the interaction of individuals as individuals. Pointing to the proximity of the concepts of socio-psychological climate and atmosphere, mental attitude of the collective, it is necessary to note at the same time that they are not identical.

The spiritual atmosphere is a specific mental state of a particular group of people, manifested in their communication with each other and the style of joint behavior. The atmosphere itself can be quite changeable and is characterized, as a rule, by a high degree of mobility. The atmosphere is an unstable, constantly changing and sometimes elusive side of the collective consciousness. In contrast to the concept of "psychological atmosphere", the concept of "socio-psychological climate" does not mean certain situational changes in the prevailing mood of people, but only its stable features. Actually, this is how the concept of climate, used in the ecological sense, differs from the concept of the atmosphere. The air atmosphere, for example, is constantly changing; the climate of a particular geographic zone is characterized by a certain constancy of indicators.

Thus, the socio-psychological climate means the prevailing and relatively stable spiritual atmosphere, or the mental attitude of the collective, manifested both in the relationship of people to each other and in their attitude to the common cause. The recognition of the importance of mood, or mental attitude, of a collective as a concept of climate is not accidental. It reflects, first of all, the growing importance of the category of mental mood in the structure of social and psychological phenomena. It follows from this that the climate of the collective is a predominant and relatively stable mental attitude of the collective, which finds various forms of manifestation in all its life.

In Russian social psychology for the first time the term "psychological climate" was used by NS Mansurov, who studied production teams. VM Shepel was one of the first to reveal the content of the socio-psychological climate. The psychological climate, in his opinion, is the emotional coloring of the psychological ties of the team members, which arises on the basis of their proximity, sympathy, coincidence of characters, interests, inclinations.

The first climatic zone is the social climate, which is determined by the extent to which the goals and objectives are realized in this group, and the extent to which the observance of all constitutional rights and obligations of workers as citizens is guaranteed. The second climatic zone is the moral climate, which is determined by what moral values are accepted in a given group.

The third climatic zone is the psychological climate of those informal relationships that develop between workers who are in direct contact with each other. Then, analyzing and studying, four main approaches to understanding the nature of the socio-psychological climate among Russian psychologists were outlined.

Representatives of the first approach view the climate as a socio-psychological phenomenon, as a state of collective consciousness. The climate is understood as a reflection in the minds of people of a complex of phenomena associated with their relationships, working conditions, methods of its stimulation. By the socio-psychological climate, according to E. S. Kuzmin, it is necessary to understand the socio-psychological state of a small group, which reflects the nature, content and direction of the real psychology of the members of the organization.

Supporters of the second approach emphasize that the essential characteristic of the socio-psychological climate is the general emotional and psychological attitude. Climate is understood as the mood of a group of people. The authors of the third approach analyze the socio-psychological climate through the style of relationships between people who are in direct contact with each other. In the process of climate formation, a system of interpersonal relations is formed that determine the social and psychological well-being of each member of the group. The creators of the fourth approach define the climate in terms of social and psychological compatibility of group members, their moral and psychological unity, cohesion, the presence of common opinions, customs and traditions.

When studying the climate, it is necessary to keep in mind its two levels.

The first level is static, relatively constant. This is a stable relationship between team members, their interest in work and work colleagues. At this level, the socio-psychological climate is understood as a stable, fairly stable state, which, once formed, is capable of not collapsing for a long time and retaining its essence, despite the difficulties faced by the organization. Since the state of the climate is less sensitive to various influences and changes from the environment, insofar as it has a certain impact on the results of collective and individual activities, on the performance of group members, on the quality and quantity of products of their labor.

The second level is dynamic, changing, fluctuating. This is the everyday attitude of employees in the process of work, their psychological mood. This level is described by the concept of "psychological atmosphere". In contrast to the socio-psychological climate, the psychological atmosphere is characterized by faster, temporary changes and is less recognized by people, a change in the psychological atmosphere affects the mood and performance of the individual during the working day. The nature of intracollective relations as the main component in the structure of all manifestations of the SEC. In turn, people's attitudes to each other are differentiated into vertical relations (relations between management and subordinates) and horizontal relations (relations between colleagues).

Business relations in the system of leadership and subordination can be both impersonal or personally non-mediated, and personally mediated. The first takes place in the absence of the leader's interest in the personality of the subordinate, and often in direct contact with him; the second, on the contrary, - with expressed interest and direct contact. Horizontal relationships can have four different forms of manifestation: business impersonal; business personality-mediated; predominantly interpersonal, but business-related; non-business interpersonal.

All forms of manifestation of relations in a team acquire one or another emotional connotation. In this case, it is customary to distinguish between relationships with a +, 0 or - sign, which is equivalent to the difference between emotionally positive, indifferent or emotionally negative relationships. In communication, this is expressed in a relationship of sympathy, indifference or antipathy. Ultimately, the whole variety of the above relations is viewed through the prism of two main parameters of the mental mood - emotional and objective.

The objective attitude means the focus of attention and the nature of a person's perception of certain aspects of his activity. Under the tonal one is his emotional attitude of satisfaction or dissatisfaction with these sides.

The psychological climate of the collective, which reveals itself primarily in the relationship of people to each other and to a common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their attitude and perception of the world. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of a given collective. Consequently, the climate manifests itself in a certain way and in the attitude of each member of the team to himself. The latter crystallizes into a kind of situational-social form of self-attitude and self-awareness of the individual. The well-being of an individual in a team as one of the manifestations of its climate. The well-being of the individual in the team reflects her relationship in the group as a whole, the degree of satisfaction with her position and interpersonal relationships in it.

We can talk about a certain representation of both self-attitude and attitude to the world in the structure of the nearest manifestations of the socio-psychological climate of the collective. Especially important for the characterization of the immediate manifestations of the climate is the assessment of the individual's relationship to himself (self-esteem, well-being, etc.) Each of the team members, on the basis of all other parameters of the psychological climate, develops in himself a consciousness, perception, assessment and feeling of his own, corresponding to this climate " I "within the framework of this particular community of people. To a certain extent, the well-being of an individual can serve as a well-known indicator of the degree of development of his spiritual potential. In this case, of course, it does not mean the physical well-being of a person, which depends on his health, but his mental state, which is largely determined by the atmosphere of the team.

From this point of view, the individual's well-being (self-esteem, degree of satisfaction with the position in the group, the prevailing mood) can also be considered as one of the most general indicators of the socio-psychological climate. At the same time, it cannot be considered quite solid in order to specifically judge all aspects of the SEC in a team, the measure of the effectiveness of its activities, therefore, it is natural that the question of the role of the SEC as a factor in the life of the team and the individual requires special consideration.

The relationship between the style of leadership and the psychological climate in the work collective.

The most important role in the formation of the socio-psychological climate is assigned to the head of the organization or unit. A.S. Makarenko spoke about the main principle that should be guided in business and official communication, the position should come out: as much as possible exactingness towards a person and at the same time as much respect for him as possible. Following this principle in everyday affairs related to the organization of influences on people presupposes the ability to take into account the individual peculiarities of each of these people. At the same time, we will catch the individual originality of another person only by chance, if we lack the quality that makes us experts on other people.

He always bears personal responsibility for the state of the psychological atmosphere in the work collective. Let's consider the impact on the psychological climate in the team using the example of three classic styles of leadership.

Authoritarian style (one-man, strong-willed, directive). For a “directive” leader, people subordinate to him are only executors. A leader with this leadership style suppresses the desire of employees to work creatively and take initiative. If it arises, it is immediately suppressed by the leader. Often the behavior of such a leader is characterized by arrogance towards employees, disrespect for the personality of a subordinate, persecution for criticism, etc. All these factors together lead to the creation of a negative moral and psychological climate within work groups. Authoritarianism negatively affects group relationships. Some of the performers try to adopt the style of their leader in relations with colleagues, curry favor with their superiors. Others try to isolate themselves from contacts within the group, while others fall into depression. An autocrat leader completely concentrates in his hands the solution of all issues, does not trust his subordinates, is not interested in their opinion, takes responsibility for everything, giving the performers only instructions.

As the main form of stimulation, he uses punishment, threats, pressure. It is clear that employees have a negative attitude towards such a leader. As a result, an unfavorable moral and psychological climate is formed in the team, people are in constant tension, become nervous and hot-tempered, i.e. the ground for conflicts is created. Changes in disciplinary measures cause fear and anger in a person, and negative motivation for work is formed. The performers are afraid to ask questions of the autocrat leader, as they are afraid to hear impartial remarks and complaints addressed to them. With this style of leadership, the average person has an inherent aversion to work and a desire to avoid it at the first opportunity. Therefore, most people are required to coerce by various methods, up to punishments, to perform the duties assigned to them and continuously monitor their actions.

The democratic style makes it possible for subordinates to feel their involvement in solving production problems, to show initiative. Organizations dominated by a democratic leadership style are characterized by a high degree of decentralization of powers and active participation of employees in decision-making. The leader tries to make the duties of subordinates more attractive, avoids imposing his will on them, involves in decision-making, and provides the freedom to formulate his own goals based on the goals of the organization. He builds his relations with subordinates on respect for the personality of the employee and on trust, not being afraid to delegate some of his powers. Among incentive measures, encouragement prevails, and punishment is used only in exceptional cases. Employees are generally satisfied with this management system and usually provide their boss with whatever assistance they can. All this brings the team together.

The Democrat leader is trying to create a normal psychological climate within the working groups based on trust, benevolence and mutual assistance. This leadership style improves productivity, gives room for creativity, and increases job satisfaction and job satisfaction. Its use reduces absenteeism, injury, turnover, creates a higher morale, improves relationships in the team and the attitude of subordinates to the leader. The psychological climate is an objectively existing phenomenon. It is created under the influence of two factors. First of all, it is the socio-psychological atmosphere of society as a whole. It is clear that the collective becomes a powerful means of personality formation only when it is characterized by a positive psychological climate.

The atmosphere of the whole society is directly reflected in the psychological climate of individual collectives. Forming factors are the specificity of the functions of a given team in relation to the division of labor in society, geographical and climatic characteristics, age and gender composition of the team. These factors determine the psychological climate of the team, which is understood as the emotional and psychological mood of the team, in which the emotional level reflects the personal and business relationships of the team members, determined by their value orientations, moral norms and interests.

In the scientific literature, various terms are used to describe this phenomenon: “socio-psychological climate”. "Moral and psychological atmosphere", "psychological attitude", etc. However, most researchers believe that it is more important to have a unanimity of views on the essence of the phenomenon than to argue about its name. This seems to be the most reasonable. The psychological climate of the team is created and manifested in the process of communication, against the background of which group conflicts are realized. In this process, the hidden meaningful situations of interaction between people acquire a distinct character: competition or secret rivalry, comradely cohesion or mutual responsibility, rough pressure or conscious discipline.

Through analysis and research, it was revealed that the style of leadership has an impact on the psychological climate in the team. So, for example, one of the theorists and practitioners of management, John Maxwell, identifies different aspects of his interaction with the team that are significant for the leader's personality, associated with its formation and functioning. It is possible to highlight the features of the leader's style of activity that contribute to the successful work of team members, as well as their professional and personal development.

So, for example, R.L. Krichevsky identifies the following features of the participatory management style:

Regular meetings of the manager with subordinates.

Openness in the relationship between the manager and subordinates.

Involvement of subordinates in the development and adoption of collective decisions.

Delegation by the head of a number of management functions.

Providing the employee with the possibility of autonomous work - in the development of fragments of the problem, the formulation of new ideas, tasks, goals.

Support for the personal and professional growth of the employee.

Close to the above ideas and position B. Bassa , which points to such components of a transformative, innovative management style as:

Individual attention - the concentration of a leader on assessing the needs and abilities of a subordinate, taking into account his individual characteristics, delegation of powers, consulting and training, promoting personal development of a person;

Inspiring motivation - instilling cheerfulness, maintaining optimism and enthusiasm, transferring your vision of the future, your picture of the world, stimulating the activity of subordinates in the direction of achieving a higher level of task performance and personal growth;

Intellectual stimulation - encouraging subordinates to a new look at familiar methods and problems, developing their creative approach to work, creativity of thinking and intuition, encouraging innovative beginnings;

Charismatic influence is a special ability of a leader to enjoy the respect and love of his subordinates - a leader who has a vision of the future, who is aware of his mission, who achieves success, who is confident in himself, who puts common interests above his own.

Without a leader, there can be no normal functioning of the team. The leader is the central link of the team, where all information flows and where all teams come from. The leader, relying on public organizations, as already mentioned, organizes and coordinates the activities of people in the team, he creates optimal conditions for the personal development of everyone, educates the employee as a citizen. The way the leader performs his role, what the style of leadership is, depends on the social system, the requirements of the time, personal qualities, including his abilities.

So, for example, feudalism is mainly characterized by an authoritarian or autocratic style, characterized by tyranny. Capitalism is sham-democratic, when flirting with the masses is a forced or subtly calculated tactic for the realization of private interests; often under imperialism, an openly anti-democratic style is used. Socialism is characterized by a truly democratic style of leadership; it is guided by the public interests and the interests of the individual worker.

The fact is that the leader of a social group is a conductor of the policy and ideology of the ruling class in a class society and, accordingly, serves class interests. The most significant qualities for the formation of a favorable SPK team are the following personality traits of the leader: objectivity and fairness, adherence to principles and benevolence, poise and optimism.

V.G. Afanasyev named the following management functions:

Development and adoption of management decisions;

Organization;

Regulation and correction;

Accounting and control.

Another function is added to this list - the collection and transformation of information, psychologists and sociologists take not the management cycle as the basis for classification, but the entire structure of the leader's activity in the work collective. L.I. Umansky considered management activity as the final link in the system of people management. The author emphasized that in primary collectives, leading activity merges with organizational activity.

He highlighted the following functions:

Integration of individuals through familiarizing them with a common task, determining the means and conditions for achieving goals, planning, coordinating joint work, accounting, control, etc.

The communicative function associated with the establishment of horizontal communications within the primary team and external vertical communications - with higher organizational units;

Training and education. The author emphasizes that in any specific organizational activity, all these functions are manifested in unity and interdependence. They appear in different combinations with the predominance of one or the other of these functions.

E.S. Kuzmin, I.P. Volkov, Yu.N. Emelyanov called the following functions: administrative, strategic, expert and advisory, communicative and regulatory, the function of representing the group in the external environment, disciplinary, educational and psychotherapeutic.

A.G. Kovalev examines the functions of team goal-setting, planning, coordination, stimulation, control and education. According to L.S. Blyakhman, the content of the leader's activity is revealed in the following functions: goal-setting, administrative and organizational, expert, disciplinary and stimulating, representative, educational and propaganda.

Analyzing the work of domestic psychologists, you can find many other lists of manager's functions, but summing up the above notes, this is not the topic, we can single out the most significant functions and skills of the manager: the ability to think broadly, on a large scale, systematically, comprehensively, while simultaneously seeing the development of his organization for the long term , not missing out on momentary affairs and tasks, be democratic and collegial, encouraging the creative initiative of their subordinates, but at the same time authoritarian with demagogues and quacks, be ready for risk, which is based on a balanced analysis of an emerging problem, capable of not only relying on intuition and practical experience , but also on a mature, scientifically grounded calculation, to be kind and delicate, but at the same time demanding, large-scale in terms of the social needs of people. As for the solution of newly emerging problems, rely on a scientific approach, advanced experience, know and study not only the specifics of our own production, not only the reasons for success, but also analyze the causes of failures.

Summing up the theoretical part, we can say that a person's awareness of the causes and patterns of his behavior can radically change his attitude to production situations. Understanding the possible variety of management methods, the use of their leadership and managerial abilities, a clear and at the same time flexible vision of problems makes the leader more free and his activities more successful. Consequently, leadership and managerial abilities are associated with the techniques by which the manager encourages employees to creatively fulfill their assigned responsibilities and controls the results of their work. Thus, these abilities can serve as a characteristic of the quality of the leader's activities, his ability to ensure effective management, as well as create and reproduce in the team a special atmosphere that generates certain norms of relationships and behavior. On the basis of theoretical analysis, we can conclude that the presence of certain leadership and managerial abilities create the prerequisites for the formation of a positive socio-psychological climate in the team.

Conclusions for the first chapter:

Analyzing domestic and foreign literature, the following result can be summed up - under management it is customary to understand the process of organizing any impacts aimed at realizing the goals pursued. Management- this is only a part of management activity, and it is precisely that part in which various management issues are resolved by influencing subordinates.

The distinction between the concepts of "leadership" and "leadership" is associated with the existence in any organization of two types of relations - formal and informal. Leadership is a process of influencing people, generated by a system of just informal relations, and leadership implies, first of all, the presence of clearly structured formal (official ) relations through which it is realized. The role of the leader is, as it were, predetermined by the formal structure, his functions are usually clearly defined, the right to apply sanctions is not disputed, etc. Leadership, on the contrary, is formed spontaneously, spontaneously, at the level of semi-conscious psychological preferences.

More often found in psychology, work about research is about leadership style, and not leadership. But in connection with the noted ambiguity in the use of terms, very often the problem is designated as a style of leadership. Unfortunately, the lack of rigor is also characteristic of many classical experiments on this problem, including the experiment at Levin's school, from which it became clear that the leaders of three groups (note that we are talking about adult leaders, and not about leaders spontaneously nominated children) demonstrated a different style, and the experimenters then compared the effectiveness of the activities of the three groups. The styles of leadership demonstrated by adults have received designations that have since become firmly rooted in the socio-psychological literature: "authoritarian", "democratic" and "conniving" (a fairly free translation of the term proposed by Levin).

Each leader has his own individual leadership style, determined by his personal characteristics.

Speaking about which leadership style can be most effective, it is impossible to be unambiguous, because authoritarian, permissive, and democratic styles can be useful and effective each in his own situation. There is an opinion among many authors that the effectiveness of a leader is determined not by his innate qualities, but by his ability to choose and implement the most appropriate leadership style, depending on the current situation.

Analyzing a number of works on the topic, one can also conclude that the leadership style is directly related to the psychological climate in the team, because the manager sets the conditions for comfortable interaction and office work at the enterprise for employees.

An empirical study of the relationship between leadership style and psychological climate in a team

Organizational and methodological support of the research

Psychological research was carried out on two leaders and two subordinate teams of the line department of the Ministry of Internal Affairs at st. Moscow-Kievskaya.

Purpose of the study: study the relationship between leadership style and psychological climate in the work collective.

Research objectives:

1. To identify the styles of leadership in the studied labor collectives.

2. Determine the psychological atmosphere in the studied teams.

3. Determine the features of the socio-psychological climate in labor collectives.

4. Analysis of the relationship between the identified leadership style and the socio-psychological climate of the workforce.

Subject of study: features of the relationship between the style of leadership and the socio-psychological climate in the work collective.

Object of study: Heads and subordinates of the line department of the Ministry of Internal Affairs of Russia at st. Moscow-Kievskaya.

Study sample: employees of 2 departments took part in the study:

1st - 20 people, men - 15, women - 5,

2nd - 20 people, men - 13, women - 7,

2 leaders: both men.

Research hypothesis: the leadership style chosen by the leader has a relationship with the level of development of the socio-psychological climate in the team.

Research methods and techniques:

1. Diagnostics of the leadership styles of A.L. Zhuravleva.

2. Assessment of the psychological atmosphere in the team according to A.F. Fiedler.

3. Methodology for determining the index of group cohesion Sishor.

4. Methodology for determining the style of leadership of the work collective of V.P. Zakharova.

5. Methods of statistical data processing.

Research methods:

Diagnostics of management styles A.L. Zhuravleva.

The main methodology consists of 27 groups of statements reflecting various aspects of interaction between the management and the team. The methodology is aimed at determining the style of leadership of the work collective or the leader himself.

Instruction: the respondent is offered 27 characteristics of the leader's activity and for each 5 variants of its manifestation, it is proposed to choose one of the 5 proposed options.
The processing of the results is carried out according to three styles of leadership - directive, collegial and permissive, according to the prevailing style of leadership, the professional characteristics of the leader are also determined, such as professional competence, organizational qualities, upbringing, moral and psychological qualities of the team (communication), expressed in low, medium and high level of manifestation.

Assessment of the psychological atmosphere in the team according to A.F. Fiedler

The technique is used to assess the psychological atmosphere in the team. The technique is interesting in that it allows for anonymous examination, and this increases its reliability.
Instrumentation: The respondent was offered opposite pairs of words that can be used to describe the atmosphere in his team. The closer to the right or left edge the respondent puts the * sign, the more or less this sign is expressed.
The results are calculated based on the data that each pair is estimated from 1-8 points, thus, the minimum number of points is 10, the maximum is 80. According to the interpretation of the results, the fewer points, the less favorable the atmosphere and vice versa.

Determination of the Sishora group cohesion index

A technique aimed at diagnosing group cohesion.

Instruction: The respondent is offered 5 questions, to which he is offered a choice of several variations of answers.

Results processing: answers are coded in points written in brackets, the minimum score is 5, the maximum is 19.

According to the interpretation of the methodology, there is a degree of manifestation of group cohesion: high, above average, average, below average, low.

Methodology for determining the style of leadership of the labor collective V.P. Zakharova
This technique was developed by V.P. Zakharov. The methodology is based on 16 groups of statements reflecting various aspects of interaction between the management and the team. The methodology is aimed at determining the style of leadership of the workforce. Application of the technique does not require individual testing. It is possible to use a block of tests, it is especially effective to use it together with sociometry in order to optimize the socio-psychological climate in the team.

Instruction: The respondent is offered 16 points with 3 answer options, the task of the respondent is to read them carefully and choose the one that best suits the description of the leadership style of his superiors.

Processing and interpretation of the results: the processing of the results is carried out based on the attached key to the method, the highest score characterizes one or another component, bypassing the computational processes, the results are interpreted as belonging to one of the components: Directive, Collegial or Permissive.

Such a small group is considered to be psychologically developed as a collective, in which a differentiated system of various business and personal relationships has developed, based on a high moral foundation. Such relationships can be called collectivist. A small group, in order to be called a collective, must meet very high requirements:

· Successfully cope with the tasks assigned to it (to be effective in relation to the main activity for it);
· Have high morals, good human relations;
· Create an opportunity for personal development for each of its members;
· Be capable of creativity, that is, as a group, give people more than the sum of the same number of individuals working separately can give.

The group on the way to the team goes through several stages:

1) mutual orientation - this stage consists in self-presentation, observing each other, trying to understand for oneself the important properties of partners. This is the stage of low efficiency of the group. Activities that shorten this phase - organizing a meeting outlining the purpose of the group and the functions of its members;
2) emotional uplift - determined by the advantage of contacts animated by the novelty of the situation;
3) the decline in psychological contact - arises because people begin joint activities in which not only advantages, but also disadvantages are found. Some mutual dissatisfaction is formed;
4) the rise of psychological contact.

So, a collective is a community of people, the life activity of which is based on the value-orientational unity of its members, and the main value orientations are socially significant.

The following types of collectives are distinguished: educational, labor, military, sports, socio-political, collectives of people united by interests (hunters, fishermen), etc.

The labor collective is the basic unit of society, which unites all employees of an enterprise, institution, organization to achieve a specific specific goal of their joint labor activity.

All work collectives have common properties:

· The presence of a common goal, the unity of interests of the members of the labor collective;
· Organizational structure within the framework of a social institution;
· Social and political significance of the activity;
· Relations of comradely cooperation and mutual assistance;
· Socio-psychological community of team members;
· Manageability;
· The presence of a clearly defined structure of interactions and a certain range of responsibilities, rights and tasks.

The classification of labor collectives can be based on several criteria, according to which they can be subdivided as follows:

a) by forms of ownership (state, private, etc.);
b) by areas of activity (production and non-production);
c) by the time of existence (temporary and permanent);
d) according to the stage of development (emerging, stable, decaying).
e) by subordination (main, primary, secondary).

Work collectives are called upon to perform the following typical functions.

1. The function of production management is carried out through various formal bodies of collective management, public organizations, special elected and appointed bodies, direct participation of workers in management.
2. Target - production, economic: the release of certain products, ensuring the economic efficiency of activities, etc.
3. Educational - carried out by methods of socio-psychological influence and through management bodies.
4. The function of stimulating effective labor behavior and responsible attitude to professional duties.
5. The function of team development is the formation of skills and abilities of collective work, improvement of methods of activity.
6. Support function of innovation and invention.

From the content point of view, the work collective is defined as a community in which interpersonal relations are mediated by the socially valuable and personally significant content of joint activities. With this understanding of the work collective, its structure always (to varying degrees) contains three main elements: the leadership group, the core, and the peripheral part.

The leadership group is represented by members of the labor collective, who are functionally entrusted with the function of leadership, or a member of the collective who, due to his personal qualities, enjoys authority among most of its other members.

The core is made up of those members of the work collective who have already established themselves in the collective, identified with it, that is, are carriers of collective consciousness, norms and values.

The peripheral part of the structure of the labor collective is formed by those members who have either recently joined the system of collective relations and have not yet identified with it, or are present in the collective only functionally. It is this part of the team that is primarily the object of "manipulation" by the leader.

The concept of the socio-psychological climate

This term, now widely used, is often considered to be on a par with the concepts of spiritual atmosphere, collective spirit and prevailing mood.

The SPK of the collective is always characterized by the atmosphere of the mental and emotional state of each of its participants, the individual, specific for the joint activities of people, and undoubtedly depends on the general condition of the people around him. In turn, the atmosphere of a particular community or group is manifested through the nature of the mental mood of people, which can be active or contemplative, cheerful or pessimistic, purposeful or anarchic, everyday or festive, etc. Not only in sociology, but also in psychology, the point of view has been established, according to which the main structure of the SPK is the mood.

Let us refer, in particular, to the statement of the famous Soviet psychologist K.K. Platonov, in whose opinion the socio-psychological climate (as a property of the group) is one (albeit the most important) of the components of the internal structure of the group, is determined by interpersonal relations in it, which create persistent moods of the group, on which the degree of activity in achieving goals depends.

The climate of the collective is a predominant and relatively stable mental attitude of the collective, which finds various forms of manifestation in all its life.

An essential element in the general concept of the socio-psychological climate is the characteristic of its structure. This presupposes the calculation of the main components within the framework of the phenomenon under consideration on a certain unified basis, in particular, according to the category of relation. Then, in the structure of the SEC, it becomes obvious that there are two main subdivisions - the attitude of people to work and their relationship to each other.

Rice. 1

In turn, relations to each other are differentiated into relations between workmates and relations in the system of leadership and subordination. Ultimately, the whole variety of relationships is viewed through the prism of two main parameters of the mental mood - emotional and objective.

The psychological climate of the collective, which reveals itself, first of all, in the relations of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their attitude and perception of the world. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of a given collective. Thus, the climate manifests itself in a certain way and in the attitude of each member of the team to himself. The last of the relations crystallizes into a certain situation - the social form of self-attitude and self-awareness of the individual.

As a result, a certain structure of immediate and subsequent, more direct and more mediated manifestations of the socio-psychological climate is created.

The fact that the attitude to the world (the system of personal value orientations) and the attitude to oneself (self-awareness, self-attitude and well-being) fall into the rank of subsequent, rather than immediate manifestations of the climate, is explained by their more complex, multiply mediated dependence not only on the situation of the given collective , but also from a number of other factors, on the one hand, macro-scale, on the other - purely personal. Indeed, a person's relationship to the world is formed within the framework of his lifestyle as a whole, which is never exhausted by the objects of this or that, even the most significant collective for him.

The situation is similar with regard to oneself. A person's self-consciousness develops throughout his life, and his well-being is significantly dependent not only on his status in the work collective, but often to an even greater extent on the family and household status and physical health of the individual.

This, of course, does not remove the possibility of considering the self-esteem and well-being of the individual in this particular group and depending on it. The well-being of the individual in the team reflects the relationship of the individual to a particular group as a whole, the degree of satisfaction with his position and interpersonal relationships in the group. Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in himself the consciousness, perception, assessment and feeling of his “I” corresponding to this climate within the framework of this particular community of people. To a certain extent, the well-being of an individual can serve as a well-known indicator of the degree of development of his spiritual potential. In this case, the mental state is meant, which is largely determined by the atmosphere of the production team.

From this point of view, the self-feeling of the individual can be considered as one of the most common indicators of the SPK.

Rice. 1.

A - attitude to business; B - the well-being of the individual (attitude towards oneself); B - attitude towards other people.

The most important problem in the study of the socio-psychological climate is to identify the factors that shape it. The most important factors that determine the level of the psychological climate of the production team are the personality of the leader and the system of selection and placement of administrative personnel, as well as the personal qualities of the leader, style and methods of leadership, the authority of the leader, as well as the individual characteristics of the team members.

Let us consider in more detail the factors that affect the formation of a certain socio-psychological climate in the team:

1. Compatibility of its members, understood as the most favorable combination of properties of employees, ensuring the effectiveness of joint activities and personal satisfaction of each. Compatibility is manifested in mutual understanding, mutual acceptance, sympathy, empathy of the team members with each other. There are two types of compatibility: psychophysiological and psychological. Psychophysiological is associated with the synchronicity of the individual mental activity of workers (different endurance of group members, speed of thinking, peculiarities of perception, attention), which should be taken into account when distributing physical activity and assigning certain types of work. Psychological presupposes an optimal combination of personal mental properties: character traits, temperament, abilities, which leads to mutual understanding. Incompatibility is manifested in the desire of team members to avoid each other, and if contacts are inevitable - to negative emotional states and even to conflicts.
2. Behavior style of the leader, manager, owner of the enterprise.
3. Successful or unsuccessful course of the production process.
4. Applied scale of rewards and punishments.
5. Working conditions.
6. Family environment, outside of work, conditions for spending free time.

Depending on the nature of the socio-psychological climate, its impact on the personality will be different - to stimulate to work, to raise mood, to instill vigor and confidence, or, conversely, to act depressingly, reduce energy, lead to production and moral losses. Platonov, K.K. - Introduction to psychology / KK Platonov. - M: Academy, 2005 .-- 549 p.

In addition, the socio-psychological climate can accelerate or slow down the development of the employee's key qualities required in business: readiness for constant innovation, the ability to act in extreme situations, make non-standard decisions, initiative and enterprise, readiness for continuous professional development, a combination of professional and humanitarian culture.

It is safe to say that the mood of the entire team, his ability to work and the achievement of success depend on the style of the leader, his behavior, appearance and well-being. It is impossible to count on the fact that the necessary relations in the team will arise by themselves, they must be consciously formed. Personnel management of the organization: a practical tutorial / Ed. AND I. Kibanova - M .: Pedagogical Society of Russia, 2002 232 p.

The conditions in which the members of the working group interact affect the success of their joint activities, satisfaction with the process and work results. In particular, they include the sanitary and hygienic conditions in which employees work: temperature, humidity, illumination, spaciousness of the room, the presence of a comfortable workplace, etc. The nature of the relationship in the group, the dominant mood in it, is also of great importance. To designate the psychological state of the group, such concepts as "socio-psychological climate", "psychological atmosphere", "social atmosphere", "organizational climate", "microclimate", etc. are used.

When talking about socio-psychological climate(SPK) of the team, imply the following:

a set of socio-psychological characteristics of the group;

the prevailing and stable psychological mood of the team;

the nature of the relationship in the team;

integral characteristic of the state of the collective.

Favorable SPK characterize optimism, joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, open communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, contribute to the development of the organization , make mistakes without fear of punishment, etc.

Unfavorable SPK characterize pessimism, irritability, boredom, high tension and conflict of relations in the group, insecurity, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, unwillingness to invest efforts in a joint product, in the development of the team and the organization as a whole, dissatisfaction, etc.

There are signs by which one can indirectly judge the atmosphere in the group. These include: the level of staff turnover; labor productivity; product quality; the number of absenteeism and lateness; the number of claims, complaints from employees and customers; completion of work on time or late; accuracy or negligence in handling equipment; the frequency of work interruptions.

Factors determining the socio-psychological climate

Global Macro Environment: situation in society, a set of economic, cultural, political and other conditions. Stability in the economic and political life of a society ensures the social and psychological well-being of its members and indirectly affects the socio-psychological climate of working groups.

Local macro environment, those. organization, the structure of which includes the labor collective. The size of the organization, the status-role structure, the absence of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the allocation of resources, the composition of structural units (gender and age, professional, etc.).

Physical microclimate, sanitary and hygienic working conditions. Heat, stuffiness, poor lighting, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, favorable sanitary and hygienic conditions increase job satisfaction in general, contributing to the formation of a favorable SPK.

Job satisfaction. Of great importance for the formation of a favorable SPK is the extent to which the work is interesting, diverse, creative for a person, whether it corresponds to his professional level, whether it allows him to realize his creative potential, to grow professionally. The attractiveness of work increases satisfaction with working conditions, wages, the system of material and moral incentives, social security, distribution of vacations, working hours, information support, career prospects, the opportunity to improve the level of one's professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontals, etc. The attractiveness of a job depends on how its conditions meet the expectations of the subject and allow him to realize his own interests, satisfy the needs for good working conditions and decent material remuneration; in communication and friendly interpersonal relationships; success, achievement, recognition and personal authority, possession of power and the ability to influence the behavior of others; creative and interesting work, opportunities for professional and personal development, realizing their potential.

The nature of the activities performed. Monotony of activity, its high responsibility, the presence of a risk to the health and life of an employee, stressful nature, emotional saturation, etc. - all these are factors that can negatively affect the SPK in the work collective.

Organization of joint activities. The formal structure of the group, the way of distribution of powers, the presence of a single goal affects the SPK. The interdependence of tasks, an unclear distribution of functional responsibilities, the inconsistency of the employee with his professional role, psychological incompatibility increase the tension of relations in the group and can become a source of conflicts.

Psychological compatibility is an important factor influencing the SPK. Psychological compatibility is understood as the ability to work together, which is based on the optimal combination of the personal qualities of the participants in the team. Psychological compatibility may be due to the similarity of the characteristics of the participants in joint activities. It is easier for people who are similar to each other to establish interaction. Similarity contributes to the emergence of a sense of security and self-confidence, increases self-esteem. Psychological compatibility may also be based on the difference in characteristics based on the principle of complementarity. In this case, they say that people fit together "like a key to a lock." The condition and result of compatibility is interpersonal sympathy, the attachment of the participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.

The degree of psychological compatibility of employees is influenced by how homogeneous the composition of the working group is according to various social and psychological parameters:

There are three levels of compatibility: psychophysiological, psychological and socio-psychological:

Psychophysiological level compatibility is based on the optimal combination of the features of the sensory system (vision, hearing, touch, etc.) and the properties of temperament. This level of compatibility is especially important when organizing joint activities. A choleric person and a phlegmatic person will perform the task at a different pace, which can lead to disruptions in work and tension in relations between workers.

Psychological level assumes compatibility of characters, motives, types of behavior.

Socio-psychological level compatibility is based on the consistency of social roles, social attitudes, value orientations, interests. It will be difficult for two entities seeking to dominate to organize joint activities. Compatibility will be facilitated by the orientation of one of them towards submission. A quick-tempered and impulsive person is more suitable as a partner for a calm and balanced employee. Psychological compatibility is promoted by self-criticism, tolerance and trust in relation to the interaction partner.

Harmony is the result of employee compatibility. It ensures the maximum possible success of joint activities at the lowest cost.

The nature of communications in the organization acts as a factor of the SPK. The lack of complete and accurate information on an important issue for employees creates fertile ground for the emergence and spread of rumors and gossip, weaving intrigues and behind-the-scenes games. The leader should carefully monitor the satisfactory information support of the organization's activities. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts. Ability to clearly and accurately express your point of view, possession of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.

Leadership style. The role of the manager in creating the optimal SPK is decisive:

Democratic style develops sociability and trust in relationships, friendliness. At the same time, there is no feeling of imposed decisions from the outside, “from above”. The participation of team members in management, inherent in this leadership style, contributes to the optimization of the SPK.

Authoritarian style usually breeds hostility, obedience and ingratiation, envy and distrust. But if this style leads to success that justifies its use in the eyes of the group, it contributes to a favorable SPK, such as in sports or in the military.

Permissive style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable SEC. The permissive style may be acceptable only in some creative teams.

If the manager makes excessive demands, publicly criticizes employees, often punishes and rarely encourages, does not appreciate their contribution to joint activities, threatens, tries to intimidate with dismissal, deprivation of bonuses, etc., behaves in accordance with the slogan “the boss is always right”, does not listen to the opinions of subordinates, is inattentive to their needs and interests, then he forms an unhealthy work atmosphere. Lack of mutual respect and trust forces people to take a defensive position, to defend themselves against each other, the frequency of contacts decreases, communication barriers and conflicts arise, there is a desire to leave the organization and, as a result, there is a decrease in productivity and product quality.

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