The socio-psychological climate is a specific phenomenon, which is made up of the peculiarities of the perception of a person by a person, mutually experienced feelings, assessments and opinions, readiness to respond in a certain way to the words and actions of others. It affects the well-being of team members;

for the development, adoption and implementation of joint decisions;

to achieve the effectiveness of joint activities.

Moral and psychological climate- this is the relatively stable psychological mood of its members that prevails in a group or team, manifesting itself in all the diverse forms of their activity. The moral and psychological climate determines the system of relations between members of the team to each other, to work, to surrounding events and to the organization as a whole on the basis of individual, personal-value orientations. Any actions of a leader or team member (especially negative character) affect the state of the moral and psychological climate, deform it. And vice versa, every positive managerial decision, positive collective action improves the moral and psychological climate. The basis of a positive favorable moral and psychological climate is the socially significant motives of the attitude towards work among the members of the labor collective. The optimal combination of these motives will be if three components are involved: material interest in this particular work, direct interest in the labor process, and open discussion of the results of the labor process.

A sure sign of a favorable moral and psychological climate is the active participation of all members of the team in management, which can take the form of self-government.

Another sign of a positive moral and psychological climate is the high productivity of teamwork. The next sign is developed interpersonal relationships, interpersonal contacts in work collective enterprises. One can also note such a sign as a positive attitude of the team towards innovations. In the era of the scientific and technological revolution, the rapid development of technology and production technology, innovations are inevitable in any team.

Thus, the socio-psychological climate is relatively stable prevailing in a group or team. mental attitude its members, manifested in relation to each other, to work, to surrounding events and to the organization as a whole on the basis of individual, personal values ​​and orientation.

As you know, the socio-psychological climate can be favorable or unfavorable.

Signs of a favorable socio-psychological climate:

Trust and high demands to each other;

Benevolent and businesslike criticism;

Sufficient awareness of team members about its tasks and the state of affairs in their implementation;

Free expression of one's own opinion when discussing issues relating to the entire team;

Satisfaction with belonging to the firm:

Tolerance for other people's opinions;

High degree of emotional involvement and mutual assistance;

Taking responsibility for the state of affairs in the group by each of its members ...

The following factors influence the formation of a certain socio-psychological climate:

1. Compatibility of its members, understood as the most favorable combination of the properties of employees, ensuring the effectiveness of joint activities and personal satisfaction of each. Compatibility is manifested in mutual understanding, mutual acceptability, sympathy, empathy of team members to each other.

There are two types of compatibility: psychophysiological and psychological.

Psychophysiological is associated with the synchronism of the individual mental activity of workers (different endurance of group members, speed of thinking, features of perception, attention), which should be taken into account when distributing physical activity and instructions certain types works.

Psychological involves the 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 in the event of the inevitability of contacts - to negative emotional states and even to conflicts.

2. Style of behavior of the leader, manager, owner of the enterprise.

3. Success or failure of the production process.

4. The applied scale of rewards and punishments.

5. Working conditions.

6. The situation in the family, outside of work, conditions for spending free time.

Depending on the nature of the socio-psychological climate, its impact on a person will be different - stimulate work, cheer up, inspire vigor and confidence, or, conversely, act depressingly, reduce energy, lead to production and moral losses.

In addition, the socio-psychological climate can accelerate or slow down the development of the key qualities of an employee 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.

Measures to create a favorable socio-psychological climate:

Staff recruitment taking into account the psychological compatibility of employees. Depending on the goals of working in a team, it is necessary to combine different types of behavior of people. In very many situations, a group with representatives of one type of behavior will turn out to be ineffective, for example, if only people who are waiting for instructions and who do not know how to take the initiative, or only those who like to command, will gather.

It is necessary to optimally limit the number of persons subordinate to one leader (5-7 people);

Absence of superfluous workers and vacancies. Both the lack and excess of group members leads to its instability: there is a ground for the emergence of tension and conflicts in connection with the desire of several persons to occupy vacancy and get a promotion at work or in connection with the uneven work load of individual employees in the presence of extra persons:

Office etiquette that starts with appearance.

At work, too conspicuous, the so-called sharply fashionable clothes, bright cosmetics, and an abundance of jewelry are inappropriate. But just as disrespectful to colleagues, to visitors to the institution would be negligence in clothing, sloppiness, slovenliness.

Greetings. The first to greet the incoming. By the way, if some tension has been created between him and someone the day before, then it is this short, obligatory greeting that often helps to remove it painlessly for pride. It is not necessary to shake hands, and if several people work in the room, then it is not necessary.

At work, a person is obliged to be correct, not to impose his experiences on anyone, and even more so not to try to "tear off evil" on someone;

The use of socio-psychological methods that contribute to the development of effective mutual understanding and interaction skills among team members (employees' passion for personal example, training, business game, method of persuasion, etc.).

Similar information.

Trust and high demands of team members to each other;

Benevolent and businesslike criticism;

Free expression of opinion when discussing common collective problems;

Lack of pressure from the leader on subordinates and recognition of their right to make decisions that are significant for the group;

Sufficient awareness of team members about its tasks and the current state of affairs;

Satisfaction with belonging to the team;

A high degree of emotional involvement and mutual assistance in the event of a state of frustration in any of the members of the team;

Taking responsibility for each member of the team.

Of all the definitions of the socio-psychological climate, despite the difference in approaches, two elements can be distinguished that equally characterize the essence of this phenomenon:

The attitude of people to joint activities;

Relationship to each other (both vertically and horizontally).

The whole variety of relationships can be viewed through the prism of two main parameters of psychological mood: objective and emotional, that is, through the nature of a person's perception of his activity and through satisfaction or dissatisfaction with the activity.

The socio-psychological climate is manifested in the relationship of people to each other and to the common cause, but it does not end there. It affects the relationship of people to the world as a whole, on their own worldview and worldview , and this is expressed by the system of value orientations of the individual as a member of this collective. Thus, the manifestations of the socio-psychological climate can be direct and indirect.

Attitudes towards the world (the system of value orientations of the individual) and towards oneself (one’s own worldview, self-attitude, well-being) are mediated manifestations of the socio-psychological microclimate, since they depend not only on the situation in a given team, but also on other factors (both macroscale and purely personal).

These two manifestations of the socio-psychological climate (attitude towards the world and towards oneself) develop during life, depend on the lifestyle of a person as a whole, but this does not exclude the possibility of considering them at the level of a particular team. Each member of the collective develops in himself the consciousness, perception and feeling of his “I” corresponding to this climate.

In the structure of the socio-psychological climate, scientists distinguish three main aspects:

Sociological (everything related to the joint activities of people);

Psychological (moods, feelings, interests of team members);

Moral (norms of relations to work and to each other).

The factors influencing the formation of the SPC can be combined into two groups: those that determine its state at each particular moment and those that determine its structure and functions over time, that is, determine its nature.

In spite of positive role collective in the development of an individual, it is impossible to extend the patterns of collective life to all types social relations. The group can often have a negative impact on its specific members, act as an inhibitor - an overwhelming, negative factor in their lives. In this case, they speak of an unfavorable SEC in the team.

It is known that intergroup relations are a set of special (irreducible to interpersonal) socio-psychological phenomena that have a significant impact on individual individuals. This influence affects, as an area of ​​subjective reflection (perception), various kinds of connections that arise between individual groups individuals, and the mode of interaction of groups determined by it. Usually, representatives of another group are initially perceived not in the aggregate of their own individual properties and characteristics, but as carriers of a certain “social whole” that competes with the “social whole” of the subject of perception. The properties of this "social whole" often turn out to be fixed in the form of inflexible and overgeneralized intergroup representations, in schematization and simplification of the possible range of aspects of perception of another group.

In general, intergroup representations are characterized by a bright emotional coloring, a sharp evaluative orientation, and therefore often low accuracy and adequacy. The stereotype inherent in them often leads to proactive real interaction and unreasonable attribution of similar characteristics to all members of a certain group. social groups s or commonality without sufficient awareness of the possible differences between them.

Similar features of intergroup perception are clearly manifested when differences are established between one's own and another's groups. One of the consequences may be the phenomenon of intergroup discrimination, that is, the rejection of the social and individual value and significance of another group, attributing to it an initially lower rating than one's own group. When comparing “own” and “alien” groups, not a cognitive, but an affective-emotional component begins to prevail, the advantages of one object of comparison and the disadvantages of another are artificially emphasized and exaggerated. The tendency towards an uncritical, unambiguously positive reassessment of one's own group is called intragroup favoritism, manifested in the fact that a particular person seeks in a certain way to favor members of his own group as opposed to members of another group. It can affect the processes of social perception, in the formation of assessments, opinions, behavior, and so on.

Group normalization- a socio-psychological phenomenon that arises in the course of a group discussion in the form of smoothing, convergence of initially heterogeneous or diametrically opposed positions of participants. The final result of the group's work is a single, shared by all average opinion. It is noteworthy that this final solution, even in its simplest version, is no longer a simple sum mutual concessions, but offers a new interaction option.

The opposite of this trend is the phenomenon group polarization, the essence of which is that in the course of a group discussion, the heterogeneous opinions and positions of the participants are not only not smoothed out, but are formed by the end of the discussion into two polar opposite positions, excluding any compromises. Group polarization can also arise outside the situation of discussion. It may be the result of a systematic mediated exchange of views between participants in joint activities; then groupings with polar positions arise within the group.

Another phenomenon of group life - features delegation of responsibility. Psychologists have revealed an amazing fact - on a crowded street of a big city, a person can count on help from other people to a lesser extent than in a deserted forest. The adequacy of the assignment of responsibility for the results of joint activities is a reliable indicator of the integration of the group. AT equally he will demand punishment for himself or others for failure, or reward for success.

great attention Psychologists are attracted by a special phenomenon of a person's mental life, arising as a result of group influence, the so-called conformity. Conformity is understood as a person's readiness to submit to the real or imagined pressure of the group, a non-critical change in behavior and attitudes in accordance with the position of the majority, even if internally this position was not initially shared by him.

Opposite in form is the other extreme in relations with the group - the so-called negativism (nonconformism), which is understood as the desire of an individual to avoid group influence, to always act contrary to the position of the dominant majority, at any cost and in all cases to assert the opposite point of view, masquerading as one's own. impartial opinion.

Directly related to conformity is the influence on the personality of the so-called public opinion. Under public opinion understand the attitude of a social group or society as a whole, expressed in the form of certain judgments, ideas, ideas, to the phenomena of social life that affect common interests. It is formed in the process of a group's (society's) awareness of its problems and performs the functions of blocking or authorizing certain actions and behavior. Public opinion is formed in the process of comparison, clash of different views and positions, and sometimes is the result of the integration of many multidirectional standards and criteria for social assessment.

Group compatibility is the readiness of all members of the group to implement conflict-free communication, to coordinate their actions with the actions of other participants in joint activities. Group compatibility as an integral indicator generalizes several individual levels compatibility of a lower hierarchy (psychophysiological compatibility, consistency of functional and role expectations, subject-target and value-orientation unity, mutual referentiality of all members).

N.I. Shevandrin, E.S. Kuzmin pointed out that today it is possible to increase labor productivity at an enterprise not by tightening the control of labor discipline, but by creating a favorable psychological atmosphere in the work team, relations mutual trust, mutual assistance and mutual responsibility. A favorable socio-psychological climate is nothing but the realization of the most important human need for security.

Based on the analysis of scientific literature, we have identified deformations of the SPC in the primary production unit.

Deformations of the socio-psychological climate in the team:

Formalization of official relations and transfer of legitimate functions to employees "close" to the management;

Inconsistency of regulatory relations with the ideals of morality, ethics and culture of society;

Restriction of the leading types of life during an irregular working day;

Priority of physical qualities over spiritual values;

Decrease in the value of human feelings and pro-social attitudes due to constant competition;

Mobbing and mutual alienation, the desire to respond to their traumatic experience with aggressive acts against colleagues.

The psychological climate is one of the most important characteristics of the team. It has a significant impact on productivity as well as emotional condition each of the members of the group - both employees and management. What does this indicator depend on? How to diagnose it, and can it be changed?

Atmospheric components in a group

Under the psychological climate in the team is understood the mood of the group, which is determined by the relationship of living together, working or studying people. nervous tension is a problem in many workers and study groups. In addition to the direct harm to relationships between people, their health, stress also affects the work process.

Most often, a tense situation arises in a situation of instability. Another fairly common reason why the psychological climate in the team is deteriorating is those unfavourable conditions in which a single employee is forced to live. He may not have the most Better conditions existence, poor nutrition, difficulties in relationships with relatives, etc. This can also affect the psychological state of other employees. Another common cause of unfavorable work environments is communication difficulties among employees themselves.

Job satisfaction for each employee

There are several factors that determine the psychological climate in the team. One of the main ones is the satisfaction of employees with their duties. A great influence on the formation of the situation is exerted by the fact how much the employee likes his work - whether it is diverse, whether it is possible to realize his own with his help. creative potential whether it corresponds to the professional level of the employee.

The attractiveness of work is always increased by such motivators as decent wages, good conditions, fair and timely distribution of holidays, prospects career development. Also important are such factors as the opportunity to increase the level of one's professionalism, the features of relationships both horizontally and vertically.

Compatibility and harmony of team members

Those relationships that have been formed in the process of communication between people are an indicator of their compatibility in psychologically. It is believed that those people who are similar to each other, it is much easier to establish interaction. Similarity helps the employee feel safe, increases self-esteem.

However, one should distinguish between such concepts as harmony and compatibility. If it is based on the peculiarities of the relationship between people, and it can be judged after a relatively short period of time after the start of joint activities, then harmony is developed over the years. Its basis is the successful results of joint activities. At the same time, both harmony and compatibility are important.

Cohesion

Formed on an emotional basis. If the team is united, then it is unlikely that everyone will be happy when one of the employees has grief. Factors that influence the level of cohesion in a group are the attitude of its members towards the leader, trust within the team itself, the duration of joint work, and recognition of the personal contribution of each of the employees.

To a large extent this characteristic depends on what are the personal characteristics of employees, how cultural their communication is, whether there is sympathy or antipathy in the relationship. The predominance of certain qualities has an impact on the overall psychological climate in the team.

Features of communications

The atmosphere of the team is always based on the personal characteristics of each of its members. It is important to have sociability, features of their assessments, opinions, social experience. For example, the difficulties experienced in communication by some members of the group can affect the situation in the team as a whole. For this reason, tension, distrust, disputes may increase, and if each of the members of the team is able to clearly and accurately express their point of view, properly owns the techniques constructive criticism, has skills active listening, then this contributes to the creation of a favorable psychological climate in the group.

Analyzing the features of the psychological compatibility of each of the members of the team, it is necessary to take into account such a factor as the type of communicative behavior. This classification was first developed by V. M. Shepel and includes the following categories:

• Collectivists - sociable people who will always support any undertaking. If necessary, they are able to take the initiative.
• Individualists. Those employees who prefer to work alone rather than interact in a team. They are significantly more gravitate toward personal responsibility.
• Pretensionists. As a rule, such employees are often called vain, touchy, striving to be the center of attention during work. And such a characterization is not without foundation.
• Imitators. People who seek to avoid complications, and for this imitate other people's behavioral patterns.
• Fitters. Weak-willed team members who rarely take the initiative and fall under the influence of others.
• Isolated. People who avoid contact. Often they have a completely unbearable character.

Leadership style

This factor also big influence on the features of the psychological climate in the team. There are several leadership styles:

• Democratic. Thanks to this style, friendliness develops within the team. Employees do not feel the imposition of certain decisions "from outside". Members of the group also take part in the management. This style is one of the best for creating a favorable psychological climate in the team.
• Authoritarian. As a rule, all that generates this style is the hostility of the group members. There may be other alternatives - humility, fawning, often - envy and distrust. However given style management often leads the group to success, and therefore is used in the army, sports, etc.
• It is characterized by the fact that the work takes its course. As a result, one can observe extremely low work efficiency, dissatisfaction of employees, as well as the formation of a socio-psychological climate in the team, which is unfavorable.

It can be concluded that each leader has a significant impact on the characteristics of the moral and psychological climate, the attitude of people to the activities performed, satisfaction with the process of work or study.

The nature of the work performed

Also important are the features of the activities that each of the employees has to do. For example, the monotony of work or, conversely, its emotional oversaturation, has a significant impact. It is also necessary to take into account the level of responsibility of each of the team members, the risk to life and health, the stressful nature of the work.

Features of a favorable atmosphere

There are many features that can be used to characterize a positive socio-psychological climate in the team. Consider the most basic:

• In such a group, as a rule, a cheerful and positive tone of relations prevails. The main principles here are cooperation, mutual assistance, goodwill. Trust prevails in the relationship between employees, and criticism is expressed with goodwill.
• In the team there are certain norms of respect for each of its representatives. The weak can find support, experienced workers help newcomers.
• Traits such as honesty, openness, and hard work are valued.
• Each member of the team is full of energy. If you need to do any useful work he will respond. Labor efficiency indicators are generally high.
• If one of the members of the group is experiencing joy or failure, then those around him empathize.
• Also in the relationship between mini-groups within the team there is mutual understanding.

Negative moral and psychological climate in the team: features

If there is no mutual respect in the group, then employees are forced to constantly take a defensive position and defend themselves, including from each other. Communication becomes rarer. When the leader demands the impossible from the members of the group, exposes them to public criticism, more often punishes than encourages, does not personally evaluate the contribution of the employee to joint activities - thereby he contributes to the formation of a psychological climate in the team with a “minus” sign. And the main consequence of this is a decrease in labor productivity, deterioration in the quality of products.

Poorly cohesive group: properties

This group is characterized by pessimism and irritability. Often, team members get bored, they frankly do not like their work, because it does not arouse interest. Each of the employees has a fear of making a mistake, making an inappropriate impression, hostility. In addition to this sign, which is obvious, there are other features of an unfavorable moral and psychological climate in the team:

• There are no norms of justice and equality in the team. There is always a noticeable division between the "privileged" and those who are neglected. The weak in such a team are treated with contempt, they are often ridiculed. Newcomers in such a group feel superfluous, they are often treated with hostility.
• Honesty, diligence, disinterestedness are not held in high esteem.
• Basically, members of the group show passivity, and some openly seek to isolate themselves from the rest.
• The successes or failures of employees do not cause sympathy, and often become the subject of open envy or gloating.
• In such a group, there may be small factions that refuse to cooperate with each other.
• AT problem situations the team is often unable to unite to solve the problem.

Alarming "bells" of negative changes

However, it must be borne in mind that it is rare when a favorable psychological climate in a team becomes negative abruptly. Most often, this is preceded by some initially imperceptible changes. In the same way that a person must pass through a certain border strip before turning from a law-abiding member of society into a criminal, certain tendencies are first outlined in the work collective. The maturation of negative sentiments is inherent following characteristics:

• Hidden disobedience to the orders of the leadership or inaccurate execution of instructions.
• Gatherings during business hours. Instead of doing business, employees communicate, play backgammon - in a word, they kill time.
• Rumors and gossip. Often this feature is attributed to women's groups, but the gender of employees is not an excuse - rumors are inevitable where they have nothing to do.
• Careless attitude to technology.

"Scapegoat" - a consequence of excessive authoritarianism

If the leader of the group (whether it be a work team, a student stream, or a school class) adheres to an exclusively authoritarian style, this can affect each of the members in a negative way. Fear of punishment, in turn, leads to the emergence of "scapegoats". For this role, in most cases, a person (or even a group of people) is chosen who are in no way guilty of the problems of the team, but are somehow different from the rest. "Scapegoat" becomes a victim of attacks and aggression.

The researchers emphasize that the presence of such a target for aggression is only a temporary way for the group to get rid of tension. The roots of the problem remain untouched, and when the "scapegoat" leaves the group, another one will take his place - and it is quite possible that this will be one of the members of the collective.

How can you define the atmosphere in a group?

There are several criteria by which you can assess the psychological climate in the team:

• Staff turnover.
• The level of labor efficiency.
• The quality of the products.
• The number of absenteeism and lateness of individual employees.
• The number of claims and complaints from the company's customers.
• Deadlines for the completion of work.
• Accuracy or negligence in the process of handling work equipment.
• The frequency of breaks during the working day.

How to improve team relationships

After assessing the characteristics of the atmosphere in the team, you can identify those weaknesses that need to be corrected. You may need to make some personnel changes. Creating a psychological climate in the team is the task of every responsible leader. Indeed, labor productivity often falls when employees are psychologically incompatible with each other, or one of the employees has such a personal property as a banal craving for creating conflict situations.

Once the obvious problems are fixed, you should move on to strengthening relationships between employees by holding special events after hours. Formation of a favorable psychological climate in the team can be a long process. However, such a strategy allows you to relieve tension, as well as help employees move from the level of a purely business interaction to a friendly one.

Also, the improvement of the psychological climate in the workforce contributes to the implementation of joint work projects. For example, it could be " brainstorming". Often, special work events are also effective, in which employees of different departments must cooperate.

Features of the working atmosphere among teachers

Special attention should be paid to the psychological climate in teaching staff. This area is always stressful, and the working atmosphere is often one of the factors that determine the effectiveness of a teacher. The rallying of the pedagogical team always takes place within the framework of the fulfillment of some common task, activity - first of all, social, pedagogical. In such events, each of the teachers should have the opportunity to realize their creative abilities.

Of course, holding methodical days or creative meetings of teachers often require additional time costs, however, such events remain in the memory of teachers for a long time as bright and unforgettable events.

How can a teacher create an atmosphere in the classroom?

Many teachers have to deal with the formation of the psychological climate of the class team. This is a rather difficult task, but its implementation contributes to the achievement of the most urgent tasks of education. Children in a close-knit class gain invaluable experience in interpersonal interaction, cooperation, and responsibility. There are the following methods of forming a positive atmosphere in the classroom:

• Inclusion in the daily learning process various kinds art.
• Games.
• General traditions.
• The active position of the teacher in relation to the class.
• Creation various situations in which the class could experience significant events for the team.

How to determine the characteristics of the moral situation in the group?

There are many ways to learn about the characteristics of the psychological climate in the team. Methods developed for this purpose allow you to get an idea of ​​what is happening in the group. The easiest way is to distribute leaflets with the following questionnaire to group members (if desired, it can be anonymous):

1. Do you like the work you are doing?
2. Do you have a desire to change it?
3. Assuming you were currently looking for a job, would you focus on your current position?
4. Is the job interesting for you? Is it varied enough?
5. Are you satisfied with the technical equipment in the workplace?
6. Is the salary satisfactory?
7. What would you like to change in the organization of collaboration?
8. How do you rate the atmosphere in the team? Is she friendly, respectful, trusting? Or, on the contrary, is there envy, tension, mistrust and irresponsibility?
9. Do you consider your colleagues to be high-class professionals?
10. Are you respected by them?

The study of the psychological climate of the team allows you to take timely necessary measures to improve it, and hence, to increase labor productivity. Appearance negative symptoms indicates that the team is "sick". However, if you pay attention to these signals in time, the working atmosphere can be adjusted and even improved in many ways.

Historically, a system of social division of labor has developed. Members of society can engage in labor activities both individually and collectively, uniting in various types organizations, companies, firms, etc. The association of people in organizations allows them to be more effectively included in the system of social production, to create larger and more powerful social production systems in comparison with individual system labor.

The relevance of this problem is dictated by the demands of practice, due to the increased in our days the collective nature of human activity and the urgent problems of the effectiveness of organizing and managing people, regulating the relations unfolding between them.

The goal is to develop a project management decision to create a favorable socio-psychological climate in the organization.

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

1. Determine what the socio-psychological climate in the organization is.

2. To study the principles of work in IAKTs "Nika"

The object of the study is the staff of the IACC "Nika" and potential employees of the center.

The subject of the research is the behavioral strategy of the team members in the conditions of personnel changes.

The effectiveness of the organization is determined by a number of indicators. In general, research by social psychologists shows that a comprehensive assessment of the effectiveness of organizations can be made only if objective (economic) and subjective (socio-psychological) factors are taken into account.

Researchers identify the following as socio-psychological factors in the effectiveness of organizations:

1. Purposefulness characterizing goals joint interaction, i.e. needs, value orientations members of the organization, means and methods of interaction.

2. Motivation, revealing the reasons for the labor, cognitive, communicative and other activity of the members of the organization.

3. Emotionality, manifested in the emotional attitude of people to interaction, in the specifics of emotional, informal relations in the organization.

4. Stress resistance, which characterizes the organization's ability to consistently and quickly mobilize the emotional and volitional potential of people to counteract destructive forces.

5. Integrity, providing the necessary level of unity of opinion, coordination of actions.

6. Organization, due to the peculiarities of the processes of management and self-government.

An important condition for the effectiveness of the functioning of organizations is the presence in it of a favorable socio-psychological climate (SPC), which includes many of the above factors.

The psychological climate is emotional coloring psychological connections of members of the team, arising on the basis of their sympathy, the coincidence of characters, interests, inclinations. The climate of relations between people in the organization consists of three components. The first component is the social climate, which is determined by the awareness of the overall goals and objectives of the organization. The second component is the moral climate, which is determined by the accepted moral values ​​of the organization. The third component is the psychological climate, i.e. those informal relationships that develop between workers.

In general, this phenomenon is usually called the socio-psychological climate of the organization's team.

The relationship between the effectiveness of the organization and its socio-psychological climate is the most important problem for the leaders of the company, firm. Therefore, it is so important to know the most important components of the SEC of the organization. A favorable SEC is the result of the systematic work and activities of leaders, managers, psychologists and all employees of the organization.

The overall picture of interaction between people in work collectives is complemented by personal relationships. Relationships are the way people interact with one another. various groups. Relationships can be formal and informal, business and personal. Interpersonal relationships of people are connected with social relations and are determined by them. The peculiarities of a person’s behavior in a team, the results of his work cause certain reactions from other members of the group, form each of them’s attitude towards this person, and thus a system of relationships develops in the group. Satisfaction with relationships horizontally (with comrades) and vertically (with managers) is seen as an important indicator of SEC in the workforce. Horizontal relationship satisfaction indicators are closely related to the frequency of discussions in the team of issues directly related to work, as well as the frequency of contacts between team members in their free time. In the most official setting, personal relationships develop between people in one way or another, and they cannot but influence the general atmosphere in the team, general character, style, tone of relationships in the group.

AT complex system relationships of interactions in the primary labor collective, people occupy certain positions based on their unofficial personal authority in this group of people. Thus, the primary labor collective is a system of interconnected official positions, occupying which employees have certain rights and obligations, and a system of informal positions based on the real authority of the team members and the degree of influence on the group.

Communication within the workforce is difficult process flowing from the establishment of contacts to the development of interaction and the formation of relationships. Main function communication is the organization of joint activities of people, which involves the development of a single strategy for interaction, which is possible only on the basis of coordinating their positions. Another function of communication is the knowledge of each other by people, as well as the formation and development of interpersonal relationships.

The influence of the emotional atmosphere of the team on a person can be twofold: stimulating or inhibitory, that is, suppressing the creative initiative, activity and energy of a person. There are several definitions of the concept of SPC. So, E.S. Kuzmin believes that the concept of psychological climate reflects the nature of relationships between people, the prevailing tone of public mood, the level of management, the conditions and characteristics of work and leisure in one team.

The concept of psychological climate includes a system of interpersonal relations, psychological in nature (sympathy, antipathy, friendship), psychological mechanisms of interaction between people (imitation, empathy, assistance); system of mutual requirements, general mood, common style of joint labor activity, intellectual, emotional and volitional unity of the team.

In the concept of SEC, three "climatic zones" are distinguished:

1. the social climate, which is determined by how high the awareness of employees of common goals and objectives is at a given enterprise, how much the observance of all constitutional rights of employees as citizens is guaranteed here.

2. moral climate, which is determined by the moral values ​​generally accepted in this team.

3. psychological climate, that is, the informal sphere that develops between workers who are in direct contact with each other. That is, the psychological climate is a microclimate, the zone of action of which is much more local than the moral and social one.

An essential indicator of the characteristics of relationships in the team are the forms of address as a means of verbal communication. The predominance of any one form of appeal - orders or requests, suggestions or questions, discussions, advice - characterizes the features of relationships leads to a gradual isolation of individual members of the team, a reduction in the number of contacts in it, to the predominance of indirect methods of communication to the reduction of communication links to formally necessary , to violations feedback between participants in the activity. Thus, communication links in the team act as empirical indicators of the socio-psychological climate.

The essence of each person is revealed only in relations with other people and is realized in the forms of collective interaction, in the processes of communication, through relationships a person realizes his social value. Thus, self-esteem acts as a group effect, as one of the forms of manifestation of the socio-psychological climate. Evaluation of one's position in the system of social relations and personal ties gives rise to a feeling of greater or lesser satisfaction with oneself and others.

The experience of relationships is reflected in the mood, causes an improvement or deterioration in the psychological well-being of a person. Through imitation, infection, suggestion, persuasion, various moods in the team spread to all people and, being reflected in their minds for the second time, create a psychological background. collective life. Psychological well-being and mood, characterizing the mental state of people, testifies to the quality of the SEC in the team. Self-esteem, well-being and mood are socio-psychological phenomena, a holistic reaction to the impact of the microenvironment and the whole complex of conditions for human activity in a team. They act like subjective forms manifestations of SPC.

Any person, by virtue of his presence in social groups, and even more so by participating in joint work, has an impact on many areas of the life of the team, including the socio-psychological climate. People have a positive or negative impact on the well-being of others, depending on their socio-psychological and individual psychological properties. The socio-psychological properties of a person that have a positive impact on the formation of a socio-psychological climate include adherence to principles, responsibility, discipline, activity in interpersonal and intergroup relations, sociability, a cult of behavior, tact. Bad influence the climate is affected by people who are inconsistent, selfish, tactless, and so on. On the well-being of people and through it on general climate collective influence and features mental processes(intellectual, emotional, strong-willed), as well as the temperament and character of the members of the team. Besides, important role plays the preparation of a person for work, that is, his knowledge, skills and abilities. high professional competence respect for a person, it can serve as an example for others and thereby contribute to the growth of the skills of people working with him.

In its meaning, the SPC is close to the concept of team cohesion, which refers to the degree of emotional acceptability, satisfaction with the relationship between group members. The cohesion of the team is formed on the basis of the closeness of the ideas of workers on the essential issues of the life of their team.

The most important problem in the study of SEC is to identify the factors that form 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. It is also influenced by the personal qualities of the leader, the style and methods of leadership, the authority of the leader, as well as the individual characteristics of the team members.

The leader influences almost all factors that determine the socio-psychological climate. The selection of personnel, the promotion and punishment of members of the team, their promotion in the service, and the organization of the work of workers depend on it. Much depends on his leadership style.

SPC is the result of the joint activity of people, their interpersonal interaction. It manifests itself in such group effects as the mood and opinion of the team, individual well-being and assessment of the living conditions and work of the individual in the team. These effects are expressed in the relationships associated with the labor process and the solution of the common tasks of the team. Members of the collective as individuals determine its social microstructure, the originality of which is determined by social and demographic characteristics (age, gender, profession, education, nationality, social origin). The psychological characteristics of the individual contribute to or hinder the formation of a sense of community, that is, they influence the formation of the socio-psychological climate in the work collective.

Information and analytical consulting center "Nika" was founded in 1995. Its main areas of activity are:

Conducting various kinds of research based on surveys, questionnaires, etc.;

Collection and analysis of information on various kinds of objects (about enterprises - both commercial and non-commercial, organizations), phenomena (most often, phenomena of an economic or political nature are studied - elections in various bodies authorities, economic changes in society - price increases);

Development of consulting solutions to improve the work of enterprises (solution of personnel issues, financial, production, etc.).

As a rule, such studies are made to order. To carry out such work, it is necessary individual approach to the client, a complete and in-depth study of the situation, high-quality analysis and the development of acceptable solutions. Similar Solutions are advisory in nature and adapted to certain conditions. So, the customer may have limited financial resources, so there is a solution to improve the work of his enterprise, which is engaged in the production of, for example, seals and stamps, corresponding to the balance sheet. In addition, there may be limited labor resources (it is impossible to hire additional qualified specialists), production resources (for example, a small area of ​​\u200b\u200bthe premises), etc.

The work of IAC "Nika" requires high professionalism of its employees both in political, economic terms as well as psychological. Director of "Niki" has two higher educations - Samara State University and the Open Economic University of Great Britain. Psychologists working in the center - almost all with experience, have appropriate education and several years of practice. Managers, analysts, programmers also have higher education, which is a mandatory requirement when applying for a job.

For a long time, the staff of the Nika IACC worked in its original composition, that is, there were no personnel changes, no one left the center, and no new employees were accepted. The team has become very close-knit and there are close friendships. But today there is a need to increase labor resources- that is, hiring additional specialists.

Naturally, this is somewhat stressful for employees, since when accepting new people, the style of relations can also change, which is inevitable when any organization expands. But potential employees are also afraid of small organizations. Thus, a sociological survey conducted by the IAKTs "Nika" to identify fears when hiring showed that the first place is the fear of losing a job (being fired after a probationary period), and the second is the fear of not finding contact with "old" employees, then there are those who have been working in this organization for a long time.

Therefore, the following management decision is proposed, which can be implemented when new employees are hired at IAKTs "Nika".

1. The organization of labor should be carried out through its main elements - the division and cooperation of labor, working conditions

The division of labor and the interconnection of partial labor processes form the content of the worker's labor, his job duties, which is important for the placement of personnel, enriching the content of labor, relieving fatigue with the help of a change of labor, etc.

First of all, psychologists (at least two people), analysts, managers (at least three people) will be hired. There are two psychologists at the Nika IACC at the moment. They have a wide range of duties - from studying the processes taking place in the team of some medium-sized organization to predicting the behavior of people in the event, for example, of elections to the State Duma. Naturally, such a wide range of tasks is associated with great stress and huge time costs. Therefore, new psychologists should do more than simply take the load off existing employees. There must be a division of labor, that is, spheres. So, one psychologist will deal only with personnel issues of enterprises (determining the psycho- and sociotypes of employees, the degree of their mutual coexistence, drawing up recommendations for relieving tension in the team, etc.), the other two will study political processes (this is more global theme and it is very difficult for one person to cope), the task of the fourth psychologist will be to help his colleagues. That is, this is a kind of insurance in case of critical situations (short deadlines for completing an order for research, the inability to cope with the available forces). Of course, despite such a division of duties, each of the psychologists must be able to do everything that his other colleagues do, that is, they must be interchangeable, despite the presence of the main direction, the main line of their work.

The same applies to other positions. Thanks to such an organization of labor, the use of progressive forms of division and cooperation of labor, labor loads are regulated, unjustified differences in the employment of workers throughout the day are leveled.

2. Development of labor motivation.

Motivation makes it possible to solve such tasks as stabilizing the team, increasing labor productivity and interest in mobility (primarily professional), and ensuring a systematic increase in qualifications.

The following methods of labor motivation are widespread, which must be applied to both the “old” team and the new one, since new conditions in society dictate new requirements for the quality of services provided, which depend on the professionalism, qualifications of workers, and their interest in their activities:

- system of remuneration, material and moral encouragement.

Here it is necessary to clearly define various types of bonuses, wage increases, the amount of which should not be decided on the level of friendly relations, but should be of a more orderly, strict nature. In other words, everyone should get what they deserve. If the new employee did a much better job than the "old" one, if he was assigned much more duties with which he successfully coped, then the encouragement should be correspondingly higher. Since IAKTS "Nika" is commercial organization and the staff is quite young, then here age, work experience should not play a decisive role, as, for example, in state-owned enterprises, where wages and various incentives are to a large extent dependent on the length of time the employee has worked for the company. This kind of financial policy does not cause any particular claims either on the part of the "old" workers, or, even more so, on the part of the new ones. In addition, it is an incentive for the constant self-improvement of employees, increasing their professional level, striving to find new, non-standard solutions and make constructive proposals.

- enrichment of the content of work, increasing interest in work.

As mentioned above, IAKTs "Nika" is engaged in various kinds of research. The type of research, their scope is limited only by the capabilities and imagination of employees. The task of any employee is to find such work, the implementation of which will not only bring profit to the center, but also increase its prestige, make it more famous. So, in 2000, the Nika IACC conducted a study on the popularity of various radio stations in the city of Samara. Then this study was ordered CEO Samara branch radio station "Europe +" Boris Fradkov. At that time, his radio station was the most popular. In second place was Russian Radio, in third - Hit FM. The survey was conducted among students of Samara universities. As a result, the opinion of 1000 students was collected, systematized and analyzed, which is a rather large sample. The results of the survey were advertised on radio "Europe +" and, accordingly, an advertisement was made for the IAC "Nika" itself. In addition, the work was of interest to the psychologist who supervised the survey, as well as to his temporarily hired assistants.

In other words, the management of the center should encourage not only economically profitable projects, but also, to the extent possible, those that do not bring great financial benefits, but are of interest to the employees of the organization. In any case, this work has a positive effect on employees - they are interested in doing this, they constantly improve themselves, their professional horizons increase, and this, in turn, leads to an increase in the overall professionalism of the IACC.

For analysts, managers, you can also provide new interesting projects. Thus, the worldwide information network Internet provides very wide opportunities for conducting various kinds of research, for finding new customers. New software products not only make the work of specialists easier, but also make it more interesting, allowing you to avoid various kinds of routine processes, fully automating them. Therefore, management should respond to any proposals for improving the work, if not positively, then with interest. And for refusal to switch to a new type of work, sufficiently good reasons must be formulated.

- staff development, providing opportunities for professional and qualification advancement, career planning.

Career growth is what attracts new employees. Today, university graduates are already well aware that in order to achieve any professional heights, higher education alone is not enough - professional experience is needed. IACTS "Nika" can afford to hire employees without experience (this was impossible at the initial stage of the creation and operation of the center, since at that moment only qualified employees were required who could immediately understand the situation and start their work without any problems using sufficient experience in their field). The existing professional base contributes to the fact that an employee can not only just work, but also improve his intellectual and professional level. That is, the center may at first suffer losses from a new employee (which are inevitable in any organization and in any case - since the employee needs to be trained, brought up to date, it takes not only a lot of time, but also attention from the "old » employees, and they have to break away from their current work, sacrificing possible money and well-being of his organization in case of failure caused by dissatisfaction with the result of the research and consulting decision by the client). After passing the probationary period, it is recommended that a new employee not only be trained on his own, that is, the employees of the center take part in his training, but it is also possible to send him to advanced training courses, various kinds of seminars to exchange experience.

In addition, it is necessary to develop a plan for the further development of IAC "Nika" with the definition of clear goals. And in this regard, a career development plan is also developed for each employee. A new employee needs to be shown what he can achieve in the case of complete dedication, successful work. This will be a kind of incentive to continue working in this organization, and not to look for some new places to apply their knowledge and skills.

There should be competition between employees, but it should not exceed certain levels. In other words, it should be friendly healthy competition. When hiring, it is not recommended to hire people who want to quickly and rapidly make their career. As a rule, such people care little about the feelings of their colleagues, which gives rise to unhealthy relationships in a collective. When transferring an employee from one level career ladder on the other hand, the management of the organization should take into account not only his professional qualities, but also his personal ones. If a person cannot get along with people, does not find a common language with work colleagues, then his promotion will irritate the rest of the team members, unwillingness to obey the immediate supervisor.

For determining personal qualities there are quite a few different kinds psychological tests. The most common and versatile is MMPI test. Of course, it requires quite serious revision and adjustment, but this will not cause any particular difficulties for psychologists who today work at the Nika IACC, since they already have extensive experience on the basis of various organizations that ordered them to study on the basis of their teams, to solve personnel issues (acceptance of new employees, personnel changes, etc.)

-improvement of the SPC in the organization due to a change in leadership style.

It is not recommended to use any one management style of the organization. Any style has its advantages and disadvantages, which, often, nullify everything. positive sides guides. Therefore, it is desirable to use a combined leadership style - depending on the situation.

The directive leadership style is based on strict and one-sided requirements in the form of orders, directives, instructions. This style can only be used in critical situations and only if the management is sure that its actions are correct, and if employees lose their bearings in their work, cannot find the right solution, follow the instructions clearly.

The closest thing is the democratic style of leadership, especially for the Nika IACC, where decisions are usually made by the general meeting. However, there is no need to switch to a liberal style. Employees should have not only rights and freedoms, but also duties.

If management can keep all of these styles under control, use them in right time and in the right situation, then this will increase his credibility in the eyes of employees. As a result, a favorable psychological climate will develop in vertical relations (leader-subordinate).

3 . Adaptation of the employee in the organization.

Adaptation is a tool in solving such a problem as the formation of the required level of productivity and quality of work in a new employee in a shorter time.

In the process of human adaptation to production environment many questions arise: whether the employee should take the environment for granted and adapt to it with all his might or require changes in the environment itself, what are the ways and means of influencing the person and the environment, where are the criteria for the possibility and necessity of taking into account the requirements of the employee, etc. Therefore, here one should distinguish between active adaptation, when an individual seeks to influence the environment in order to change it (including those norms, values, forms of interaction and activities that he must master), and passive, when he does not seek such an impact. and change.

It has already been said that the staff of the Nika IACTS has already taken shape and is rather wary of changes in the future. Therefore, in order to prevent the emergence of conflict situations between "old" and "new" employees, it is again necessary to carefully consider the requirements for potential employees. So, it is not recommended to hire those who are very fond of contradicting others, refer to manipulators (those who control others to achieve their own goals, using not always correct methods for this). But it is not advisable to accept those who can only adapt to current conditions, quickly responding to possible changes by infringing on their own desires. In any case, although such an employee will be able to adapt to the organization, he will not feel comfortable and free enough. In the first case, he will constantly struggle with the conditions, encountering clear and well-coordinated friendly relations of old employees, and in the second case, a person always reacts painfully to the infringement of his rights (whether civil rights or purely psychological), so discomfort will be constantly present. As a result, the favorable SEC will be violated.

Therefore, when hiring new employees, it is necessary to pay attention to these qualities, to his manner of speaking, it is desirable to conduct testing. But you can get to know a person better only during a trial period. A quickly positively adapting person (one who finds a common language with all members of the team without much difficulty) begins to feel free and confident within a week. Of course, this period can stretch up to 2-3 months, but this already depends on the complexity of the work that he faces. Thus, the analyst will have to learn new software. And until he has studied it completely, he will not feel free in the team. If the adaptation did not come before the end of the probationary period (recommended 3 months), then this employee should be abandoned here.

A young employee admitted to an organization, as a rule, faces all aspects of production adaptation, and for an employee who has transferred to another department (for example, an analyst can become a manager), the requirements for social and psychological adaptation can be significantly weakened, since he will have to adapt only to a new profile of activity, but not to colleagues, since he has already worked with them for a long time.

Successful psychophysiological adaptation is facilitated by measures to adapt the environment to a person: improving working conditions, taking into account ergonomic requirements when organizing a workplace. So, it is desirable that the new employee himself determines where it is better for him to put the desktop, how to place the computer, what stationery he needs, what kind of lighting should be. Measures aimed at reducing human fatigue are also important. It is recommended to make a schedule of breaks (technical, lunch) that is convenient for the employee. Since the working day is not standardized in the Nika IACTS, breaks can be “floating”. If the employee does not abuse them, then you can let him rest when he wants.

4. Development of the social policy of the enterprise.

In shaping the motivation of employees, increasing their dedication in production activities, a special place is given to social policy organizations. A socially oriented personnel policy of an enterprise and related social services should help to:

- the employee identified himself with his enterprise.

With regard to the old employees of the Nika IACC, this works flawlessly. This needs to be taught to new employees as well. Any success of the organization should be perceived by them as personal. Thanks to this, the employee will feel that he works in an organization that depends entirely on him, on his work, professionalism. Such indirect management of the organization increases the self-esteem of employees. And understanding your need leads to the formation of a normal, favorable SEC.

- the desires of employees corresponded to the goals of the enterprise.

If the desires of the employee correspond to the goals of the organization, then there is a complete social adaptation and understanding of his role in this organization.

- employees were socially protected, provided legally or, according to the tariff agreement, social services were supplemented if necessary.

Naturally, any employee wants to feel their social security. Here it is necessary that the approach to each employee be individual. The management must be aware of all the difficulties and problems that the subordinate faces both during working hours and outside of working hours. For example, if an employee falls ill, he will be very pleased if colleagues visit him, and management allocates a certain amount of money to purchase the necessary medicines or something else (in addition to official guarantees). If an employee feels this concern, then in 9 cases out of 10, when he is offered a job where the salary is higher than here, but there are no such “family” relationships, he will refuse.

In the case of using all the proposed recommendations in this project management decision to improve the socio-psychological climate in the organization, it is likely that when new employees are hired by the Nika IACC, the socio-psychological climate in the organization will be favorable. But a lot depends not only on the management itself, but also on the “old” employees. Therefore, the responsibility of the management should also include the organization preparatory phase on the formation of correct, positive views and attitudes towards future personnel changes in the center.

Bibliography

1. Afanas'eva T.A. Socio-psychological climate of the organization/ #"#_ftnref1" name="_ftn1" title=""> Afanasyeva T.A. Socio-psychological climate of the organization/ #"#_ftnref2" name="_ftn2" title=""> Kovalev A.G. Collective and socio-psychological problems of leadership. - M .: Prospekt, 2001.

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Introduction

psychological business team

The efficiency of the enterprise and the well-being of employees are largely determined by the state of the socio-psychological climate in the enterprise team.

The success of the entire team is entirely determined by the results of the work of its members.

The state of the psychological climate is one of the leading indicators of the leader's work. It depends on good, benevolent relationships, enhanced by positive motivation, mutual respect, successful leadership, good communications, cooperation, mutual assistance.

The relevance of the study lies in the fact that a healthy psychological climate in the team matures slowly and is difficult to maintain at the required level. A stable spiritual atmosphere or the mental attitude of the team, manifested in the relationship of people to each other, and in relation to the common cause, are important conditions for a "healthy climate in the team." The well-being of employees and general business activity depend on the level of its development. The state of the microclimate in the team, like the weather, can change from day to day. Achieving a high level of psychological climate is a long process, which must be realized in short term based on appeals and slogans is almost impossible.

Target control work to study the influence of the psychological climate in the team on the effectiveness of business communication.

To achieve this goal, the following tasks were set:

Consider the concept of psychological climate in the team.

Consider the structure of the psychological climate in the team.

Influence of the psychological climate in the team on the effectiveness of business communication.

1. The concept of the psychological climate in the team

The psychological climate is a qualitative side of interpersonal relationships, manifested in the form of a set psychological conditions, contributing to or hindering productive joint activities and the comprehensive development of the individual in the group.

The psychological climate depends on the leadership style and organizational culture.

In a word, the psychological climate is the state of interpersonal and group relations in the team, reflecting the business mood, labor motivation and the degree of social optimism of the organization's personnel. The normal atmosphere of these relations allows each employee to feel like a part of the team, ensures his interest in teamwork, encourages a fair assessment of the achievements and failures of both his own and colleagues, the organization as a whole.

The psychological climate is complex psychological characteristic reflecting the state of relationships and the degree of satisfaction of the staff various factors the life of the team.

Often the essence of the psychological climate is reduced to the following psychological phenomena: the state of collective consciousness; reflection of the features of human interaction; emotional and psychological mood of the group; group mood; the state of the group; psychological unity of group members; relationships in groups and collectives, etc.

It is also believed that the psychological climate is a system of norms, customs and values ​​that prevail in a given group of people. Climate is expressed in the way that members of a group or team depend on each other (social ties), as well as in the way people depend on jointly performed functions or tasks (task links).

Therefore, it is possible to reveal the psychological climate by denoting at least three series of relationships:

Relations between members of the team along the vertical - leadership, the perception of the leader by the team and, conversely, the degree of participation in management, satisfaction with the degree;

Relations between team members horizontally - team cohesion, the nature of interpersonal relationships, types and methods of conflict resolution;

Attitude to work - satisfaction with work, the effectiveness of the team.

In the field of horizontal relations, studies of the nature of business relations are usually distinguished:

between team members - exactingness, mutual assistance, competition, forms and methods of organizing joint activities,

interpersonal relations - the system of positive and negative emotional connections, the psychological status of each member of the team, the system of assessments and self-assessments of group members.

The attitude to work is studied at two levels:

as overall job satisfaction (nature of work, conditions, wages, etc.)

as an intention to continue working in this enterprise.

Thus, the attitude to work expresses the degree of satisfaction of a person, his activity, and therefore acts as the most important characteristic of the psychological climate.

2. The structure of the psychological climate in the team

An essential element of the psychological climate is the characteristic of its structure. Then, in the structure of the psychological climate in the team, the presence of two main divisions becomes obvious - the attitude of people to work and their relationship to each other. 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 mental attitude - emotional and objective. Under the objective mood is meant the focus of attention and the nature of a person's perception of certain aspects of his activity. Under the emotional - his emotional attitude of satisfaction or dissatisfaction with these parties.

Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.

To a certain extent, the well-being of a person can also serve as a well-known indicator of the degree of development of his spiritual potential. AT this case implies a mental state, determined largely by the atmosphere of the production team.

Thus, the psychological climate in the team is most often defined as the holistic state of the group (team), a relatively stable and typical emotional mood for it, reflecting the real situation of labor activity (character, conditions, organization of work) and the nature of interpersonal relations

3. The influence of the psychological climate in the team on the effectiveness of business communication

Signs of a favorable psychological climate for effective business communication:

trust and high demands of group members to each other;

benevolent and businesslike criticism;

free expression of one's own opinion when discussing issues relating to the entire team;

lack of pressure from managers on subordinates and recognition of their right to make decisions that are significant for the group;

sufficient awareness of the team members about its tasks and the state of affairs in their implementation; satisfaction with belonging to the team;

a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration in any of the members of the team; taking responsibility for the state of affairs in the group by each of its members.

Communication in a work team is a complex process that proceeds from establishing contacts to developing interaction and building relationships. The main function of communication is the organization of joint activities of people, which involves the development of a single strategy for interaction, which is possible only on the basis of coordinating their positions. Another function of communication is the knowledge of each other by people, as well as the formation and development of interpersonal relationships.

Business communication includes business meetings, business negotiations and business correspondence. Business communication retains the basic functions of ordinary communication, but has some specific features :

a certain formality

focus on results,

the predominance of the informational component over the emotional one.

The effectiveness of this communication depends on how skillfully this communication is built. business negotiations, the degree of mutual understanding with partners, customers and employees, the moral and psychological climate in the team.

Factors affecting the moral and psychological climate.

Internal climate-forming factors include:

1. Leadership style, which directly affects the mood, behavior of people, their relationships.

.Efficiency of the labor process. Here we are talking about subjectively assessed organizational and managerial, economic and material and technical conditions in which a person works. The dissatisfaction of workers with the organization of the business has a negative effect on the socio-psychological climate.

. Personal qualities of employees. Through them all the circumstances of work activity and personal life are refracted. Persons prone to conflict, intolerant of the opinions of others, with high self-esteem, an unreasonable level of claims and a low culture of behavior provoke a deterioration in the socio-psychological climate.

. Corporate (group) culture, which, being a factor of group consciousness, affirms certain interpersonal relationships in the team as a common value. With a strong group self-consciousness, persons encroaching on total value, are condemned, than the socio-psychological climate is insured against violations.

This factor is combined with such a phenomenon as group pressure on personality.

. Psychological compatibility and teamwork of peoplein working groups, which means the ability of people to interact in connection with their social and psychophysiological qualities. Psychological compatibility is determined by a combination of personal qualities, and workability primarily depends on the style of work.

7. Male to female ratioin the team sometimes also affects the climate. Psychologists recommend, if possible, gender-mixed groups. Women's groups more susceptible to fluctuations in the socio-psychological climate than men.

8. Dimensions of the primary team.Psychologists consider average teams of 10 to 20 people to be optimal. Large primary teams (more than 25 people) tend to break up into separate groups, in smaller ones it is difficult to find psychologically compatible people due to the limited choice. Practice and research confirm that the most favorable conditions for establishing a healthy microclimate are created in teams that are optimal in size, as people find themselves in post-business and friendly communication, which contributes to cohesion.

. The age structure of the team.Experience has established that for greater stability of the team, it is desirable to complete it with workers of different ages. Studies have shown that more stable teams are where 40% of workers with experience and length of service and 60% of young workers work together. A team consisting of people of the same age tends to close on the interests of their age.

One of the significant factors is physical distance of working team members.The person who works nearby is more often perceived as a best friend than the one who works further.

Thus, the effectiveness of business communication is influenced by a large number of factors. The climate manifests itself in a certain way and in relation to each of the members of the collective to himself.

It has been established that the results of labor largely depend on a number of psychological factors. The ability to take into account these factors and, with their help, purposefully influence individual employees will help the manager to form a team with common goals and objectives.

Researchers identify the following as psychological factors in the effectiveness of organizations:

purposefulness that characterizes the goals of joint interaction, i.e. needs, value orientations of members of the organization, means and methods of interaction;

motivation, revealing the causes of labor, cognitive, communicative and other activity of members of the organization;

emotionality, manifested in the emotional attitude of people to interaction, in the specifics of emotional, informal relations in the organization.

stress resistance, which characterizes the organization's ability to consistently and quickly mobilize the emotional and volitional potential of people to counteract destructive forces.

integrativity, providing the necessary level of unity of opinion, coordination of actions.

organization, due to the peculiarities of management and self-government processes.

An important condition for the effectiveness of the functioning of organizations is the presence in it of a favorable psychological climate, which includes many of the above factors.

The leader influences almost all factors that determine the psychological climate. The selection of personnel, the promotion and punishment of members of the team, their promotion in the service, and the organization of the work of workers depend on it. This is the cumulative effect of many factors that affect the personnel of the organization and ultimately determine the desire of employees for useful activity, creative initiative, cooperation and solidarity with others.

Conclusion

We devote a significant part of our lives to professional activities, so the desire to feel comfortable and confident among colleagues is quite understandable. But, unfortunately, there are not very many people going to the service as if to a holiday.

Managers are puzzling over how to bring the team together in order to increase the effectiveness of teamwork, create an atmosphere of trust and cohesion. It has been established that there is a positive relationship between the state of the psychological climate of a developed team and the effectiveness of the joint activities of its members.

As special measures, the following are applied: scientifically substantiated selection, training and periodic certification of leading personnel; recruitment of primary teams, taking into account the factor of psychological compatibility; the use of socio-psychological methods that contribute to the development of mutual understanding and skills of effective interaction among members of the team. The psychological climate depends on the leadership style and organizational culture.

It is worth noting that among the main factors of the psychological climate are the relations of people and the conditions for joint activities.

O favorable climate they say that if a cheerful, cheerful tone of relations between employees prevails in the team, there is a desire to spend together free time, there is a fair and respectful attitude towards all employees, a willingness to openly discuss disagreements.

An unfavorable climate is characterized by the fact that a depressed mood prevails in the team, pessimism in assessing their personal and professional prospects, there is a negative, critical and even aggressive attitude of people towards each other, there are no norms of justice and equality in relationships. Employees do not strive for closer communication with each other, the team as a whole is inert, passive, it is difficult to raise people to a common cause, in crisis situations they are unable to unite.

Thus, the psychological climate in the team affects the effectiveness of business communication. strong influence, and the state of interpersonal and group relations in the team reflects the business spirit and labor motivation. The normal atmosphere of these relations allows each employee to feel like a part of the team, ensures his interest in teamwork, encourages a fair assessment of the achievements and failures of both his own and colleagues, the organization as a whole.

Crossword

312547615 91081114131216

Horizontally : 1. The method of influence in the case of high-quality and effective human activity. 2 . The generalized name of documents different in content, allocated in connection with a special way of transmitting the text. 4 . The method of influence in case of systematic and consciously admitted shortcomings in work. 6. Clash of opinions, in which each side defends its point of view 8. Obstacles in the way of transmitting and receiving information that cause misunderstanding of the interlocutors. 10. A set of certain qualities that people associate with individuality . 12. A standardized methodology for psychological research designed for accurate quantitative assessments and strict qualitative definitions of a person with a focus on established assessment standards. 14. Persuasive arguments, grounds given to prove something. 16. The system of universal and specific moral requirements and norms of human behavior.

Vertically : 1. The main means of coordinated decision-making in the process of communication of interested parties. 3 . Document on operational matters transmitted by telephone or recorded by the recipient . 5. Ordering or arranging values, events, people in a certain order. 7. The ability to organize the interaction of people in the business sphere, which allows you to establish psychological contact and achieve accurate perception and understanding in the process of communication. 9. The ability to influence the word. 11 The ability to keep oneself within the bounds of decency, especially in conflict situations. 13. The most common form of expressing dissatisfaction with the activities of subordinates or work colleagues. 15 . An element of the attitude associated with the ordinary consciousness of the individual.

Crossword

3t 1encouragement 2correspondenceeeef 5pro 4on the 7testimony 6controversy 15 co 9to 10image-grooming 8barrier 11krauryroas 14argumentationwork 13ktearanriketiiptchi 12testniviovnksooatsst16 ethics

List of used literature

1.Borozdina G.V. Psychology of business communication. - M.: INFRA-M, 2012. - 246 p.

2.Grishina NV Psychology of conflict. - St. Petersburg: Peter, 2011. - 218s.

.Komarova L.V. Business communication technologies in management activities. - M.: UNITI-DANA, 2012. - 356s.

.Kuznetsov I.N. Business conversation. - M.: Publishing and Trade Corporation "Dashkov and CO