What are the characteristics of the psychological atmosphere in the team. How to create a favorable socio-psychological climate of the team? Alarming "bells" of negative changes

Socio-psychological climate in the team, i.e. employee relationships, significant influence on labor efficiency, on the attitude of employees to the organization, their immediate duties and management. The ability to create a favorable atmosphere and good mood in the team of subordinates is one of the primary tasks of every leader. If there is no social tension in the team, the relations of employees are friendly and comradely, in such an environment, the adaptation of new employees is much faster and easier.

Due to the absence of social tension among the personnel of the organization, the ability to work, activity, and the well-being of employees improve. Distinctive features of a favorable environment in society are:

demanding attitude of employees to each other with established trusting relationships;
objective criticism regarding business qualities;
free designation of one's position regarding certain issues discussed in the team;
a high level of awareness about the goals of the functioning of the organization and the progress of the implementation of certain production tasks;
loyalty to the enterprise, management and staff;
each employee in the team is ready to bear responsibility for the results of the work of the entire group;
willingness to help and support each member of the team.

At the same time, the psychological situation in the group depends on various factors. These are interpersonal and intergroup relations, which are determined by both horizontal and vertical connections. To ensure a favorable psychological climate, the management of the entire enterprise and each department needs to competently interact with subordinates, receive feedback, and also control the relationship between colleagues of the same level.

In order to create a favorable psychological climate in the team, it is necessary to permanent basis regulate and adjust management methods and means, taking into account specific circumstances and conditions. It is necessary to correctly distinguish between duties and rights of employees.

Methods for assessing the emotional situation in the team

Quickly, efficiently and easily determines the psychological climate in the test team. One of the options for such a test can be the formation of a special table, where pairs of words are written that have the opposite meaning. Each employee is invited to choose the most appropriate option for assessing the psychological situation in the organization. As a result, on the basis of individual responses, a general assessment is formed that characterizes the emotional situation.

Another method could be a questionnaire on the psychological climate in the team. Then each employee needs to answer a few questions. Summing up overall results will allow to give a correct assessment of the psychological situation in the team.

Creating a favorable psychological climate in the team

On the this moment quite a lot of different strategies have been developed to create a favorable psychological climate in the organization. Most of them involve the use of the following tools:

Formation of the enterprise team, taking into account the psychological compatibility of employees. At the same time, it is desirable to combine workers with different types of behavior in one group. Thus, for effective and efficient work in a group, one should combine waiting for instructions and initiative workers.
Competent selection of heads of departments, their timely training, certification activities.
The necessary ratio of managers and subordinates (for one leader from 5 to 7 subordinates).
Timely selection of employees for vacancies, as well as the absence of an overabundance of personnel. This fact due to the fact that an overabundance, as well as an insufficient number of employees, leads to an unstable psychological situation in the team. In such situations, there may be conflict situations because it results in uneven workloads.
Supporting and trusting experienced and active employees who are and are respected among other team members.
Prevention and timely resolution of conflict situations.
Formation of the main components of the socio-psychological climate - behavioral norms, group values, expectations, etc.

An important tool for creating a favorable psychological environment in the team is the organization of events such as business games, trainings, etc.

Methods for creating a favorable psychological climate in the team

The most common socio-psychological methods of creating a favorable climate in the team are trainings, art therapy and methods of body psychotherapy.

Trainings involve the use of a learning model, setting goals, and also provide an opportunity to measure and evaluate the behavior of staff. It can be trainings combined into groups. They allow you to train staff in career planning, decision-making, the development of skills to cope with excitement and anxiety, and improve communication skills with colleagues.

Art therapy is based on reflecting the internal state of employees with the help of visual images. It can be drawing, sculpting sculptures and the like. The works obtained in this way serve to determine the level of the aggressive and negative state, and allow preventing and resolving conflicts.

Methods of body psychotherapy are based on the relationship of physiological and mental processes (i.e. postures, movements and gestures reflect the characteristics of the individual). Some enterprises have organized special rooms for psychological relief, allowing you to get rid of negative emotions.

Along with the above, there are other methods that allow you to create a favorable psychological environment. For this purpose, many enterprises use the services of psychologists, both full-time and temporarily involved.

MINISTRY OF ECONOMIC DEVELOPMENT AND TRADE

RUSSIAN FEDERATION

MURMANSK TRADE AND ECONOMIC COLLEGE

COURSE WORK

by discipline: Managerial psychology.

topic: psychological climate in the team,

management aspects.

MURMANSK

WITH.
INTRODUCTION ………………………………………………………………………………………	3
PSYCHOLOGICAL CLIMATE IN THE TEAM...……...………………………………	4
FACTORS AFFECTING THE PSYCHOLOGICAL CLIMATE IN THE TEAM ……	9
MECHANISMS OF COLLECTIVE RUSSIANITY ………………………………………………...	11
APPENDIX ………… ………………………………………………………………………	15
STATE SCHEDULE..…………………………………………………………………..	16
PRACTICAL WORK ……………………………………………………………………	17
CONCLUSION ………………………………………………………………………………….	18
BIBLIOGRAPHY ………...…………………………………………………………….	19

INTRODUCTION

In the conditions of the modern scientific and technological revolution, interest in the phenomenon of the social and psychological climate of the team is constantly growing. The relevance of this problem is dictated primarily by the increased requirements for the level of psychological involvement of the individual in his work activity and the complication of the mental life of people by the constant growth of their personal claims. Improving the socio-psychological climate of the team is the task of deploying social and psychological potential society and the individual, creating the most full-blooded way of life for people. The formation of a favorable socio-psychological climate for the labor collective is one of the most important conditions for the struggle for the growth of labor productivity and the quality of products. At the same time, the socio-psychological climate is an indicator of the level of social development of the team and its psychological reserves, capable of more complete implementation. And this, in turn, is connected with the prospect of increasing social factors in the structure of production, with the improvement of both the organization and working conditions. The level of optimality of the socio-psychological climate of each individual work collective largely determines the general socio-political, ideological atmosphere of society, the country as a whole.

The significance of the socio-psychological climate is also determined by the fact that it is able to act as a factor in the effectiveness of certain social phenomena and processes, to serve as an indicator of both their state and their changes under the influence of social and scientific and technological progress. The socio-psychological climate also acts as a polyfunctional indicator of the level of psychological involvement of a person in activity, a measure of the psychological effectiveness of this activity, the level of the mental potential of the individual and the team, the scale and depth of the barriers that lie in the way of realizing the psychological reserves of the team. (Parygin B.D.)

The effectiveness of joint activities largely depends on the optimal implementation of personal and group opportunities. A favorable atmosphere in a group not only has a productive effect on its results, but also restructures a person, forms his new opportunities and shows potential ones. In this regard, there is a need to optimize the style of interpersonal interaction.

Socio - psychological management methods allow you to influence the interests of people. Regulate interpersonal relations in the team, affect the form and development of the workforce.

Socio-psychological methods are a set of techniques and methods of socio-psychological impact on the workforce.

Human resources are the backbone of any organization. Without people, there is no organization. The Murmansk Souvenirs shop lives and functions only because there are people in it. People in an organization create its product, they shape the culture of the organization and its internal climate, they determine what the organization is. People working in an organization are very different from each other in many ways: gender, age, education, nationality, marital status, etc. all these differences can have a significant impact on both the characteristics of the work and behavior of an individual employee, and on the actions and behaviors of other members of the organization.

Socio-psychological methods of management.

Personnel management is associated with the use of the capabilities of employees to achieve the goals of the organization. HR includes the following elements:

· Selection and placement of personnel;

· Training and development of personnel;

· Compensation for work performed;

· Creation of conditions in the workplace;

· Maintaining relations with trade unions and resolving labor disputes.

The results of the work consist of two parts. The first is what a person has achieved for himself by responding to stimuli, what problems of his own caused by stimulating influences he has solved. The second is what he did for the organizational environment, for the organization in response to the stimulus that the organization applied to the person.

It is very difficult to bring together, to make the expectations of a person and the expectations of an organization correspond to each other, since they are made up of many separate expectations, for joining which you need to have the art of high-class management.

The group of basic expectations of an individual is made up of expectations about:

· Originality and creativity of the work;

Enthusiasm and intensity of work;

Degrees of independence, rights and power at work;

· Degrees of responsibility and risk;

Prestige and status work;

Degrees of involvement of work in a broader active process;

· Safety and comfort conditions at work;

· Recognition and encouragement of good work;

· Salary and bonuses;

· Social security and other social benefits provided to the organization;

· Guarantees of growth and development;

· Discipline and other normative aspects regulating behavior at work;

· Relationships between members of the organization;

· Individuals working in the organization;

For each individual, the combination of these separate expectations, which forms his generalized expectation in relation to the organization, is different. Moreover, the structure of expectations, and the relative degree of dependence of individual expectations on the individual itself depends on many factors such as his personal characteristics, goals, the specific situation in which he is, the characteristics of the organization, etc.

The organization expects the individual to perform as:

A specialist in a certain field with certain knowledge and classification;

· A member of the organization contributing to its successful functioning and development;

A person with certain personal and moral qualities;

· A member of an organization who is able to communicate and maintain good relations with colleagues;

A member of an organization who shares its values;

· An employee striving to improve his performing abilities;

· A person devoted to the organization and ready to defend its interests;

The performer of a certain work is ready to carry it out with due dedication and at the proper quality level;

A member of an organization capable of taking certain place within the organization and ready to take on the responsibility and responsibility;

An employee who follows the standards of conduct accepted in the organization, the routine and orders of the management;

The combination of an organization's expectation of a person, as well as the degree of importance for the organization of each individual expectation, may differ from person to person. different organizations. Therefore, it is impossible to offer a single universal model of the organization's expectations in relation to the person, and also it is impossible to offer a similar model of the person's expectations in relation to the organization.

When joining an organization, a person must understand for himself what standards he should follow in communicating with colleagues, how to interpret the activities of the organization, in what form and on what issues to contact the management, in what form it is customary to go to work, how it is customary to manage working time, as well as the time allotted for rest.

If a member of the organization successfully fulfills his role, if at the same time he himself is personally satisfied with the nature, content and results of his activities in the organization and his interaction with the organizational environment, then there are no conflict contradictions that undermine the interaction between a person and an organization.

The clarity of the role implies that the person who performs it knows and understands not only the content of the role, i.e. the content of his work and methods of its implementation, but also the connection of its activities with the goals and objectives of the organization, its place in the totality of work performed by the team. To fulfill his role, the employee is endowed with rights, he assumes certain obligations to the organization and receives a certain status in the organizational environment.

Three types of location are important for effective management and good relations in an organization:

· job satisfaction;

· Enthusiasm for work;

· Commitment to the organization.

The extent to which these dispositions are developed among employees significantly determines the results of their work, the number of absenteeism, staff turnover, etc.

Stability in human behavior plays big role in establishing its relationship with the environment. If a person is stable, responsible and predictable in person, then the environment perceives him positively. If he is constantly unbalanced, capricious and inclined to take unpredictable steps, then the team reacts negatively to such a person.

In any organization, a person works surrounded by colleagues, workmates. He is a member of formal and informal groups. And this has an exceptionally great influence on him, either helping to reveal his potential more fully, or suppressing his ability and desire to work productively, with full dedication. Groups play a very important role in the life of every member of an organization.

Relations between colleagues form a complex, changing, interconnected system in which several types of relationships can be distinguished for research purposes. Each of them does not exist absolutely independently of the other, their independence is relative, and there are no exact boundaries between them. However, they are qualitatively different.

Team relationships can be:

vertical relations are interpersonal connections formed between managers and subordinates, leaders and other members of the team, in general, between people occupying different positions in the intra-collective official hierarchy;

horizontal relations are interpersonal relations of team members occupying the same official and unofficial position (colleagues);

official - relations that arise on an official basis. They are established by law, regulated by charters, regulations, approved rules;

informal - are formed on the basis of a personal relationship of a person to a person. For them, there are no generally accepted laws and norms, firmly established requirements and regulations;

business interpersonal - these are relationships that arise in connection with the joint work of people or about it;

personal relationships develop regardless of the work performed. In a well-coordinated team, a system of business and personal relationships is formed that complement each other well and play a different role in meeting the needs and interests of team members.

Personal relationships are classified as informal, but
while all the official ones should be kept in mind. Personal relationships sometimes have curious synonyms, such as "honor of the uniform", "team spirit", "team face", etc. In emergency or critical situations, in the absence or destruction of official relations, personal ones come to the fore. Consider some of their manifestations:

Loyalty: members of the team can quarrel and argue with each other, but for the external environment they form a united front. It is possible to criticize each other, but firmly note external criticism;

Respect: team members recognize the superiority of colleagues, their special knowledge in some areas and are considered with them, despite personal preferences;

Tolerance: Collective members put up with each other's shortcomings. Some of them may have an annoying habit, but others would rather endure it than work with someone else;

Total trust: members of the collective know that they will receive help from anyone else, because they themselves always give it to anyone else when needed.

As American psychologist J. Moreno writes, four types of behavior of people in a team are known, which reflect the attitude of a member of the group to its tasks, goals and norms of behavior that ensure them:

1. intra-group suggestibility - conflict-free, unconscious acceptance by a member of the group of the opinion of the group. There is a kind of hypnotization: the acceptance of the opinion of the group occurs completely uncritically;

2. conformity - conscious external agreement with the opinion of the group while internally disagreeing with it. Man consciously changes own estimates, under the pressure of the group, internally remaining disagreeing with this (the naked king);

3. negativism - a person opposes the opinion of the group in everything, demonstrating at first glance an extremely independent position; it is "tied" to group opinion, but always with the opposite sign;

4. collectivism is a type of behavior of an individual in a team, which is characterized by a selective attitude to its any influences, to the opinions of the group, dictated by the conscious adherence to its socially significant goals and objectives.

Of great psychological importance for relationships in a team are the features of words, facial expressions, gestures, actions of colleagues, depending on individual situations and conditions. All this constitutes a source of additional information.

Take, for example, the word "thank you!". They express, for example, gratitude for the work done, for which a lot of time was spent. "Thank you", said cordially, with warmth, expressed by a handshake or other gesture, can warm you up, improve your well-being and you do not regret the work expended. "Thank you" can be said officially, protocol, from which we can conclude that you did nothing special, but simply performed an ordinary official duty. "Thank you" can also be said with irony, hinting that you wasted your time and that your work did not bring results.

The method of transferring information is also important, for example, who transfers information, communicates the decision: the head, his deputy or a technical worker. Sharing information in private, in front of a group, or in public increases or decreases its value.

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.

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 on 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 loads and assigning certain types of work.

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.

It is impossible to count on the fact that the necessary relations in the team will arise by themselves, they must be consciously formed.

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 people's behavior. 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 the excess of members of the group lead to its instability: there is a ground for the emergence of tension and conflicts in connection with the desire of several persons to take a vacant position and get a promotion at work or in connection with the uneven work load of individual workers 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;

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

There are many techniques that encourage employees to be active and highly productive.

Let's consider some of them.

1. Hiring. Its psychological effect on the worker is to leave pleasant impression from the first meeting with the manager and the team. To do this, it is necessary to introduce him to the team, familiarize him with all aspects of the work, provide him with everything necessary for work, instill in him the confidence that he will do a good job. In a number of firms, an experienced worker is attached to a newcomer, who provides him with assistance and assistance.

2. Full information about the benefits arising from belonging to the firm. Currently, in Russia and abroad, in addition to cash wages, such forms of incentives are used as free or reduced food and travel, payment for vouchers, a sanatorium, rest homes, the provision of free or preferential shares, loans, and the sale of company products at cost. Immediate remuneration, meaning that wages should not be divorced in time from the work itself, otherwise it loses its stimulating meaning. Therefore, weekly payroll is practiced. For rationalization proposals, a check is issued on the spot. Fair treatment of employees, i.e. maintaining a match between what the employee gives to the firm and what he receives from it. Justice is known in the comparison of official position and remuneration various workers with the team, quality and results of their work. The principle of justice for equal work is equal pay.

Team building mechanisms.

The moral and psychological climate 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 activities. 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 a team member (especially of a negative nature) 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: a material interest in this particular job, a direct interest in the labor process, and a public 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 the developed interpersonal relations, interpersonal contacts in the labor collective of the enterprise. One can also note such a sign as a positive attitude of the team towards innovations. In the era of scientific and technological revolution, rapid development techniques and production technologies innovations are inevitable in any team.

It can be concluded that the formation of a positive moral and psychological climate is one of the mechanisms for team building. Another important mechanism for team cohesion is the psychological compatibility of its members. The presence of even two incompatible people (especially in small teams) seriously affects the atmosphere in the team itself. The consequences are especially detrimental if formal and informal leaders or managers directly related to official duties (for example, a foreman - a shop manager) turn out to be incompatible. Under these conditions, the whole team will be in a fever. Therefore, at least something to know about psychological compatibility is necessary for everyone who works with people, forms a work team.

A feature of psychological compatibility is that contacts between people are mediated by their actions and deeds, opinions and assessments. Incompatibility gives rise to hostility, antipathy, conflicts, and this negatively affects joint activities. We can give the following definition of the concept of compatibility. Psychological compatibility is a socio-psychological characteristic of a group, manifested in the ability of its members to coordinate (make consistent) their actions and optimize relationships in various types of joint activities.

If the compatibility effect most often occurs in personal relationships between team members, then the harmony effect is the result of business relations associated with production activities.

Harmony is an indicator of the consistency of interindividual interaction in the conditions of a specific joint activity. Harmony is characterized by high productivity of joint work of individuals. Thus, the basis of coherence is the success and profitability of precisely joint activities, when coordination of actions arises between its participants. M. G. Rogov and N. N. Obozov showed that for the normal functioning of the team, harmony at the level of "leader - deputy" is very important.

To establish discipline, increase productivity and create a favorable psychological climate, the manager needs to know interpersonal relationships in the team. / In any team, invisible threads of relationships are stretched between people that cannot be reflected in any staffing table. An informal structure arises, built on the likes and dislikes of the members of the team. It is known that intra-group conflicts, as a rule, originate in an informal structure, and then move into the sphere of formal relations, knocking the team out of the normal rhythm of work. As many people think social psychologists, coherence, coherence of the team is determined by the degree of unity of the formal and informal structures. And the higher this degree, the greater success the team can achieve. One of the methods for studying interpersonal relations available to every leader is an in-depth study of various social facts, as well as specific actions and actions of people who are part of this team. These social facts include mutual assistance, friendship, quarrels, conflicts, and the like. Constant monitoring of these phenomena will allow the leader to study the interpersonal relationships of subordinates.

The psychological essence of education and stimulation of the working people lies in the encouragement of good work and behavior, in the punishment of negative deeds. These means of influence make it possible to keep a person within the framework of certain moral requirements of society and laws developed by the state. However, preference in educational work should be given to incentives. Punishment, on the other hand, should be regarded as an extreme measure of educational influence, and one must be able to apply it very carefully. The constant fear of a person that he can be punished for this or that wrong action, for a mistake made when taking the initiative, gives rise to routiners and reinsurers.

Speaking about the psychological aspects of the educational and stimulating activities of a leader, it must be remembered that none of the methods, whether it be persuasion or censure, encouragement or punishment, used separately, will bring a positive effect. So, in order for labor activity to discipline to become higher, the leader must be able to use the entire arsenal of stimulating and educational influences.

The collective is not a simple arithmetic sum of individuals, but a qualitatively new category. Certain socio-psychological patterns act on the people that make up the team. Without knowledge of these patterns, it is difficult for a leader to manage people, conduct educational work, and mobilize employees to fulfill and exceed plans. That is why every leader must know the socio-psychological structure of the team and the socio-psychological patterns that operate in groups of people.

The psychological mechanism of personality assessment is that the praise of the leader increases the authority of the employee and thereby affects the attitude of the team members towards him. Giving an assessment to a subordinate, it is necessary to strive to ensure that he feels that the leader and the team notice and approve of his personal merits, successes in work and social activities. As a result, a person strives to become even better, to achieve higher performance at work. In that natural desire, in moral efforts encouraged by the leader and the team, as well as in a sense of self-respect, lies the whole secret positive evaluation in the educational process and the activation of the personality.

It is important not only that the leader at work does not look gloomy, gloomy; it is also important that each person comes to work in a cheerful, not depressed state, and that his good mood is constantly maintained. This largely depends on what kind of moral and psychological climate is created in the team.

APP: test

No. p / p		3	2	1	0	-1	-2	-3	Properties of the psychological climate
1	A good and cheerful direction prevails	A depressed and pessimistic tone prevails.
2	Goodwill prevails in relationships, mutual sympathy.	Conflict prevails in relationships, aggressiveness, antipathy.
3	In relations between groupings within a collective, there is mutual arrangement and understanding.	The groups are in conflict with each other.
4	Team members like to be together, participate in joint activities, spend time together.	Team members show indifference to closer communication.
5	The successes and failures of individual members of the team cause empathy, the participation of all members of the team.	The successes or failures of the team members leave others indifferent, sometimes cause envy or gloating.
6	Approval and support prevail, reproaches and criticism are expressed with good intentions.	Critical remarks are in the nature of overt and covert attacks.
7	Team members respect each other's opinions.	In the team, everyone considers their opinion to be the main one and is intolerant of the opinions of others.
8	In difficult moments for the team, an emotional connection takes place according to the principle “one for all, and all for one”.	In difficult cases, the team "limp", confusion appears, quarrels arise, mutual accusations.
9	The achievements and failures of the team are experienced by everyone as their own.	The achievements and failures of the collective do not find a response from its individual representatives.
10	The team is friendly to new members, strive to help them get comfortable.	Beginners feel superfluous, strangers, they show hostility.
11	The team is active and full of energy.	The team is passive, inert.
12	The team is quick to respond when something needs to be done.	The team cannot be raised to a joint cause, everyone thinks only about their own interests.
13	In the team there is a fair attitude towards all members, support for the weak, their protection.	The collective is divided into "privileged" and "neglected", a contemptuous attitude towards the weak.
14	Team members show a sense of pride in their team if it is noted by leaders.	Praise and encouragement are treated indifferently here.

STAFF

OOO "Murmansk Souvenirs"

total area 250.0 sq.m. trade area 174.4 sq.m.

Practical work.

According to the staff list, 16 people work in the Murmansk Souvenirs LLC store. According to the test, we were able to calculate the average group assessment of the psychological climate in the team.

FORMULA : С=∑С/ N, where N is the number of group members.

According to the results of the test, the result was obtained that the average group assessment of the psychological climate in the store of Murmansk Souvenirs LLC is 28,0%.

(448/16=28,0%).

Further, according to the formula n(С1-)/ N*100% Let's calculate the percentage of people who assess the climate as unfavorable, where n(C1-) is the number of people who assess the climate as unfavorable. N is the number of group members.

Test condition: if C=0 or has negative value, then it has a pronounced unfavorable psychological climate from the point of view of the individual. If with<27 то климат неустойчивый благоприятный. Если С>27 then the psychological climate is favorable.

2/16*100%=12,5%.

So, in the store "Murmansk Souvenirs" 12,5% people who assess the climate in the team as unfavorable.

Conclusion: According to the study, we can conclude that 87.5% of the total number of employees of the Murmansk Souvenirs store consider the existing team as favorable. This indicates the correct selection of personnel, the professional compatibility of employees, and, as a result, the high productivity of teamwork.

CONCLUSION.

In this work, it was carried out theoretical analysis the concept of socio-psychological climate in the team.

The socio-psychological climate is the psychological mood in the group, which reflects the nature of the relationship between people, the prevailing tone public sentiment, level of management, conditions and features of work and rest in this team.

1. The team is the highest form organized group, in which interpersonal relations are mediated by personally significant and socially valuable content of group activity. The team is a real, small, it is also an organized formal group of the highest level of development.

2. The moral and psychological climate is the relatively stable psychological mood of its members that prevails in a group or team, manifesting itself in the diverse forms of their activities. It is important for a leader, a business person, to know the ways of forming a moral and psychological climate and the mechanisms of team building. In their management decisions, in the preparation, training and placement of personnel, it is necessary to use these ways, achieving optimal coordination of interpersonal interaction of team members in the conditions of a specific joint activity.

3. The most important thing for a leader in conflict situations is their prevention. Not resolution, but prevention, that is, prevention of the development of conflict situations themselves. However, if there is a conflict, one should take an active part in resolving the conflict, using one way or another for this (reconciliation of the parties, the path of compromise, dispute resolution on a business basis, etc.)

BIBLIOGRAPHY.

1. Psychology and ethics of management and business, tutorial, 2000 A.K. Semenov, E.L. Maslov.

2. Psychology of management, textbook, 2001, N.N. Veresov.

3. Psychology and management, 1990, V.I. Lebedev.

4. Management, 3rd edition, textbook, 2003, O.S. Vikhansky, A.I. Naumov.

The psychological climate is the mood of the team, the moral and psychological atmosphere that permeates the relationship of its members. It is not necessarily a work collective, although more often it is. The psychological climate exists in the interest group, and in the family, and at school, and in any collective activity. The success of this activity and the health of each of its participants depends on the atmosphere prevailing in the group. Creating a favorable psychological climate is part of the preventive measures psychosomatic diseases, conflicts, neuroses.

For the first time, the term "psychological climate" was uttered by N. S. Mansurov in the context of studying the production team. A little later, psychologists began to distinguish the socio-psychological and moral-psychological climate. The psychological climate is a broad concept, the rest are part of it.

The psychological climate is a character that arises in the relationship of people based on their sympathies, coincidence of interests, and inclinations. The psychological climate includes 3 areas:

Social climate - awareness of the goals and objectives of all participants, observance of rights and obligations.
Moral climate - the values accepted in the group. Their unity, acceptance, consistency.
Actually psychological climate - informal relations in the team.

There are 4 approaches to studying the psychological climate in a team:

Climate is collective consciousness. Awareness by each member of society of relationships in the team, working conditions, methods of stimulating it.
The climate is the mood of the team. That is, the leading role is assigned not to consciousness, but to emotions.
Climate is a style of human interaction that affects their state.
The climate is an indicator of the compatibility of the group, the moral and psychological unity of its members. The presence of common opinions, traditions and customs.

The peculiarity of the psychological climate as a phenomenon is that it is created by the person himself, he is able to influence the climate, improve and change it.

Favorable and unfavorable climate

The psychological climate is favorable and unfavorable. The first one is characterized by:

friendly attitude of the participants to each other;
camaraderie;
adequate mutual exactingness, causing creative effective;
mutual assistance;
joy from communication and openness of communications;
safety and comfort;
optimism;
confidence in yourself and the team;
the opportunity to think freely and creatively, to discover and realize their own potential.

But it is worth noting that the combination of mutual exactingness and mutual assistance is mandatory. Mutual assistance alone will turn into permissiveness, a “brotherly” attitude, which will eventually create an unfavorable climate.

An unfavorable or unhealthy climate includes opposite characteristics:

pessimism;
mistrust and disrespect;
coldness and secrecy in relationships;
containment of personal potential;
irritability;
tension and conflict;
uncertainty;
misunderstanding;
fear of error, punishment and rejection;
suspicion.

It is noted that a healthy climate increases productivity and labor efficiency. An unfavorable climate causes frequent security incidents and reduces productivity by 20%.

A healthy climate satisfies its participants and does not contradict social norms and values. For example, in a criminal collective there may be a unity of opinions, views and beliefs, but for society, the activities of its members are harmful, in fact, as a result, for the participants themselves (they just don’t know it).

Climate structure

The psychological climate in the team has a certain structure:

Relations on the "horizontal". It implies the cohesion of the team, the nature of interpersonal relationships, ways to resolve conflicts.
Relations along the "vertical" (with the boss and administration).
Attitude towards work. Job satisfaction and intention to stay in these conditions.

climate levels

The climate has two levels: static and dynamic.

Static

This is a stable attitude of employees to work, constant interpersonal relationships. The climate is stable and tolerates well external influences. It is not easy to create a climate at this level, but then it is easy to maintain. Team members feel this stability, which makes them more confident in their own position. Climate correction is practically not required, control is episodic. This level is also called the socio-psychological climate.

Dynamic

This is the changing nature of the team. The climate changes daily due to the changing moods of its participants. This level is also called the psychological atmosphere. It changes faster and is less felt by the participants. As the accumulated changes can create an unhealthy climate in the team.

Climate Diagnostics

The socio-psychological climate in the team is an indicator of the level of development of the team. Therefore, it is important to regularly diagnose and monitor the dynamics, to identify the properties that hold the team together or destroy it. For this, the methodology for assessing the level of the psychological climate of the team of A. N. Lutoshkin is suitable.

The subject is asked to answer 13 statements about the team in which he is. The score can be from -3 to 3.

Answer form

22 points or more - highly favorable climate.

8-22 points - moderately favorable climate.

0-8 points - low favorable climate.

From 0 to -8 - initial unfavorable.

From -8 to -10 - moderately unfavorable climate.

From -10 and more - pronounced unfavorable, unhealthy climate.

The questionnaire is completed by each member of the team. When summing up the results, all points are summed up, divided by the number of people surveyed. End number - total score team. You can also calculate overall rating according to specific criteria.

Signs characterizing the climate

Externally, you can judge the climate of the team by the following signs (it will be useful to those who get a job):

staff turnover;
product quality;
level of discipline;
claims and complaints, negative feedback from employees;
frequent breaks in work;
negligence and carelessness.

The better these indicators, the more favorable the climate. Signs of a favorable climate also include:

trust and high demands in relationships;
kind and constructive criticism;
freedom of speech and opinion;
providing initiative to employees, lack of pressure from the manager;
awareness of participants in matters of the team;
satisfaction from belonging to this group;
mutual assistance and highly developed empathy;
responsibility for yourself and the whole team.

What affects the climate

A number of factors influence the climate:

Type of organization, team. Open or closed, private or public, scientific or industrial organization. Family, class, criminal group, charitable association.
The image and standard of living of the team members.
Micro (casual for specific person) and macro (city, country, culture of society) conditions: normal, complicated, extreme.
Rational organization of labor, observance of the regime and rights, taking into account the capabilities and characteristics of each member of the team.
Team structure.
Informal leaders or groups within a team.
Style and characteristics of leadership. For a favorable climate, attention from the head is necessary not only to production issues, but also to the personal problems of team members. That is democratic style.
Individual psychological and personal characteristics of team members. Personal opinion, mood and human behavior - a contribution to general climate. This is based on the admission of external factors and events through the prism of one's own character and personality.
The combination of features of all participants forms a new collective quality- the psyche of the team. Therefore, the psychological compatibility of the participants plays an important role, primarily in terms of temperaments. Psychologically, people must be compatible in terms of psychomotor reactions, emotional-volitional manifestations, the work of thinking and attention, and character. Incompatibility causes antipathy, hostility, conflicts.
Self-assessment of each participant. His and compliance claims and achievements.

The leader has a great influence on the formation of the climate. You should pay attention to his personal qualities, attitude towards other participants, authority, leadership style. A positive climate is created by a leader who:

principled;
responsible;
active;
disciplined;
kind, responsive and communicative;
has organizational skills.

Rudeness, selfishness, inconsistency, disrespect, and careerism have a negative effect on the health of the climate.

The conditions that dictate the climate also depend on the leader. Necessary:

be friendly and respectful in relationships;
give employees the opportunity to choose their own field of activity;
notice and celebrate the activity and creativity of employees;
promote the interest of employees in self-development;
to motivate employees for promotion with the aim of not only material gain, but also gaining prestige, recognition of the team;
be a good qualified leader and a good mentor.

What can a leader do for a favorable climate:

Justified from the standpoint of psychology to select personnel.
Organize regular training and certification.
To study and practice the theory of psychological compatibility, that is, to understand people well.
Contribute to practical activities (through the organization of events) to develop skills of interaction and relationships.

Creating a favorable climate

A favorable climate is formed where the participants clearly see the goals of the team, clearly understand and accept them. At the same time, they have a flexible system of means and ways to achieve them.

The higher the level of development of the team, the more favorable the climate. However, even at a low level of development, a favorable climate can be formed.

It is important to maintain the unity of motives, interests, beliefs, ideals, attitudes, needs of the participants and correctly combine their individual characteristics.

A favorable psychological climate cannot arise by itself. This is a product of well-coordinated and hard work of the entire team, competent organizational activities leader.

Purposeful work should be carried out to create a favorable climate. This is a responsible and creative business, which involves knowledge of people's psychology, the ability to predict probable situations in relationships, to understand emotions and their regulation.

Creating a climate starts with changing each individual. In order for interpersonal relationships to develop favorably, you need:

work on your own negative character traits;
form positive moral character(respect for people, recognition of their dignity and honor, attention, recognition of the beliefs and interests of other people, trust, observance of courtesy and rules of conduct, objective assessment and self-esteem, tact);
use polite words and phrases, observe etiquette;
own the methods of emotional and mental (necessary for the prevention and elimination of irritation, resentment, burnout, nervousness, anger, fatigue, excitement, apathy);
know the strategies of behavior in, be able to competently solve them;
avoid maximalism in judgments and behavior, labeling, categoricalness, high expectations and ideas.

Each member of the team should be valuable, unique and positive in its own way, and in the conditions of the group, complement each other, not interfere or overshadow.

Satisfaction as a criterion

The basis of climate assessment is the satisfaction/dissatisfaction of people with relationships in the team and the activity itself. However, you need to understand that satisfaction can be subjective and objective.

It often happens that one person is quite satisfied with the team, while another is not at all satisfied with the working conditions. This is the subjectivity in the assessment. The difference in experience, conditions and quality of life, interests, character of people and other individual characteristics contribute. The principle of subjective satisfaction is the ratio of the parameters "I give" - "I receive".

Dissatisfaction with delayed wages, regular punishments, non-compliance with labor standards, violation of rights is an objective indicator.

Afterword

The psychological climate is sometimes identified with the socio-psychological or moral-psychological, which additionally emphasizes its basis. The basis of a favorable climate is the unity and similarity of the values of the team members.

The nature of the climate affects the personality: it stimulates or not to work, joint activities, raises or lowers the mood, instills faith or uncertainty in one's own strengths, cheerfulness or despondency, stimulates or suppresses activity.

It is very easy to guess the nature of the climate. It is enough for its participants only to answer the questions “like - do not like”, “happy - not satisfied”, “want - do not want to be in a team”.

Find out what the psychological climate in the team is and how to create a favorable climate from the specialists of the Synergy Self-Development University.

Plan:

Introduction

Chapter 1. Theoretical foundations for the formation of a favorable moral and psychological climate of the team

1 The essence of the moral and psychological climate

2 Factors affecting the moral and psychological climate in the team

3 Measures to regulate the moral and psychological climate in the team

Chapter 2

1 General characteristics of MDOU No. 58 of a compensating type

2 Assessment of the moral and psychological climate of MDOU No. 58 of a compensating type

3 Measures to improve the moral and psychological climate in the team

Bibliography

Introduction

AT modern conditions scientific and technological revolution is constantly growing interest in the formation of a favorable moral and psychological climate in the team.

Society is a complex, multi-level, integral and constantly evolving system. An integral attribute of any system, moral, economic, technical, is management that ensures its preservation and development, interaction with the environment to achieve the goals of the system. With the development of production and scientific research in the field of psychology, sociology and management, various approaches have appeared to assess management as a specific human management activity.

The research problem is that in real life the moral and psychological climate in the team is not always favorable, and often does not correspond to the theoretical basis that was previously developed by many researchers, such as A.S. Makarenko, G.A. Mochenov, V.I. Antonyuk, L.D. Sventitsky, A.D. Glotochkin, O.I. Zotova, E.S. Kuzmin, Yu.A. Sherkovin, M.N. Overnight stay, B.D. Parygin, K.K. Platonov, A.A. Rusalinova, N.S. Mansurov and others.

The relevance of this problem is determined, first of all, by the increased requirements for the level of socio-psychological involvement of people in the team, in their labor activity. The formation of a favorable moral and psychological climate in the team is, first of all, the task of manifesting the psychological and moral potential of both the individual and society as a whole, creating the most complete way of life for people. Improving the moral and psychological climate in the work collective is one of the most important conditions for the struggle to improve the quality of products and increase labor productivity. Also, the moral and psychological climate is an indicator of the level of social development, both of the entire team and of individual workers in particular, capable of more promising production. The level of optimality of the moral and psychological climate in each individual work collective largely determines the overall socio-political and ideological situation in society, as well as in the country as a whole. Relationships in a team are one of the most complex and at the same time the most subtle areas. social activities. This interaction is in various fields activities of people, and a person is a complex and multifaceted creature, each with his own views, values, moral and psychological foundations.

It can be argued that traditional moral and psychological phenomena (leadership, organization, focus on results, diligence, professionalism, etc.), moral and psychological problems are manifested in the team labor activity.

The foregoing determines the relevance of the topic of work, its significance for the development of the theory of the psychology of teams and the practice of organization, specific socio-psychological research in labor collectives.

The purpose of the study: to identify factors, assess their impact on the moral and psychological climate of the team of MDOU No. 58 of a compensating type, and develop methods for its regulation.

Research objectives:

determine the essence of the moral and psychological climate and the factors influencing it;

analyze measures to regulate the moral and psychological climate;

develop measures to improve the moral and psychological climate of MDOU No. 58 of a compensating type.

The object of study is the moral and psychological team of MDOU No. 58 of a compensating type.

The subject of the research is the process of formation of the moral and psychological climate in the team.

Research methods: analysis psychological literature on the problem of research, observation, psychological experiment, testing, questioning, survey, analysis of empirical material.

The work consists of two chapters. The first chapter describes the theoretical foundations for the formation of a favorable moral and psychological climate in the team, namely the essence of the moral and psychological climate of the team; factors influencing it; measures to regulate the moral and psychological climate of the team. In the second chapter, an empirical study of the moral and psychological team of MDOU No. 58 of a compensating type is carried out.

Chapter 1. Theoretical foundations for the formation of a favorable moral and psychological climate of the team

.1 The essence of the moral and psychological climate

The moral and psychological climate is a complex phenomenon that consists of the characteristics of a person’s communication in a group, of feelings mutually experienced between people, of opinions and assessments, of a willingness to respond in a certain way to the words and actions of others. As you know, the moral and psychological climate of the team can be both favorable and unfavorable.

Signs of a favorable moral and psychological climate in the team:

trust of team members to each other;

goodwill;

good awareness of each of the team members about the tasks and the state of affairs in their implementation;

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

high demands;

Satisfaction with belonging to the firm:

a high degree of emotional involvement and mutual assistance;

taking responsibility for the state of affairs, both by the team as a whole and by each of its members....

A favorable moral and psychological climate contributes to increasing labor productivity. A good climate is the result of complex educational work with team members, the implementation of a system of measures that form relationships between the leader and subordinates, and is not a simple consequence of the proclaimed mottos and goals of an individual enterprise. The formation and improvement of the moral and psychological climate is a task that is constantly faced by any leader. Creating a favorable climate, like the work of any manager, is not only a science, but also an art, a matter that requires a creative approach, as well as knowledge of its nature and means of regulation, the ability to foresee likely situations in the relationships between team members. The formation of a good moral and psychological climate requires managers to understand the psychology of people, their emotional state, mood, emotional experiences, unrest, relationships in the group.

The problem of groups into which people unite in the course of their activities is one of the critical issues social psychology.

For social psychological analysis Of particular importance is the question of what criterion should be used to separate groups that arise in human society.

“A group is a certain set of people considered from the point of view of social, industrial, economic, household, professional, age, etc. community. It should immediately be noted that in the social sciences, in principle, there can be a double use of the concept Group ". So, in demographic analysis and in various branches of statistics, conditional groups are meant: arbitrary associations (groupings) of people according to some common ground necessary in this system of analysis. In the whole cycle of social sciences, a group is understood as the formation of people that really exists, and in which people are united according to a common feature or joint activity.

Groups are distinguished: large and small, from two people or more, conditional and real. Real groups are divided into small and large, official and not official, stable and situational, organized and spontaneous, contact and non-contact. K.K. Platonov called spontaneous groups - "unorganized groups".

Society is made up of groups, groups are made up of people. Societies, groups and individuals are three interconnected contemporary realities. All groups have a specialization. The specialization of the group depends on the needs of its members. So, for example, a family in an industrial city has both genetic and educational functions. Other groups perform other functions. Each individual participates in different groups: football team members, educational institutions, family, work collective.

Social psychology has repeatedly attempted to construct a classification of groups. The American researcher Juwenck singled out several grounds for classifying groups. They differed in terms of: the level of cultural development, the type of structure, functions, tasks, the predominant type of contacts in the group. However, one of common features all selected classifications are the forms of life of the group.

Also in psychology, it is customary to distinguish the so-called large and small groups. A small group is understood as a small group, whose members are united by a common social activity and are in direct personal contact, which is the basis for the emergence of emotional, moral and psychological relations, group norms and group processes.

As for large groups, it is important to emphasize that they are not equally represented in social psychology: some of them have a solid tradition of research in the West, the processes occurring in them are well described in some sections of social psychology, in particular, in the study of methods of influence in situations outside of collective behavior; others, like classes, nations are much less represented in social psychology as an object of study.

Small groups can also be divided into two types:

emerging, groups that are already set by external social requirements, but are not yet fully united by joint activities;

collectives, groups with a higher level of development associated with specific types social activity.

Groups of the first type can be designated as becoming.

The classification of groups can be visually represented in the form of a diagram presented in the textbook by G.M. Andreeva Social psychology, p. 194":

Figure 1 - Classification of groups

In social psychology, several parameters of a group are traditionally studied: the composition of the group (composition), the structure of the group, the processes taking place in the group, group values, norms, and the system of sanctions. All these parameters can take on different meanings depending on the approach to the group that is implemented in the study. The composition of the group, for example, can be described by various indicators, depending on whether it means in each case, for example, the age professional or social characteristics of the members of the group. Consequently, there is no single recipe for describing the composition of a group, especially in connection with the diversity of real groups. In each specific case, it is necessary to start with which real group is chosen as the object of study.

Most often, the composition of the microgroup, as well as the structure of relations in it, are more complex. So, sometimes in groups you can meet associations, including 4-5 people, united by close friendly ties. However, in practice in real groups such associations are extremely rare. Therefore, we can assume that groups - dyads and groups - triads are the most typical microgroups that make up any small group. A careful study of them can provide a lot of useful information for understanding the more complex system of relationships that exists in a small group or team.

There are several signs of group structure:

preference structure;

structure of communications;

power structure.

Until now, unresolved in psychology is the problem of connecting the processes occurring in the group and other characteristics of the group. If you choose the path laid down by the original methodological principle, then the group processes, first of all, should include the processes that organize the activities of the group. You should also dwell on questions of the general qualities of the group and the problem of the development of groups.

General qualities of the group:

Integrativity - unity, fusion, commonality of group members with each other.

The moral and psychological climate of the team determines the well-being of each individual, its satisfaction with the team, the comfort of being in it. Each team considers such qualities as:

Reference is a relation of significance that connects a subject with another person or group of persons.

Leadership is one of the mechanisms for integrating group activities, when an individual or part of a social group plays the role of a leader, that is, it unites, directs the actions of the entire group, which expects, accepts and supports its actions.

Intra-group activity is a measure of the activation of the group's constituent personalities.

Intergroup activity - the degree of influence of this group on other groups.

Also important are:

team orientation - social value the goals and objectives adopted by him, the motivation of the work of the team, value orientations and norms;

the organization of the members of the team - the ability of the team to self-government and other qualities.

From the point of view of social psychology, when studying large social groups a wide range of difficulties may arise. Therefore, there is often a conviction that the analysis of large social groups is not amenable to scientific research. According to Diligensky G.G., the study of the psychology of large social groups cannot be considered justified, since this is not one of the problems of psychology, but its most important problem. “No matter how great the role of small groups and directly interpersonal communication in the processes of personality formation, these groups themselves do not create historically specific social norms, values, and attitudes. As listed above, and many other elements of social psychology arise on the basis of historical experience. Based on the definition of Diligensky G.G., the study of the moral and psychological climate of large social groups can be considered as a kind of key to the knowledge of the psychological structure of each individual individual.

In psychology, the concept of "climate" came from meteorology and geography. In domestic social psychology, the term "psychological climate" was first introduced by N.S. Mansurov, who studies production teams. The first of those who revealed the content of the moral and psychological climate was V.M. Shepel. The psychological climate is interpersonal relationships that have a special emotional coloring, arising on the basis of the proximity of members of the same team, their sympathies, the coincidence of characters, interests, inclinations, etc. Shepel believed that the climate of relations between members of the same group consists of three climatic zones .

First, it is a social climate zone. It is determined by the extent to which the goals and objectives of society are well understood in a given team, the extent to which the observance of all constitutional rights and obligations of workers as citizens is guaranteed.

Secondly, it is a zone of moral climate. It is determined by what moral values are accepted in this team.

Thirdly, it is a zone of psychological climate. It consists of those informal relations that develop between members of the team who are in direct contact with each other. However, the effect of the psychological climate zone is more limited than that of the social and moral climate.

In general, this phenomenon is usually called the socio-psychological climate of the team. When studying the moral and psychological climate in a team, three main questions are subjected to detailed study:

What is the essence of the moral and psychological climate?

What factors influence its formation?

How can you assess the state of the moral and psychological climate in the team?

The essence of the moral and psychological climate.

In domestic psychology, there are four main directions in understanding the nature of the moral and psychological climate.

Representatives of the first direction are L.P. Bueva and E.S. Kuzmin. They consider climate as a socio-psychological phenomenon, as a state of collective consciousness. For them, the climate is a reflection in the minds of the members of the team of phenomena related to the relationship of people with each other, their working conditions, methods of stimulating it. Under the moral and psychological climate, they understand such a psychological state of the primary labor collective, which reflects all the features real psychology team members.

Supporters of the second direction are A.A. Rusalinova and N. Lutoshkin. They focus their attention on the fact that the most important characteristic of the moral and psychological climate of the team is the general emotional and psychological mood of this team. For them, the climate is the mood of the members of the team.

The authors of the third direction, V.M. Shepel, V.A. Pokrovsky, determine the moral and psychological climate through the relationship of team members who are in direct contact with each other. They believe that when the climate in the team is formed, a system of interpersonal relations is formed that determines the social and psychological well-being of each person individually.

Supporters of the fourth approach are V.V. Kosolapov, A.N. Shcherban. They define the climate in terms of social and psychological compatibility of the members of the team, their moral and psychological unity, cohesion, the presence of common opinions, customs and traditions.

When studying the moral and psychological climate in a team, it is necessary to keep in mind its 2 levels:

The first level is static. This is a relatively stable level. It is manifested in the constant relationship of team members, their interest in work and work colleagues. The moral and psychological climate is understood as a fairly stable state of the team, which, once formed long time, does not collapse and retains its essence, despite the difficulties that the team faces. From this point of view, it is rather difficult to form a favorable climate in teams, but it is much easier to maintain it at a certain level that has already been formed earlier.

The second level is dynamic, changing or fluctuating. This is the daily mood of the team members in the process of work, their psychological mood. This level is best characterized by the concept of "psychological atmosphere". In contrast to the moral and psychological climate, the psychological atmosphere is characterized by faster temporal changes and is practically not recognized by workers.

Many psychologists believe that the moral and psychological climate is the state of the psychology of the work collective as a whole, which integrates private group states. Climate is not the sum of group states, but their integral.

Thus, we can conclude that the moral and psychological climate in the team is a stable emotional and moral state within the team, expressing: the mood of people engaged in joint activities; their interpersonal relationships; public opinion regarding the most important material and spiritual values.

1.2 Factors affecting the moral and psychological climate in the team

A number of different factors influence the formation of the moral and psychological climate. All of them are divided into microenvironment and macroenvironment factors.

Macro-environment factors are the “background” environment of the organization, factors of a global order that influence the team and which the team itself can only indirectly influence.

Microenvironment factors are the immediate environment of the team, i.e. subjects with which the collective, one way or another, interacts, and have a mutual influence on each other. They are divided into subjective and objective:

Objective factors include technical, sanitary and hygienic, organizational elements.

Subjective factors include the nature of official and organizational ties between team members, the presence of comradely contacts, cooperation, mutual assistance, leadership style.

A favorable moral and psychological climate affects every person, the state of his satisfaction with work, relationships with colleagues, the very process of work and its results. A favorable climate in the team improves the mood of the employee, his performance, and creative potential favorably affects the desire to work in this team.

The unfavorable climate of the team entails dissatisfaction, both with the team itself and with the relationships in it, relationships with managers, working conditions and its content. This is reflected in the mood of a person, his performance, creative and physical activity, his health.

The following factors also influence the formation of a favorable moral and psychological climate in the team:

Compatibility of members of this team. It is understood as the most favorable combination of the properties of employees, ensuring the greatest efficiency of joint activities and personal satisfaction of each of the work done. Compatibility finds its manifestation in mutual understanding, mutual acceptability, sympathy, empathy of group members with each other.

There are two main types of compatibility: psychophysiological and psychological.

Psychophysiological compatibility is associated with the characteristics of the individual mental activity of workers (different endurance of team members, speed of thinking, features of perception, attention, etc.), this is what should be taken into account when distributing physical and mental stress and assigning certain types of work.

Psychological compatibility involves the best combination of personal psychological qualities, such as special character traits, temperament, human abilities, which leads team members to mutual understanding.

The incompatibility of the members of the team lies in their desire to avoid each other, and in the event of the inevitability of contacts - to negative emotional states and even to conflicts.

Behavioral style of the leader, manager, owner of the enterprise.

The leader is one of the most important factors influencing the formation of the moral and psychological climate, team or group. He is always personally responsible for the state of the psychological atmosphere in the work collective (group).

Consider the impact on the moral and psychological climate of the team on the example of three classical leadership styles.

Authoritarian style leadership (sole, directive). For the “strong-willed” leader, the members of his team are just performers. Such a leader suppresses the employees' desire to work, be creative, and take the initiative. If the initiative arises, it is immediately suppressed by the leader. Often the behavior of such a leader is accompanied by arrogance towards subordinates, disrespect for the personality of the employee, etc. All this together leads to the creation of a negative moral and psychological climate in the team. Authoritarianism does not favorably affect relations within the group. In such situations, some of the team members try to behave accordingly, try to adopt the style of their leader, curry favor with their superiors. Other workers try to isolate themselves from contacts within the group, others become depressed. The sole manager prefers to resolve all issues himself, does not trust subordinates, does not ask for their advice, takes responsibility for everything, gives employees only instructions. Such a leader uses punishment, threats, and pressure as an incentive to work. It is clear that the attitude towards such a boss on the part of the team is negative. As a result of all of the above, an unfavorable moral and psychological climate is formed in the team.

In the authoritarian style of leadership, the average person is inherently unwilling to work, to avoid work at the first opportunity. In this connection, most people need to be forced to work and continuously monitor all their actions.

Democratic style opens up many opportunities for employees. Firstly, it gives subordinates a sense of involvement in solving production issues. Secondly, it gives you the opportunity to take the initiative. In organizations (teams) that use a democratic leadership style, there is a high degree of decentralization of powers, as well as the active participation of employees in decision-making. The leader tries to interest subordinates, make their duties more attractive, does not impose his will on employees, decisions are made jointly, and freedom is given to formulate their own goals based on the goals of the organization. Relationships with subordinates leader-democrat builds on respect for the personality of employees, and on trust in them. The main stimulating factors are rewards, and punishment is applicable only in exceptional cases. Employees with this management style are satisfied with the management system, trust the boss and try to help him. All these factors unite the team. The leader-democrat is trying to create a favorable moral and psychological climate in the team, the basis of which is trust, goodwill and mutual assistance.

This style of leadership increases productivity, promotes creativity, increases employee satisfaction from work and their position in the team. The use of a democratic style reduces absenteeism, reduces injuries in the workplace, helps to reduce staff turnover, improves relationships in the team and the attitude of subordinates to the leader.

The essence of the liberal style is that the leader sets a task for his subordinates, creates all the necessary organizational conditions for successful work, namely, provides employees with information, trains them, provides a workplace, defines rules and sets the boundaries for solving this problem, while he himself fades into the background, leaving behind the functions of a consultant, arbiter, expert evaluating the results.

Employees are spared from total control, they independently make the necessary decisions and seek, within the framework of the powers granted, ways to implement them. Such work allows team members to express themselves, it brings them satisfaction and creates a favorable moral and psychological climate in the team, generates trust, and contributes to the voluntary acceptance of increased obligations.

The dependence of the effectiveness of the group's activities on the nature of the influence of the leader on it is presented in Table 1.

Table 1-Efficiency of interaction between the leader and the group

Characteristics of the group's activity Effective activity Inefficient activity Ways of the leader's psychological influence on a small group cooperation strategy; delegation of responsibility; lack of pressure on employees; good knowledge of the team; positive motivation (individual and collective); involvement of group members in making important decisions; benevolent nature of control; respectful attitude to workers. application of ineffective strategies: compromise, care, adaptation; unwillingness to delegate responsibility; strained relationships with staff; incomplete informing subordinates; wrong motivation; does not involve the group in solving common problems; distrust of subordinates; strict control over the actions of subordinates. The properties of the group, manifested when exposed to good controllability of the group; high activity of group members; lack of conflict within the group; acceptance by members of the group of goals and means of activity; responsible behavior and discipline; the presence of a group opinion; acceptance of group norms; friendly relations within the group; recognition of the authority of the leader. poor group management; lack of group cohesion; low group activity; lack of compatibility of group members; poor psychological climate in the group; the presence of conflicts in the group; tense relationship with the leader.

3. Success or failure of the production process.

This factor has a great influence on the satisfaction of employees from the production process, and as a result, on the increase in labor productivity.

Applied scale of rewards and punishments.

On the one hand, various types of incentives in the form of premiums, bonuses, allowances, the provision of paid holidays, the organization of corporate parties are not always justified and costly. On the other hand, the response to specific punishment stimuli is not the same for various people. Psychological studies have established that immoderate encouragement of the best is typical for practice, but it leads to overestimated self-esteem of some and to underestimation of others, which, in turn, hinders the development of goodwill, trust and mutual respect in the work team.

The promotion in all cases must:

Announce in a timely manner, that is, as soon as possible immediately after a positive act, good result at work, etc.

To be as individualized as possible, taking into account the peculiarities of the work of employees, their personal achievements...

Be public. However, if someone has achieved relatively little success, it is better to praise privately. It is unlikely that an employee, especially an elderly person, will be pleased if he is noted only for what others do just as well).

Come either from the team, or from an authoritative leader respected by the members of the organization. If the boss failed to gain authority, conflicts with subordinates, his encouragement is seen as an attempt to improve relationships by appeasing subordinates. Sometimes it is necessary to give the employee the opportunity to choose the type of encouragement.

Working conditions.

Working conditions directly at the workplace, site, in the workshop are a combination of factors (elements) production environment that affect the performance and health of a person in the process of work. For the convenience of studying working conditions, the set of factors (elements) is divided into the following groups:

Sanitary and hygienic, determining the external production environment / microclimate, air condition, noise, vibration, ultrasound, lighting, various types of radiation, contact with water, oil, toxic substances, etc., as well as sanitary and household services at work;

psychophysiological, due to the specific content of labor activity, the nature of this type of labor, physical and nervous, mental stress, monotony, pace and rhythm of labor;

aesthetic, affecting the formation of the employee's emotions, the design of equipment, equipment, work clothes, the use of functional music, etc .;

socio-psychological, characterizing the relationship in the workforce and creating the appropriate psychological attitude of the employee with the employer;

mode of work and rest, providing high performance by reducing fatigue.

The task of the scientific organization of labor in the field of working conditions is to bring all production factors into optimal condition in order to improve the efficiency and preserve the life of employees.

The situation in the family, outside of work, the conditions for spending free time are also an integral factor that directly affects the moral and psychological climate in the team.

Depending on the nature of the moral and psychological climate, its impact on each individual member of the team will be different, for example: to stimulate the employee to work, cheer him up, instill vigor and confidence in him, or, conversely, act depressingly on the employee, reduce energy, lead to production and moral losses.

In addition, the moral and psychological climate can accelerate or slow down the development of key qualities of an employee necessary in business, such as: constant search for new things, readiness for innovation, the ability to receive, process and use information to make business decisions, the ability to be responsible for the resources received and attracted people.

It is impossible to count on the fact that the necessary relations in the team will arise by themselves, they must be consciously formed.

So, we can conclude that the factors influencing the moral and psychological climate are: the psychological compatibility of the members of this team, the leader's behavior style, the course of the production process at this organization, the use of rewards and punishments, as well as the situation that has developed in personal life worker.

1.3 Measures to regulate the moral and psychological climate in the team

There are several different measures to regulate the moral and psychological climate in the team.

One of them is the moral stimulation of the activity of the labor collective. Moral stimulation of labor activity is the regulation of the employee's behavior on the basis of objects and phenomena that reflect social recognition and increase the employee's prestige.

The stimulating effect of morality is based on the presence of moral motives for work and, within the framework of the system of motivation and incentives for the organization's personnel, forms various forms of social assessment of the achievements and merits of employees. Moral stimulation "launches" motivation based on the realization of the need to express gratitude and be recognized, and consists in the transfer and dissemination of information about the results of labor activity, achievements in it and the merits of the employee to the team or organization as a whole. Praise can be used as moral incentives, official recognition merits, award, career growth, promotion of the official status of the position, training, participation in interesting project, participation in the competition, involvement in management and many other methods. Combining their diversity, we can distinguish four main practical approaches to the moral stimulation of personnel: systematic informing of personnel, organization of corporate events, official recognition of merits and regulation of relationships in the team. Let's consider them in more detail.

Informing in the personnel incentive system.

Informing as a mechanism for stimulating personnel through the systematic provision of correctly selected truthful information is based on the selection, generalization, design and dissemination by visual and verbal means of various information of predominantly positive content (for example, about the merits and achievements of a particular employee, about the goals of the team, about charitable projects and sponsorship results of the organization). The main tasks of informing staff are to:

broadcast norms, values, guidelines of organizational culture to the broad masses of workers;

timely inform employees about events in the life of the organization;

contribute to the formation of a favorable socio-psychological climate in the team;

contribute to the formation of a team (corporate) spirit in the organization;

to increase the level of employee loyalty;

promote awareness of their role in the team.

Depending on whether the promoted employee is present at the time of the transfer of information about his merits, informing can be carried out in active and passive ways. It is clear that the most stimulating effect active ways informing, when the information is announced in the presence of the promoted employee, and the approving message is supplemented by a positive emotional background, creating a favorable mood in the whole team.

in a modern way corporate information environment is the creation of local information resources - intranet portals of companies. An intranet portal is an intra-company (corporate) information environment with a number of functional tasks, allowing the most complete communication within the company - between employees, departments, branches, representative offices of the company. The functioning of such a portal is based on Internet technologies. Intranet portals are located in the company's internal local information network and are available only to its employees. Main page of such a portal should be a semantic and image center, linking into a single whole the structure, design and content of the internal information environment presented on the pages of the portal.

A comprehensive solution to the issues of systematic provision of information to the personnel of the organization is also carried out by means of internal PR, the forms of implementation of which can be varied, and their choice largely depends on the specifics of the team. The most common methods of internal PR are:

development of a "corporate" style of the organization's business life (for example, stylish office design elements, comfortable and beautiful uniforms, uniform requirements for culture business conduct, customer service standards);

issuance of corporate publications (for example, a corporate magazine containing news about appointments to positions in the leadership; industry-wide news; coverage of the most important events that have occurred in the organization in recent years; birthday greetings; answers to questions from employees; information about regional offices);

creation of a company-wide information environment (company website, internal radio broadcasting system).

Organization of corporate events

An inseparable part of the originality of the company are corporate events held in it - holidays, trainings, team building. And they are not so much ways to "entertain" employees as tools for moral stimulation of staff, elements of forming the company's internal image. Experts call corporate holidays one of the most effective methods of broadcasting corporate values.

Corporate holidays in the life of an organization perform a number of important functions:

fixing success (in contrast to a simple procedure for summing up the results, the holiday emphasizes the achievements, successes of the company with a positive focus);

adaptation (helping newcomers to join the team);

upbringing (introducing people to values that are significant for the organization);

group motivation (the process of formation and regulation of relations in the team takes place in an informal, memorable positive emotional environment);

recreation (necessary distraction from the labor process, rest, switching attention, entertainment);

cohesion (based on emotional rapprochement), etc.

No less famous and popular means of informal corporate communication and team building is today team building (in the translation from English. Team building - team building). Since in practice team building is offered not only by companies specializing in in-house trainings, but also by companies involved in corporate holidays, team building is often called strategic planning sessions, discussion team building trainings, rope courses, and game entertainment programs, and corporate holidays. But unlike recreational activities, team building is a developmental training aimed not only at emotional relief, but also at developing the business and personal qualities of the participants. The main blocks of team building training, as a rule, include:

joint planning and distribution of responsibility in the team;

ability to negotiate;

vision of a common goal;

role distribution in the team;

effective execution team tasks;

rational use command resource.

Team building as a complex method of moral stimulation of staff is aimed at improving interaction between employees and team building. Team building programs allow participants to reveal their hidden potential, take a fresh look at their colleagues in an unusual environment, and get emotional release.

The main goals of conducting team building programs are:

team building;

The achievement of these goals is ensured through a set of psychological and dynamic exercises aimed at active interaction within the team, special organization of the space for the program, ensuring the inclusion of all participants in a single team and ensuring team decision-making (Table 2).

Table 2 - Examples of team building programs (team building activities)

TitleProgram goals/content of activitiesTraining creativity - development the ability of employees to find new non-standard (creative) solutions to work problems; - adjustment communication links within working groups; - development of professional skills Training "Setting up the team" In the process of conducting the program in a playful way, modeling and testing of situations that arise in the real activities of the company take place. The whole program consists of a set of tasks and is divided into several stages. The success of the previous task directly affects the success of the next task, as well as the success of the completion of the entire project. Result: - active team interaction in joint problem solving; - high level of cohesion and trust; - increasing the level of personal responsibility of each in achieving common goals; - positive psychological climate in the team Training "City of Masters" - emotional unity of the company's employees in the process of solving non-standard creative tasks during the event; - Summing up the results of the working year; - creating a positive emotional mood for the next working year, creating a positive background for possible upcoming changes. Training "Energy" The training program includes a combination of exercises aimed at developing skills for effective team interaction, and tests that are carried out with the aims: - to improve team interaction; - overcome the fear of the new; - rally the participants around a common goal for all; - organize effective joint work of personnel in a particular company; - create and strengthen an atmosphere of trust, mutual support and respect in the team

The specificity of tasks, games and exercises conducted on team building programs makes it possible to simulate and work out situations that arise in the real activities of the organization in a playful way. The structure of the team-building program allows the organizers to trace the features of the interaction of participants in various situations and correct them.

The main result that the heads of organizations want to achieve from the participation of the team in team building training is to increase the overall efficiency of the team.

Awarding the best employees

One of the significant methods of moral stimulation is the official recognition of merit by rewarding the best employees (teams) for differences in work that are significant for the activities of the organization (society) and therefore encouraged publicly and officially.

the main objective rewarding as a method of stimulating personnel - to form a positive attitude towards certain forms of achievements in the team, to create and cultivate the image of the desired labor behavior of employees, the target of which is initiative, creativity and labor activity.

Among the important functions of the award, we note:

stimulating function (reflect the values of society, organization, team and identify the person who received the award with that perfect way, the name that bears the award);

differentiating function (to distinguish an honored member of society from others);

educational function (to promote the formation of a certain model of labor behavior).

A necessary condition for the effectiveness of this method of stimulation is the existence of a system of legal, moral, philosophical views managers on the development of the organization and its personnel, on the content, forms and methods of stimulation and the formation of a genuine, deep interest of employees in active work.

Regulation of relations

The regulation of relationships helps to establish the positive nature of interpersonal and intergroup relationships in the team. At their core, these relationships are subjectively experienced relationships between employees, which are objectively manifested in the nature and methods of mutual influence exerted by employees on each other in the process of joint labor activity and communication. The nature of these relationships is mediated by the content, goals, values and organization of joint labor activity and acts as the basis for the formation of a socio-psychological climate in the work collective. It manifests itself in the specifics of the relationship that develops between the leader and subordinates (vertical climate), as well as between the subordinates themselves (horizontal climate).

Kobleva A.L., Ph.D. in Psychology, Associate Professor of the Department of Andragogy, Stavropol State Pedagogical Institute, in her article "Motivational Management as a Factor in Improving the Efficiency of Personnel Management" tried to consider and analyze the basis of motivational management and its impact on the moral and psychological climate of the team . She believes that the ability to motivate and stimulate staff is the main indicator of professionalism and ensures the success of the organization. The professional competence and abilities of employees will not bring the desired result if they do not have the main thing - the desire to work. Therefore, each leader should initially think about increasing the motivation of his subordinates. Their enthusiasm will bring more profit than coercion and minute control.

Thus, we can conclude that the measures to regulate the moral and psychological climate are:

team building;

building effective communications in a team (group);

gaining experience in positive team interaction;

resolution of conflict situations and improvement of interaction within a unit or the entire organization;

development of horizontal and vertical informal connections, teamwork skills.

Chapter 2

.1 General characteristics of MDOU No. 58 of compensating type

The place of psychological and sociological research is the Municipal preschool educational institution "Kindergarten No. 58 of a compensatory type." The number of employees is 25 people. Formed on the basis of nursery No. 11 of the Oryol garment factory (Decision of the Executive Committee of 12/13/1957). The founder of this organization is the Department of Education of the Administration of the city of Orel. Relations between the Founder and the Institution are determined by an agreement concluded between them in accordance with the legislation of the Russian Federation. This Institution carries out its educational, legal and economic activities in accordance with the Law of the Russian Federation "On Education", "Model Regulations on a Special (Correctional) Educational Institution for Students, Pupils with Developmental Disabilities", "Model Regulations on a Preschool Educational Institution ", the legislation of the Russian Federation, other regulations, an agreement between the Founder and the Institution, as well as the charter of this Institution. Location of this institution: Orel, st. Novosilskaya d.1.

The municipal preschool educational institution "Kindergarten No. 58 of a compensating type" is a legal entity, has an independent balance sheet, a personal account with the treasury, a seal and a standard stamp with its name, and also has the right to conclude contracts on its own behalf, acquire and exercise property and personal non-property rights, be liable, be a plaintiff and defendant in court. The institution acquires the rights of a legal entity, in particular, the conduct of statutory financial and economic activities from the moment of registration.

The institution in question carries out educational activities and acquires the rights to benefits provided by the legislation of the Russian Federation from the moment it is issued a license (permit) for educational activities; is accredited in a declarative manner on the basis of a conclusion on its attestation.

The activities of this institution are aimed at implementing the main tasks of preschool education and providing corrective orientation pedagogical process: preservation and strengthening of the physical and mental health of children; providing qualified assistance in speech correction, taking into account the structure of the defect, intellectual and personal development each child, taking into account his individual characteristics; assistance to the family in the upbringing of children.

MDOU No. 58 of a compensating type has the following tasks:

Security optimal conditions for education, training, correction, social adaptation of children with speech disorders;

protecting the life and health of children;

implementation of an integrated approach in the organization of correctional and developmental and educational work;

implementation of the necessary corrective assistance to children with speech impairment;

organization of correctional-developing and educational-educational work, taking into account the general specific and individual characteristics of children with speech underdevelopment;

providing intellectual, personal and physical development with a focus on the individual characteristics of each child;

ensuring the emotional and moral development of each child in order to familiarize children with universal human values;

security psychological comfort in preschool and concern for the emotional well-being of each child;

provision of general and psychological readiness children to school;

organization of close interaction with the family to ensure the full development of each child.

Participants in the educational process in the Institution are pupils, teaching staff of the institution, parents (legal representatives) of pupils. Relationships are built on the basis of cooperation, respect for the individual, the priority of universal human values.

The relationship between the Institution and the parents (legal representatives) of the pupils is regulated by the Agreement, which includes the mutual rights, obligations and responsibilities of the parties arising in the process of education and training.

For an employee of the Institution, the employer is this Institution.

Employees are hired in accordance with labor legislation. Labor relations between the employee and the Institution are regulated by an employment contract in accordance with the Labor Code of the Russian Federation and cannot contradict the law.

Persons who have the necessary professional and pedagogical qualifications that meet the requirements of the qualification characteristics for the position and the specialty received and are confirmed by education documents are accepted for pedagogical work. To pedagogical work persons deprived of the right to this activity by a court verdict or for medical reasons, as well as those who had a conviction for certain crimes, are not allowed.

When hiring, the administration of the Institution acquaints the recruited teacher against receipt with the following documents:

collective agreement;

the Charter of the Institution;

Internal regulations;

job descriptions;

Order on labor protection and compliance with safety regulations;

Instructions on the protection of the life and health of the child;

Other documents regulating the activities of the institution.

The teacher of the institution has the right:

Participate in the work of the Pedagogical Council;

Elect and be elected chairman of the Pedagogical Council of the Institution;

Select, develop and apply educational programs (including author's), teaching and upbringing methods, teaching aids materials approved by the teachers' council;

Protect your professional honor and dignity;

Require the administration of the Institution to create the conditions necessary for the fulfillment of official duties;

Improve qualifications, professional skills;

Be certified on the basis of an applicant for the appropriate qualification category;

Participate in scientific and experimental work, disseminate their pedagogical experience, which has received scientific justification;

Receive social support established by the legislation of the Russian Federation, legislative acts;

For additional benefits provided to teaching staff by local authorities, the Founder, the administration of the Institution.

The teacher of the institution is obliged:

Fulfill the Charter of the Institution;

Comply with job descriptions, internal labor regulations, other local acts of the Institution;

Protect the life and health of children;

Protect the child from all forms of physical and mental abuse;

Cooperate with the family on the upbringing and education of the child;

Possess professional skills, constantly improve them.

The management of the Institution is carried out in accordance with the legislation of the Russian Federation, the Charter on the principles of one-man management of self-government.

The forms of self-government are:

General meeting of the Institution.

Pedagogical Council of the Institution.

Parental committee.

The General Assembly represents the powers of the employees of the Institution.

The Pedagogical Council of the Institution is the highest pedagogical collegial management body, whose tasks include improving the quality of the educational process, its conditions and results.

The Parents' Committee of the Institution is one of the forms of self-government and interaction between the Institution and parents (legal representatives).

The Parents' Committee consists of representatives of the parent community from the Institution's groups.

The Parent Committee of the Institution is elected by open vote on general meeting for a period of one year. He works on annual plan compiled jointly with the Institution.

The direct management and management of the Institution is carried out by the head, who has passed the appropriate certification, appointed by the mayor of the city of Orel on the proposal of the Founder.

Head of Institution:

Attracts additional sources of financial and material resources for the implementation of activities;

Responsible to the state, society and the founder for the activities of the Institution within the limits of their functional duties;

Issues orders, orders for the Institution and other local acts that are mandatory for the employees of the Institution;

Approves: work schedules, job descriptions of employees and other local acts;

Represents the Institution in all state, cooperative, public organizations, institutions, enterprises, acts on behalf of the Institution without agreement;

Manages the property and funds of the Institution;

Opens a personal account in the treasury;

Carries out the selection, hiring and placement of teaching staff and service personnel; dismisses from work, imposes penalties and encourages employees of the Institution in accordance with labor legislation;

Draws up the staff list of the Institution; allocate duties; concludes agreements on behalf of the Institution, including an agreement between the Institution and the parents (persons replacing them) of each child;

Organizes certification of employees of the Institution;

Forms a contingent of pupils of the Institution in accordance with the Procedure for recruiting children of a preschool educational institution;

Carries out the relationship with the families of pupils, public organizations, other educational institutions on issues of preschool education;

Submits to the Founder and the public reports on the activities of the Institution.

The structure of the financial and economic activities of the Institution includes:

Use of property assigned to the Institution on the rights of operational management, accepted within its powers for the purposes stipulated by the Charter of the Institution;

Financing and logistical support for the activities of the institution;

Carrying out entrepreneurial and other income-generating activities;

Prohibition on transactions, the possible consequences of which are the alienation or encumbrance of property acquired at the expense of funds allocated to the Institution by the owner of the Institution;

Property management. Acquired by the Institution at the expense of income received from entrepreneurial and other income-generating activities;

Possibility to have an independent balance sheet and current account in the treasury.

On the proposal of the Founder, the Office of Municipal Property and Land Use of the Administration of the city of Orel, in the order established by the legislation of the Russian Federation, assigns buildings to the Institution in order to ensure its statutory activities. Buildings, equipment and other necessary property.

The institution is responsible to the owner for the safety and efficient use of the property assigned to the institution. The institution has the right to independently manage, in accordance with the legislation of the Russian Federation, funds received from extrabudgetary sources.

2.2 Assessment of the moral and psychological climate of MDOU No. 58 of a compensating type

moral psychological climate team

As mentioned in paragraph 2.1, the number of employees of MDOU No. 58 of a compensating type is 25 people. 4% of the employees of this institution are men, therefore, the employees of the institution are mostly women. Age composition this institution from 26 to 70 years. The education of employees is predominantly higher or secondary specialized.

The study of this enterprise was conducted from September to November 2010. The purpose of this study is the formation of skills, to create conditions that cause positive changes in the moral and psychological climate of the team, the rapprochement of the team, its cohesion.

A smaller team was selected for the study, namely the team of the second junior group:

Volovik N.S. - junior educator.

Altynnikova E.S. - educator.

Romanova L.N. - educator.

Romanova L.N. - teacher speech therapist.

As well as the head of the data institution Tanicheva V.I. and Deputy Head of methodical work Titova I.A.

Such methods were used as: determination of the psychological climate in this team; determining the style of leadership of the workforce; diagnostics of interpersonal relations in a team.

The form of the experiments is group.

Method 1 "Psychological climate in the team"

This technique used to determine the state of the psychological climate of the workforce. The subject is asked to evaluate on a 7-point system 25 factors that characterize the state of the psychological climate in the team. One of the columns contains factors that characterize the ideal psychological climate (the highest score is 7 points). The other column contains factors that indicate that the team has an unsatisfactory psychological climate (the lowest score is 1 point). In the middle column is a rating scale from 7 to 1, according to which the state of the psychological climate of the team should be assessed.

Final result it is necessary to evaluate depending on the location of the sum of estimates in the range from 25 to 175 - the higher the final number, the more favorable the climate in the team. The assessment can be individual, as well as collective, if you add up the assessments of all members of the team and get an average.

The technique was described and developed by V.I. Shkatulla, to determine the moral and psychological climate in the team.

The results of the study of the moral and psychological climate in the team are presented in table 3.

Table 3 - Moral-psychological climate research

Participants oprosaDruzhelyubieSoglasieUdovletvorenieUvlechennostProduktivnostTeplotaSotrudnichestvoVzaimnaya podderzhkaZanimatelnostUspeshnostITOGOVolovik N.S.545345543341Altynnikova E.S.656354656551Lysenko A.S.563644536345Romanova L.N.755635454347Tanicheva V.I.776757667563Titova I.A.567567666559Itogo655545555451

Criteria for evaluating the results obtained.

The maximum indicator of each of the components of the moral and psychological climate of the team is 7 points (100%), the minimum indicator is 1 point (14%)

The total maximum indicator of all components of the moral and psychological climate in the team is 90 points (100%), the minimum is 10 points (14%).

The level of development of the components of the moral and psychological climate, the team as a percentage is;

high from 70% to 100%;

average from 40% to 69%;

low to 39%.

According to the total component, the level of their development is:

high from 70% to 100%;

medium from 40% to 69%:

low to 39%.

Table 4 presents the results of a study of the psychological climate in the team, translated from scores as a percentage.

Table 4 - Studies of the moral and psychological climate, presented as a percentage

Participants oprosaDruzhelyubieSoglasieUdovletvorenieUvlechennostProduktivnostTeplotaSotrudnichestvoVzaimnaya podderzhkaZanimatelnostUspeshnostITOGOVolovik N.S.7056704256707056424257,4Altynnikova E.S.8470844270568470847071,4Lysenko A.S.7084428456567042844263Romanova L.N.9870708498705670564265,8Tanicheva V.I.9898849870988484987088,2Titova I.A.7084987084988484847082,6Itogo8277747063757568755671,4

Friendliness is the attitude of colleagues towards each other. Figure 1 presents the results of a study of friendliness as one of the dynamic components of the psychological climate of the team. Romanova L.N. gives the highest rating for friendliness. and Tanicheva V.I. - 7 points. The smallest - Volovik N.S., Lysenko A.S. and Titova I.A. - 5 points. This indicates that the atmosphere in the team is quite friendly.

Figure 1 - Friendliness in the team of MDOU No. 58 of a compensating type

Consent is the consistency of actions in the work of all members of the team. Figure 2 presents the results of a study of consent, as one of the dynamic components of the psychological climate of the team. The highest assessment of agreement is given by Tanicheva V.I. - 7 points. The smallest - Volovik N.S. - 4 points. This indicates that the members of this team evaluate the consent differently, that is, the team is not agreed.

Figure 2 - Consent in the team of MDOU No. 58 of a compensating type

Satisfaction with work, results of work, relationships with colleagues, financial results of labor activity. The figure shows the results of a study of satisfaction as one of the dynamic components of the psychological climate of the team. The highest assessment of satisfaction is given by Titova I.A., the lowest - by Lysenko A.S. The graph shows that the team is mostly satisfied with the work, but there are also dissatisfied members of the team.

Figure 3 - Satisfaction with the work of members of the team of MDOU No. 58 of a compensating type

Enthusiasm is a feeling that arises when doing one's work, achieving certain results. Figure 4 presents the results of a study of enthusiasm, as one of the dynamic components of the psychological climate of the team. Top rating enthusiasm gives Tanicheva V.I. - 7 points, the lowest - Volovik N.S. and Altynnikova E.S. - 3 points. The graph is a testament to the different passions of the team members.

Figure 4 - Enthusiasm for the team of MDOU No. 58 of a compensating type

Productivity is the personal contribution of each member of the team to the development of the enterprise. Figure 5 presents the results of a study of productivity as one of the dynamic components of the psychological climate of the team. The productivity of the team was assessed by its members quite differently. Titova I.A. put the highest productivity rating. - 6 points, the lowest - Romanova L.N. 3 points, the highest score of 7 points was not given by any of the employees. Which is an indicator of the low productivity of the team.

Figure 5 - The productivity of the team of MDOU No. 58 of the compensating type

Warmth is positive relationship among all members of the team. Figure 6 shows the results of a study of warmth, as one of the dynamic components of the psychological climate of the team. On the highest mark- 7 warmth of the team was appreciated by Tanicheva V.I. and Titova I.A., the lowest rating was given by Altynniova E.S. and Lysenko A.S. - 4 points. Average and high scores indicate that the relationship of the team members is quite positive.

Figure 6 - Heat of the collective MDOU No. 58 of the compensating type

Collaboration is a relationship. Figure 7 presents the results of a study of cooperation as one of the dynamic components of the psychological climate of the team. Romanova L.N. gives the lowest score to cooperation. - 4 points, the highest score - 6 points was given by 3 people: Altynnikova E.S., Tanicheva V.I. and Titova I.A. In general, the team rated the cooperation quite highly.

Figure 7 - Cooperation in the team of MDOU No. 58 of a compensating type

Mutual support - relationships with each other, mentoring, support at work. Figure 8 presents the results of a study of mutual support as one of the dynamic components of the psychological climate of the team. Lysenko A.S. gives the lowest estimate of mutual support. - 3 points, the highest - Tanicheva V.I. and Titova I.A. - 6 points. In general, the team assessed mutual support in different ways.

Figure 8 - Mutual support of team members of MDOU No. 58 of a compensating type

Amusement - with what mood is performed current work. Figure 9 presents the results of a study of entertaining as one of the dynamic components of the psychological climate of the team. The highest rating of entertainment is given by Tanicheva V.I. - 7 points, the lowest - Volovik N.S. - 3 points. The graph shows that in general the team is working in a good mood.

Figure 9 - Amusement of the team of MDOU No. 58 of the compensating type

Success is the result of work, summing up the results of certain projects in the team, and separately for each member of the team. Figure 10 presents the results of a study of success as one of the dynamic components of the psychological climate of the team. Success assessments were divided into 3: Volovik N.S., Romanova L.N., Lysenko A.S., and 5 points: Altynnikova E.S., Tanicheva V.I. and Titova I.A. Thus, half of the team considers it successful, and half does not.

Figure 10 - The success of the team of MDOU No. 58 of the compensating type

Thus, based on the above analysis, we can conclude that the state of the moral and psychological climate of the team was assessed by its employees as satisfactory.

2.3 Measures to improve the moral and psychological climate in the team

According to the results of the study, several factors play a huge role for the effective operation of the Municipal Preschool Educational Institution "Kindergarten No. 58 of a compensating type".

First, it is the choice of leadership style by the leader. Each of the members of the team must work to achieve a common goal (education of the younger generation).

Secondly, it is a series of activities that contribute to the improvement of the moral and psychological climate in the team.

The leader must think about the problems own style work. Leadership style needs to be constantly pursued. In order to choose the right leadership style, you need to know: job requirements, your own abilities and inclinations.

The head of MDOU No. 58 of a compensating type for successful regulation of the moral and psychological climate must have:

) not only knowledge of the general principles of managing social organizations formulated by modern management theory, but also the ability to use them to regulate the moral and psychological climate of the team;

) the level of general theoretical knowledge about the essence of the moral and psychological climate, the factors influencing it and the ways that regulate it;

) the depth of analysis on this general theoretical basis of specific situations, which in each individual case require a unique special set of methods and means for regulating the moral and psychological climate;

) the degree of compliance of the chosen methods for adjusting the moral and psychological climate of the team of the current dangerous situation and its specific content.

Maintaining and strengthening cooperation, relationships of mutual assistance is central task MDOU No. 58 of a compensating type, the entire methodology for improving the moral and psychological climate in the team. This technique is based on a complex nature, which includes methods of a socio-psychological, organizational, managerial and moral and ethical nature.

The most important of the socio-psychological methods are focused on correcting the thoughts, feelings and moods of the employees of the institution:

The first method is the consent method. It involves holding events aimed at identifying a more or less wide field of common interests, team members get to know each other better, get used to working together, and jointly solving problems that arise.

The second method is the method of benevolence. It involves the development of the ability to empathize and sympathize with other people, to understand their internal states, readiness to provide practical assistance to a colleague.

The third method is the method of maintaining the reputation of a colleague, respect for his dignity. This method is used in all forms of interpersonal communication.

The fourth method is the complementary method. Taking into account and skillfully using not only the abilities, but also the shortcomings of people who are closely related to each other, help to strengthen mutual trust and respect for people, their cooperation, which contributes to the development of a favorable moral and psychological climate.

The fifth method is the method of non-discrimination against people. This method requires the exclusion of emphasizing the superiority of one member of the group over another, any differences between them.

And, finally, the last of the psychological methods, a method that can conditionally be called the method of psychological stroking. He assumes that people's moods, their feelings can be regulated and need some support. To do this, the institution is invited to spend joint rest of the members of the team. These and similar activities relieve psychological stress, contribute to emotional release, cause positive feelings of mutual sympathy, and thus create a moral and psychological atmosphere in the organization that makes it difficult for conflicts to arise.

From all of the above, we can conclude that activities that improve the moral and psychological climate ensure the preservation of normal business relations, strengthen mutual respect and trust.

The institution as a whole needs to implement a number of consistent measures, by performing which it can achieve strong cooperation, cohesion of the workforce, and a favorable moral and psychological climate at the organizational and managerial level:

First of all, the company must set goals for long term 10 - 15 years, which should be aimed at the introduction of new learning technologies, both for children and for the training and development of employees, constant increase the quality of the services provided. First of all, the stability of the institution, as well as the improvement of the moral and psychological climate of the team, depend on this.

The recognition of new ideas as the main value of any business is to create a climate that encourages innovation. The introduction of innovations creates conditions for the creative tension of people, significantly narrows the possibility of psychological stress. negative character that cause a negative moral and psychological climate in the team.

The head of MDOU No. 58 of a compensating type needs to put work on the selection and education of effective professional employees. This implies such a setting of managerial work, in which the most ordinary people provide an extraordinary result. The manager should take care of the professional growth, improvement of employees, requiring them to constantly reflect on and adjust both the goal and the ways to achieve it.

To improve the moral and psychological climate in the team, without reducing productivity, the leader should heed the following recommendations:

think about the accuracy of assessing the abilities and inclinations of their employees.

do not neglect the "bureaucracy", that is, a clear definition of the functions, powers and limits of responsibility of employees. This prevents negative manifestations moral and psychological climate.

demonstrate your trust and support to subordinates more often.

use a leadership style that is appropriate for the specific production situation and the characteristics of the composition of employees.

in case of failures of employees, first of all, evaluate the circumstances in which the person acted, and not his personal qualities.

do not exclude compromises, concessions, apologies from the arsenal of means of communication with subordinates.

do not use sarcasm, irony, humor directed at the subordinate in a conversation with subordinates.

Employee criticism should be constructive and ethical criticism.

The implementation by the head of MDOU No. 58 of the compensatory type of these recommendations, which are simple in principle, can very significantly affect the moral and psychological climate in the team.

All of the above recommendations for improving the moral and psychological climate in the team have general character. The specific situation is always unique, as it is determined by the individuality of each member of a given team (his temperament, character, style of behavior, etc.). In addition, the formation of the moral and psychological climate in the team to a large extent depends on the general background of life, that is, on how successful we are outside the team, on general social, family, age and other factors.

The moral and psychological climate of the team, which reveals itself, first of all, in the relationship of people to each other and to the common cause, but this is not all. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can affect the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes and a certain situation - the social form of self-relationship and self-consciousness of the individual.

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.

Quite often, people appear in the team who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a reason or reason for the formation of an unfavorable climate in the team.

Based on the foregoing, we can conclude that in order to achieve the desired result, namely a favorable moral and psychological climate, it is proposed next system recommendations for the management of the Municipal preschool educational institution "Kindergarten No. 58 of a compensating type":

apply the technique of possession by suggestion, persuasion with subordinates;

lead permanent job according to the assessment of the moral and psychological climate in the team;

be able to resolve conflicts that arise in the team and help in case of stressful situations;

know what styles of leadership and leadership exist, and skillfully operate with them;

be able to relieve the internal tension of the team when necessary;

be able to always support their subordinates in any endeavors;

be able to objectively evaluate the positive character traits of their subordinates and develop them;

conduct regular work to create a positive moral and psychological climate, using the above methods;

try to adhere to a democratic leadership style: to be a true leader of the team.

In conclusion, the following recommendations were developed and proposed for the head of the Municipal preschool educational institution "Kindergarten No. 58 of a compensating type":

an objective assessment of one’s capabilities and the development of missing qualities in oneself that would contribute to increasing authority and would allow one to be a role model (for example, attention to the problems of other people, honesty, the ability to listen);

the use of different, depending on the situation, methods of leadership. However, it is best to adhere to a democratic style, and when solving common problems, take into account the opinion of employees;

be demanding not only to subordinates, but also to yourself, strive to improve;

look for an approach to each of the employees, taking into account his personal characteristics (character, temperament, etc.), as well as his business qualities;

treat all team members fairly;

as an incentive to use incentives, bonuses more often;

learn to prevent emerging conflicts and resolve those that have already arisen, with the least damage;

be flexible and able to compromise when persuading others;

conduct regular work to assess and create a positive moral and psychological climate.

Summing up, we can conclude that leaders of any rank and regardless of the size of the group should always remember the importance of a positive moral and psychological climate in the team, consciously build their behavior and choose the most optimal leadership style to increase the efficiency of the work process and the success of the entire organization. And subordinates should strive for innovation and improvement so that they always have a desire to work and be in demand.

Conclusion

In this work, a theoretical analysis of the concept of moral and psychological climate in the team was carried out.

The moral and psychological climate is the psychological mood in a group, which reflects the nature of the relationship between people, the prevailing tone of public mood, the level of management, the conditions and characteristics of work and leisure in this team.

Team - a group, a set of people working in one organization, at one enterprise, united by joint activities within an organization; this is the highest form of an organized group in which interpersonal relations are mediated by the personally significant and socially valuable content of group activity.

The moral and psychological climate is the relatively stable psychological mood of its members that prevails in a group or team, manifesting itself in the diverse forms of their activities. to the head, business person it is important to know the ways of forming the moral and psychological climate and the mechanisms of team building. In their management decisions, in the preparation, training and placement of personnel, it is necessary to use these ways, achieving optimal coordination of interpersonal interaction of team members in a specific joint activity.

The most important signs of a favorable moral and psychological climate are: 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, etc.

The conducted studies have shown that the work is of particular relevance at the moment, since now special attention has been paid to the formation of a favorable moral and psychological climate through the most effective interaction between the leader and subordinates.

Leaders should pay more attention human qualities their subordinates, their ability to solve tasks. High rates of obsolescence and constant change force leaders to be constantly ready to carry out technical and organizational reforms, as well as to change the leadership style.

In their practical activities, the leader should not use one style of leadership. He must constantly improve himself in accordance with changing both internal and external conditions.

Using the models discussed in this paper, which were studied by various researchers, the manager will be able to analyze, select and evaluate the results of using a particular style of leadership in a particular situation. Not only the authority of the leader and the effectiveness of his work depend on the choice of leadership style, but also the atmosphere in the team and the relationship between subordinates and the leader. When the whole organization works efficiently and smoothly enough, the leader discovers that in addition to the goals set, many other things have been achieved, for example, mutual understanding and job satisfaction.

The team is a collection of individuals, a significant influence on the formation of the internal psychological situation in the team has the development of the individual.

The leader cannot but influence the psychological sphere of the group. In addition, the creation of a positive climate in the team is his immediate responsibility.

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The psychological climate is an important component of the effective functioning of the team, since it affects the personal productivity of employees, and the coherence and synergy of the team. Historically, despite the interest in collective education in Russian, then Soviet psychology, the problem of the psychological group atmosphere, compatibility, and collective cohesion in science was first raised in the West. This was due to the presence social order to theme development. Business psychologists had a question - how, in addition to material incentives, it is possible to achieve an increase in productivity in groups. The psychotechnicians of that time found out that labor productivity is related to the compatibility of the personalities of the employees in the group.

The psychological climate is favorable or unfavorable. If it is impossible to be in a group for work, even with a strong initial interest, it will steadily decline.

The concept of socio-psychological climate

In each group there is a competitive atmosphere, which can be traced even in the world of animals and children's groups, where the subjects themselves are not yet aware of this, but some of them always stand out as more proactive, sociable, and skillful. A certain hierarchy of leadership and subordination is formed, and cultural mechanisms of interaction should be included here.

How can people navigate their relationships in collectives? There is a need to select people into groups according to the principle that has been done in the West for more than 100 years. Today, however, most of our teams are formed spontaneously, without observing any principle. Occasionally, the task of forming a coordinated effective team is given to large private businesses or specialized government agencies. In other cases, a favorable psychological atmosphere is a rarity, often even an accident.

Next to the formal relationship management structure, if present in the group, there is an informal leadership structure. It is important whether the official structure matches the informal one. It is good for the team if the leader is appointed as the leader and in psychological sense. Otherwise, when the management appoints a person from itself, and within the team, moreover, there is another informal leader, confrontations are inevitable.

The team can exist nominally, the participants can communicate very superficially or even not interact at all, as happens, for example, with groups of students of correspondence courses or a team of managers of branches located in different cities. In order for a favorable psychological climate to form in the team, it is necessary for the participants to actually be in it, their belonging to the team, their interaction.

To create a positive climate, they resort to special classes, trainings at the stages of advanced training, and corporate rallying games. People inside the system are not able to reanimate themselves and relationships. In games for interaction, when employees of different ages and statuses must even enter into physical contact, hold, raise each other, watch, communicate, they take off their masks, move away from their assigned roles and begin to express themselves in live communication. Joint actions and transparency, when a person is seen in activity, contribute to the growth of trust, the moral and psychological climate in the team improves.

However, attempts to rally the team through corporate values and spending time together are not always successful. Often they are carried out only nominally for the task of the government, on the ground even without the participation of professionals and are superficial in nature. This happens when beautiful slogans sound that do not find a response in living people, are not tied to their intrapersonal and interpersonal psychological reality. The psychological qualities of the person himself are also important here. Arrogance, suspicion, bragging, even ordinary reticence repel people and become prerequisites. It is then possible to rally the team only by solving hidden problems, protracted confrontations that reduce the moral and psychological climate in the team to nothing. The participation of the leadership itself, which is an inseparable part of the team, is also necessary.

Today, collectivism is a thing of the past, no matter what is declared, but dominates in most groups. Corporate ethics, especially in highly specialized communities of the military, doctors, teachers, partly protects a person, facilitating personal responsibility and even partially replaces ideology, common values and norms arise within a professional group.

In a genuine team, employees want and recognize their interchangeability, but they are aware of themselves as an association, feel that they are for each other, integral as a group. Psychological compatibility means that the current composition of the group is possible to achieve the goals of the activity. Whereas psychological cohesion, from the point of view of social psychology, means that this composition of the group is not only possible, but integrated the best way, everyone perceives everyone as a necessary and positive person.

Socio-psychological climate in the team and its significance

The climate of the team is most often threatened by. However, after all, conflicts are a natural phenomenon that cannot be avoided and one should not try to completely exclude them from labor practices. Conflicts should not be feared, but they must be managed. Theory real conflict reveals the fact that when we are separated on opposite sides of the barricades, we have different interests, we belong to different groups, we have different status- always this situation can be described as a latent conflict. Having studied the rules of conflict-free communication, the manager will be able to convey them to employees, which will help to extinguish conflicts or take them out of the working environment.

The conflict has a diagnostic role, moreover, it can and should be considered as a kind of critical point that can always be overcome. With the right strategy, even through this very conflict, you can reach a new level of communication, effective interaction. There are also more or less conflicting people, which can be assessed already during the selection and not include conflict person to the team.

Why do conflicts occur most often? The reasons for this are psychological and sociological. The psychological component here is that some people have an unhealthy character, a bad attitude towards colleagues, work. The sociological one is revealed through the theory of informal groups, explaining conflicts through their confrontation.

According to Litvak, each team has three main subgroups. The first is educational and careerist. These are people who study, constantly master new progressive methods, want to improve, make work more efficient. The second group is called cultural and entertainment. These are well-working people, however, performing tasks only "from and to", having their own interests, hobbies or another, more exciting profession. They want to leave everything as it is now, not to make changes, not to learn. And the third group is the so-called alcoholic. The goals of each group are different - the educational and careerist group wants to develop, the cultural and entertainment group wants to be left alone, and the alcoholic group wants to drink.

When only one of the above groups is present in the team, this is a stable team, conflicts in it are unlikely. But already in the presence of a group of educational and careerist and a second group, cultural and entertainment, conflicts are inevitable. The leader is more likely to be educational and careerist, and his task is to form his own dominant group, then the team will be stable and effective, since another group, which finds itself in a minority, will not be able to counteract. Find out who belongs to your group and bet on them, give them support, show that you trust them, that you are of the same group.

What to do with an alcoholic group? Clearly, fired. Because if you do not remove a rotten apple from the plate, everything will go bad. What about cultural and entertainment? If its participants perform tasks well, do not oppose, do not anti-leadership, do not interfere, and the group is small, you can work with them, but know that in the long term they will not become your adherents.

The management style can be chosen from authoritarian, democratic or permissive. The middle one, democratic, is recommended, the authoritarian one can be resorted to in emergency situations, and the conniving one can be used in relation to, for example, simple work that the subordinate has already done many times.

What is better to use - rivalry or cooperation? It may seem that the rivalry is more effective, as colleagues fight each other, work better and better, striving to be appreciated. However, from a strategic perspective, this is more dangerous relationship fraught with a flare-up of the struggle for resources and influence. Cooperation is more profitable in the long run, especially for the educational and careerist group. It gives a caring attitude and support to each employee of the team, which provides over time the trust and a sense of the integrity of the group, whose interests people can put above their own.

Creating a favorable psychological climate in the team

Everyone has heard about the role of the psychological climate, understands its importance, but few people are really involved in it. Moreover, this is necessary and even costly justified, because most conflicts are of a hidden nature, often not even manifested, however, the tension between incompatible personalities is often acutely experienced by both parties, taking away resources that could be invested in the work process.

It is important to create the right psychological atmosphere and invest in the comfort of the participants. So in the educational team, a psychodiagnostics of children was carried out and weak points of interaction were found for each. The children were then asked to sit down as they would like. It is noteworthy that everyone tried to choose a place with that classmate who is complementary to him in terms of personality, thereby compensating for weaknesses. In those teams that take into account psychological features, people get sick less and demonstrate greater productivity.

At work, where there is a favorable psychological climate, employees hold on not because of stability or pay, but because of their desire, they appreciate the state that they receive at work. What are the factors of psychological comfort?

The creation of a positive climate is largely influenced not by the corporate psychologist or the personnel department, but by the immediate supervisor. Equally important is the friendly shoulder of a colleague. Ask employees in a relaxed atmosphere if they feel that there are people nearby who are ready to help and give them a shoulder of support.

The employee must know that he is scolded only for real mistakes. Here he has all the chances to build a career, there are no nepotism and no appointment to senior positions "through connections". Moreover, he should have the opportunity not only professionally and personnel, but personally to grow. Is this a place of work where he learns more, grows above himself intellectually, morally, psychologically? Find out if an employee is willing to stay at work overtime. And, if he is ready, never leave him to work overtime. You must exceed people's expectations, and then they will feel satisfied.

Is there humor in the team? Humor helps to cope with stressful, nervous work, especially in the field of working with people, sales, large transactions. Be sure to regularly celebrate some holidays at work, whether it’s the birthday of an employee, company or generally recognized dates - it doesn’t matter what kind of holiday and on what scale it is celebrated, the important thing is for employees to be together, open up and be liberated.

Some managers take the position that friendship between colleagues is unacceptable. What psychologists do not agree with, arguing the need for interaction of employees through informal channels for natural functioning, comfort and even team building. The person and the workplace must be treated not only as an element of the system, but as an individual. If a person realizes himself as a full-fledged personality at work, this indicates effective work the entire organization.

A manager with problems in a team should reconsider his leadership style and even sometimes himself, character, personal characteristics that manifest themselves in relation to employees. The most acceptable in most organizations today is a flexible, situational leadership style that requires a manager to combine different leadership styles depending on the goals. The authoritarian style becomes more rare and unacceptable, while the democratic one dominates as the main style. From the side of the psychological atmosphere, teams with flexible democratic leadership look much more attractive and are more desirable for applicants.

However, the first mistake most often occurs at the time of team formation due to the lack of professional selection and compatibility diagnostics in order to create a well-coordinated team. The reasons may be the shortcomings of the personnel services, the psychologist and the manager, when they are personally present at the interview. Even if the goal is to reorganize the team later, taking into account the needs and characteristics of the organization and the management team, using the services of professionals, after some time this brings positive results.

Psychologists, unlike, unfortunately, many leaders, have a positive design approach to personality, according to which a person can always be developed. If a person, for example, is conflicted, but, as often happens, a valuable professional, if he has a desire, working with a psychologist, you can reduce the degree of his personal conflict.

Portal for the student. Self-training

Methods for assessing the emotional situation in the team

Creating a favorable psychological climate in the team

Methods for creating a favorable psychological climate in the team

Favorable and unfavorable climate

Climate structure

climate levels

Static

Dynamic

Climate Diagnostics

Signs characterizing the climate

What affects the climate

Creating a favorable climate

Satisfaction as a criterion

Afterword

Tutoring

The concept of socio-psychological climate

Socio-psychological climate in the team and its significance

Creating a favorable psychological climate in the team

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