Every person wants to have a job where the salary is decent, the team is friendly, the workload is light, and full social package. Almost 99% of resumes on various job search sites contain such information. Employers, in turn, offer fewer privileges, but more demands for not always decent pay. On the other hand, it is also important for them not only to find a suitable candidate, but also to obtain the best productivity with the least effort on their part. In large national and international corporations, the practice of working with personnel is successfully implemented not only for the purpose of advanced training (initial training, trainings, seminars, etc.), but also to improve psychological climate in a team. We will learn how to improve it correctly with.

Unfortunately, many medium- and small-scale enterprises do not pay any attention to this issue, which entails a number of problems and difficulties. Each of us is better in some ways and worse in others. It goes without saying that you need to choose a profession depending on your abilities, preferences and experience, but we don’t always do right choice. But there are situations when, for example, you are a beginner designer with great potential and higher education, and, having found yourself in a dysfunctional team, you lose faith in yourself and, without an ounce of regret, change your profession to a completely different one, then regretting after many years that you lost the opportunity to realize yourself in your favorite business. It is not so easy to change the team at your own discretion, being an ordinary employee. Here recommendations are given specifically to the management of the enterprise.

The concept of the psychological climate of a company

So, let's highlight the concept of the psychological climate of a company, or more precisely, the socio-psychological climate (SPC) - this is the general, relatively stable, psychological mood of employees of one enterprise, which is manifested in various forms of activity. Each team, regardless of the number of people, rarely exists separately, and the interaction of its members is inevitable, be it mutual assistance, result orientation, desire for a common goal and corporate spirit on the one hand, and fatigue, hostility, violation of discipline and theft on the other hand.

Naturally, a favorable atmosphere in a team always has a positive effect not only on the psychological state of each employee, but also on financial (or other) indicators to a large extent. When the psychological climate is positive, we can highlight such signs as trust in each other and management, a feeling of security and stability, general optimism and willingness to cope together with even the most difficult situation, pleasant communication, support, sympathy between people, confidence, attention and warmth , cheerfulness, willingness to compromise, free-thinking within acceptable limits, desire and opportunity to develop professionally and intellectually, take a creative approach to solving assigned problems, initiative, and so on.

The opposite situation in the team leads to negative consequences and even the most irreversible ones. Not every manager understands that the human factor plays one of the most important roles in successful work enterprises as a whole. Only occasionally can one observe corporations and network companies, where a business owner can afford to entrust his business to experienced and reliable managers, and enjoy life in peace. In most cases, there is a need for constant independent monitoring.

Determining the atmosphere in a group of people is not that difficult. Even one day is enough to reveal clear signs of team cohesion, psychological state, pace of work and general mood. A primitive example is a private hotel, in which the staff consists of 12-15 people. On the very first day of work, an intern (let it be an administrator) by the evening hears countless stories about each other from employees, and not in the most favorable light. There is no place for staff as such, where people can have lunch and relax in peace. The maids go home early without notifying the manager. At the same time, every employee is afraid and dislikes their superiors. Here we can immediately conclude that if gossip is acceptable, it means that the hostess or owner themselves sets such an example, or does not participate in working with staff and allows such behavior.

Unfavorable working conditions (lack of staff room) cause fatigue, apathy, disinterest in work, and hostility towards management is caused by groundless fines, delays or non-payment wages, personal grievances. Large groups people should be subjected to a more in-depth analysis to identify the causes of an unfavorable psychological climate with subsequent correction of the current situation. The main features of the analysis are:

Employee productivity
Degree of staff turnover
Product quality
Absenteeism and lateness to work
Number of customer and employee complaints
Handling equipment (careless or careful)
Degree of commitment to your team of employees

Factors influencing the psychological climate in a team of workers

What can influence the psychological climate of a team, making it positive or negative? Of course, sanitary and hygienic conditions contribute greatly to this. These include illumination, humidity, room area, degree of comfort of the workplace, air temperature and much more. For example, when it’s winter outside and the room is poorly heated (perhaps in order to save on heaters), employees feel pronounced discomfort in the workplace, and may also get sick and not come to work at all.

The next factor that significantly influences the psychological climate in the team is the manager himself as a leader (). A person who leads a healthy lifestyle, is responsible for his work and has positive moral qualities always acts as a role model among his subordinates. However, here we are talking only about formal leadership. Often a certain mass entertainer appears in a group of people, in other words, an informal leader, who, as a rule, has greater authority than the official leader. The task of the business owner here is to competently direct his efforts in a creative direction, without losing his own authority, otherwise a boycott is inevitable.

In order to create a favorable psychological climate in the team, the manager should select a team where people are compatible with each other in temperament ((material and non-material rewards, a system of sanctions); be a shining example for imitation; set clear goals and control them high-quality execution; create and maintain a corporate spirit (with the help of corporate holidays, corporate uniforms and badges, a good reputation of the company and the prestige of working in this particular company); give everyone the opportunity to realize themselves and have optimistic prospects for the future; ensure normal working conditions.

Generally, favorable psychological climate in the team always has a positive effect on the result of work, because our life is not only monotonous everyday life, but also exciting work that brings us money, pleasure and new experiences.

We are glad to welcome you, dear readers of Valery Kharamov’s blog! The moral and psychological climate in the team is a very important component of the process, on which both the work efficiency of each employee and the success of the company as a whole depend.

Why is it needed?

A favorable microclimate makes it possible to feel the value of both your work (and, accordingly, your personality) and the enterprise itself. And as a result, respect for the leader arises, recognition of his management skills and a desire to cooperate with him, and not to compete or sabotage the process. The overall friendly atmosphere will be noticed by customers. The number of which will begin to grow thanks to the effective way advertising - word of mouth.

The main task of both small firms and large corporations is to create a comfortable work environment, devoid of tension, anger or fear. It is in such conditions that workers will be able to demonstrate their skills, make important decisions together and find ways to overcome difficulties. Because they have one goal - to promote their company.

Signs of a low level of psychological climate

Employee Relations

• Employees are overly demanding and do not forgive mistakes, even the most insignificant ones, reminding them of them at every opportunity.
• Lack of trust, due to which colleagues do not seek advice or support from each other, even realizing that they have more experience and knowledge. The fear of rejection is so prevalent that it is easier for a person to withstand criticism from his superiors for a defective work product than to live through the horror of being perceived by employees as incompetent in his industry. The opportunity to talk about your personal problems and difficulties is out of the question. Although there are such individuals who are not aware of their boundaries, and therefore are capable of “dumping” the most intimate things even to random passers-by.
• Inability to express one’s opinion at meetings and other gatherings. It’s easier to sit back and remain silent, because criticism following the manifestation of initiative can be excessive, or even punishable.
• Internal omissions result in group members having insufficient information about the affairs of their company. I mean their communication link is broken. This is why the transmission of material about completed tasks or unexpected difficulties occurs with glitches. Or absent altogether if someone wants to cause harm to both the company and a colleague.

Relationship with the company

• The group members are not able to take responsibility both for what is happening in it and for the state of affairs of the company itself on the market.
• Dissatisfaction with the place of work, the desire to quit there as quickly as possible and not see anyone else. In the mornings you feel powerless, and all because a large amount of energy is spent on maintaining tension. Which, by the way, can deteriorate not only your overall emotional state, but also your health.

Personal life of employees

• Difficulties in personal life. The fact that in working hours you have to cope with a lot of negative feelings, which also has a destructive effect on a person’s life outside the professional space.
• Difficulties with self-esteem. Due to the lack of feeling that I am in the right place, that the environment accepts and recognizes me, a person may well take personally the fact that the relationship failed, which is why her self-esteem will rapidly fall.

These factors and signs, by the way, may well lead to depression, especially in men, for whom self-expression and professional stability usually come first.

Work strategies

Preventive methods

• It is important to take into account the psychological characteristics of each person when hiring. Therefore, if during the interview some points made you wary, think carefully about whether it is worth letting such a person into your company. Objectively evaluate all the consequences of the manifestation of her character, no matter how professional in her field or close relative she may be.
• Certification of employees should be periodically carried out, especially those who have even a minimum number of people subordinate to them.
• Strict control of the number of employees and vacancies. If there is a shortage, some of the responsibilities have to be distributed among all members of the group, or assigned to one person. And this always threatens the emergence of anger and irritation, which not everyone has the opportunity to express, which is why a tense atmosphere arises. And when there are extra workers, conflicts between them will inevitably arise against the backdrop of competition and clarification of which of them is more important and more valuable.
• One manager should not have more than 6-7 people subordinate to him, otherwise he will not be able to keep track of everyone, and also notice the brewing of a conflict.
• You already know about the value of boundaries from personal space. With their help, the image of another person becomes clearer, what he likes or does not accept, how one can behave with him, and what is better not to do, and so on. The same is true in the work process, if people do not understand what values ​​exist in their company, norms, traditions, plans and attitudes, they may experience anxiety, which will provoke conflicts and feelings of dissatisfaction. Therefore, creating a healthy atmosphere must begin with defining the boundaries of the company.

Conflict situations

They are inevitable, since people are different, with different opinions, life and professional experience, mood and general well-being are in a single process and space. Are you quarreling with your family members?

This means that you have noticed a difference in something, and do not yet know how to deal with it. It is not the conflict itself that is scary, but what it “results into,” especially if it is hidden.

Measures to improve climate

Organize a holiday together, and not only on official holidays. This will not only improve the microclimate, but will also help bring all group members closer together, and possibly create more informal relationships.

Collective celebration will help relieve unnecessary tension, improve emotional state, perhaps clarify some of the nuances and difficulties in relationships, and also create general impressions and memories, returning to which over time, employees will feel closeness and unity. The main thing is that they are positive.

And you shouldn’t be forced to attend such events, it can cause a storm of anger. Over time, they themselves will join, as there will be a desire to participate in the general discussion and celebration.

Trainings. Often, various corporations practice the involvement of coaches and psychologists in order to create a harmonious atmosphere in which there will be a desire to work and give all the best. Some trainings allow you to achieve not only professional, but also personal growth. They allow you, for example, to increase your self-esteem, learn to make decisions, cope with tension and aggression, and improve your communication skills.

1. Highlight informal leaders, give them more power and encouragement, because they are the ones the team trusts, it is their opinion that the team will support, and seek help if difficulties arise. Therefore, if the unspoken leader respects and values ​​you, then when collaborating with him, you can be sure that everyone else will share his opinion, with the exception of special instances. And to become the most chosen group, look at the article about.
2. Regarding conflict resolution, take a look.
3. If you manage to establish relationships with employees, do not forget about such a nuance as maintaining the created atmosphere in the group. As they say: “To break is not to build.” So try not to devalue or invalidate all your efforts. Literally one mistake at first will be enough for everything to go back. If you have changed your approach to colleagues and the work process, then no matter how you are provoked to return to a more familiar system, do not give in. Criticism and punishments must be fair so that no one can doubt your competence. Be sure to look at the rules and techniques.
4. Show by your own example how to talk to colleagues, support and help. If you are a leader, then prove that you trust your subordinates. Try to loosen control, give a more serious task and provide an opportunity to demonstrate your abilities by seeking advice in solving a difficult issue.
5. Managers are not gods, no matter how geniuses they are, which is why they may well make mistakes. It is important to only be able to apologize to your subordinates; this will not make you weak, but on the contrary, it will strengthen your authority and show that you are also a living person. Learn, if you don’t know how, to make concessions and seek compromises with people, even those of lower rank.
6. Choose your leadership style depending on the situation and environment. If you are authoritarian, then at the moment when the situation in the team reaches its peak, you risk receiving a lot of resignation letters, or, in extreme cases, frame-ups, slander, etc. , which was developed by scientists precisely for the purpose of learning to determine when and how to behave.

Conclusion

Creating a favorable atmosphere in a team is not an easy process, but definitely worth it to make every effort. So try it, and everything will work out for you!

The material was prepared by Alina Zhuravina.

Trust and high demands of team members towards each other;

Friendly and businesslike criticism;

Free expression of opinion when discussing common collective problems;

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

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

Satisfaction with belonging to a team;

A high degree of emotional involvement and mutual assistance when a state of frustration arises in one of the team members;

Acceptance of responsibility by each team member.

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

People's attitude towards joint activities;

Relation to each other (both vertically and horizontally).

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

The socio-psychological climate is manifested in people’s attitudes towards each other and the common cause, but this is not all. It affects the relations of people in the world as a whole, on their own attitude and worldview , and this is expressed by the system of value orientations of the individual as a member of a given team. Thus, manifestations of the socio-psychological climate can be direct and indirect.

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

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

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

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

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

Moral (standards of relationship to work and to each other).

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

Despite the positive role of the collective in the development of the individual, it is impossible to extend the patterns of collective life activity to all types social relations. A group can often have a negative impact on specific members and act as an inhibitor—an overwhelming, negative factor in their lives. In this case, they talk about unfavorable SPC in the team.

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

In general, intergroup ideas are characterized by a strong emotional coloring, a sharp evaluative orientation, and therefore often low accuracy and adequacy. Their inherent stereotypicality often leads to preemptive real interaction and unfounded attribution of similar characteristics to all members of a particular group. social group or commonality without sufficient awareness of the possible differences between them.

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

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

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

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

Much attention has been attracted by psychologists to a special phenomenon of human mental life that arises as a result of group influence - the so-called conformity. Conformity is understood as a person’s willingness to submit to real or imagined group pressure, an uncritical change in behavior and attitudes in accordance with the position of the majority, even if internally this position was not initially shared by him.

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

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

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

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

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

Deformations of the socio-psychological climate in the team:

Formalization of official relations and transfer of legitimate functions to employees “close” to management;

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

Restriction of leading types of life activities during irregular working hours;

Priority of physical qualities over spiritual values;

Reducing the value of human feelings and prosocial attitudes due to constant competition;

Mobbing and mutual alienation, the desire to react to one’s traumatic experience with aggressive acts against colleagues.

One of the first to reveal the content of the socio-psychological climate was V.M. Shepel. The socio-psychological climate, in his opinion, is the emotional coloring of the psychological connections of team members, arising on the basis of their sympathy, coincidence of characters, interests, and inclinations. He believed that the climate of relationships between people in an organization consists of three components. The first component is the social climate, which is determined by the awareness of the general goals and objectives of the organization. The second component is moral climate, determined by the accepted moral values ​​of the organization. The third component is the psychological climate, i.e. those informal relationships that develop between employees.

The psychological dictionary gives the following definition of socio-psychological climate. Socio-psychological climate is a qualitative aspect of interpersonal relationships, manifested in the form of a set of psychological conditions that promote or hinder productive joint activities and the comprehensive development of the individual in a group.(12) Key Feature The socio-psychological climate is that it gives a generalized, integral characteristic of the psychological state of all manifestations of the life of the team, since it combines the interaction of the entire variety of social, group and personal factors as conditions of work activity.

The phenomenon of social-psychological climate includes the concept of the state of the psychology of the organization as a whole. Developed specific system indicators, on the basis of which it is possible to assess the level and state of the socio-psychological climate. When studying it using a questionnaire, the main indicators are usually taken as follows:

• 1) satisfaction of the organization’s employees with the nature and content of work, relationships with work colleagues and managers, the company’s management style,
• 2) the level of conflict in relations between employees of the organization, conflict between members of formal and informal groups,
• 3) the level of cohesion of the organization’s team,
• 4) the degree of coincidence between the formal and informal leaders of the organization.

Mathematical analysis of the data obtained during the survey allows us to identify the characteristics and factors of a favorable and unfavorable climate, the formation and improvement, which requires managers and psychologists in companies to understand the emotional state of people, mood, and relationships with each other.

Many managers believe that the socio-psychological climate is something difficult to perceive: on the one hand, it seems to exist, but on the other, it is quite difficult to feel. In this case, you should turn to the opinion of a particularly sensitive category of employees who have worked at the enterprise long enough to be able to assess the peculiarities of the relationship, and not long enough to get used to it, to give up on this relationship. According to psychologists, these are people who have worked in a team for 10-15 years.

The state of the socio-psychological climate is one of the leading indicators of a manager’s work. It depends on good, friendly relationships, enhanced by positive motivation, mutual respect, successful leadership, good communications, cooperation, and mutual assistance. Achievement high level The socio-psychological climate is a long process, which is almost impossible to implement in a short time on the basis of appeals and slogans.

A healthy socio-psychological climate in a team matures slowly and is difficult to maintain at the required level. The state of the microclimate in a team, like the weather, can change from day to day. Fluctuations in people's moods and states can quickly change under the influence of unexpected, both favorable and unfavorable conditions. Unfortunately, the nature of human memory is such that he often forgets the good and remembers the bad for a long time, and therefore negative, negative emotions can sharply worsen positive attitude employee and influence his performance of production tasks for a long time.

To determine the quality of the socio-psychological climate, it is necessary to analyze all its structural components. In the structure of the socio-psychological climate, B. D. Parygin distinguishes 2 main divisions - people’s attitudes to work and their relations to each other. The entire diversity of these relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective. (7)

By subject-matter we mean the direction of attention and the nature of a person’s perception of certain aspects of his activity. By emotional - the attitude of satisfaction or dissatisfaction with these aspects of activity.

In addition, B. D. Parygin emphasizes, the socio-psychological climate determines people’s attitude towards the world as a whole and their perception of themselves in it. (7) And this, in turn, can manifest itself in the entire system of value orientations of an individual who is a member of a given team . Climate manifests itself in a certain way in the attitude of each member of the team towards himself.

It turns out that the structure of manifestations of the socio-psychological climate consists of people’s attitude towards each other, towards the common cause, towards the world and towards themselves.

The most important signs of a favorable socio-psychological climate are:

• -- trust and high demands of group members towards each other;
• - friendly and business-like criticism;
• - free expression of one's own opinion when discussing issues affecting the entire team;
• -- lack of pressure from managers on subordinates and recognition of their right to make individual decisions that are significant for the group;
• - satisfaction with belonging to a team;
• -- a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration in any of the team members;
• - acceptance of responsibility for the state of affairs in the group by each of its members.

Another important criterion influencing the climate in a team is conflicts. Conflicts are an eternal companion of our lives. And therefore, even the most consistent policy of humanization in enterprises and institutions and best methods governance will not protect against the need to live in conditions of conflict. The word “conflict” has a Latin root and literally means “clash.” The basis of any conflict is a contradiction, which usually leads to either constructive (for example, strengthening group dynamics, team development) or destructive consequences (for example, the collapse of the team). Thus, conflicts in general view can be classified as constructive - with a positive sign and destructive - with a negative sign.

Any conflict situation, in addition to the conflict itself, includes a set of causes and conditions preceding the emergence of disagreements. (11) That is why, in a certain sense, a conflict situation should be understood as a confluence of psychological prerequisites, social conditions And production reasons a potential conflict that has not yet occurred, threatening to break down into a real labor conflict, which arises when the conscious behavior of one of the parties comes into insoluble conflict with the interests of the other party.

The opposite situation in a team leads to negative consequences and even the most irreversible ones. Not every manager understands that the human factor plays one of the most important roles in the successful operation of the enterprise as a whole.

Unfavorable working conditions (lack of staff room) give rise to fatigue, apathy, disinterest in work, and hostility towards management is caused by groundless fines, delays or non-payment of wages, and personal grievances. Large groups of people should be subjected to more in-depth analysis to identify the causes of an unfavorable psychological climate with subsequent correction of the current situation. The main features of the analysis are:

• · labor productivity of workers;
• · degree of staff turnover;
• · product quality;
• Absenteeism and lateness to work;
• · number of complaints from clients and employees;
• · handling of equipment (carelessness or accuracy);
• · degree of commitment to your team of employees.

Based on the above, a distinction is made between favorable and unfavorable social and psychological climate in the organization.

A favorable climate is characterized by optimism, joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, openness of communication, confidence, cheerfulness, the opportunity to think freely, create, grow intellectually and professionally, and contribute to development of the organization, make mistakes without fear of punishment, etc.

Not favorable climate characterized by pessimism, irritability, boredom, high tension and conflict in relationships in the group, uncertainty, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, reluctance to invest effort in a joint product, in the development of the team and the organization as a whole, dissatisfaction, etc. psychological climate conflict team.

Thus, the socio-psychological climate as a qualitative aspect of interpersonal relationships manifests itself in the form of a set of psychological conditions that promote or hinder productive activity and personal development in a group, which reflects the nature, content and direction of the real psychology of the organization’s members.

The leader can purposefully regulate the nature of relationships in the group and influence the SEC. To do this, it is necessary to know the patterns of its formation and carry out management activities taking into account the factors influencing the SEC

Foreign researchers highlight such an important psychological concept as the trust of team members in each other, which is the basis of organizational success (Robert Bruce Shaw). On the one hand, trust is a problem of relationships between people, i.e. an important component of the organization's security system. But from a broader point of view, trust is a powerful universal force that influences almost everything that happens within an organization and in the relationships between organizations and is at the same time a structural and cultural characteristic of the organization. An essential element in the general concept of socio-psychological climate is the characteristics of its structure. In the structure of the SEC, it is obvious that there are two main divisions - people’s attitude to work and their attitude to each other.

The most important problem is to identify the factors that shape the socio-psychological climate in the team. Most important factors The level of professional psychological climate in the team will be determined by the system of selection and placement of administrative personnel, as well as the personality of the leader. The climate of the team is also influenced by the personal qualities of the leader, the style and methods of leadership, the authority of the leader, as well as individual characteristics team members.

The leader influences almost all factors that determine the socio-psychological climate. The selection of personnel, the encouragement and punishment of team members, their promotion up the career ladder, and the organization of workers’ labor depend on it. Much depends on his leadership style.

Team management is a combination of science and art. From the point of view of American management, the essence of management is to do the work not with one’s own hands, but with someone else’s hands. In fact, an even more difficult task is to make not only other people’s hands work, but also other people’s heads. Therefore, it is unreasonable to rely only on yourself, considering yourself omniscient and able to do everything. You should never do for yourself what subordinates can and should do (except in cases of personal example).

The implementation of each task must be monitored and evaluated (forms of control should not be totalitarian); lack of control may lead the employee to believe that the work he is doing is unnecessary. There is no need to turn control into petty custody. If offered by an employee independent decision the problem does not, in principle, contradict the point of view of management; there is no need to fetter the employee’s initiative and argue over trifles.

Each employee's achievement and initiative should be immediately celebrated. You can thank a subordinate in the presence of other employees. A person is encouraged by a positive assessment of his actions and upset if success in his work is not noticed and appreciated. When an employee turns out to be more talented and successful than his manager in some way, this is not something negative; the good reputation of subordinates is praise for the leader and is credited to him.

There is no need to reprimand a subordinate who has committed a minor offense in the presence of other persons, employees or subordinates; humiliation of a person is not best way education. There is no point in criticizing people. More constructive would be criticism of their mistakes, indicating from what shortcomings such errors may occur. And even more so, there is no need to point out these shortcomings in a person - he must draw all the conclusions himself.

IN conflict situation the use of harsh, insulting words will be destructive (if the situation can be resolved without them). It is very important: a spark of respect, and especially sympathy, planted by a leader in the soul of a subordinate can charge him for creative selfless work, regardless of time.

Precise formulation of your thoughts: the manner of speaking reveals professional literacy, managerial competence, and general culture. An easily outlined and formulated thought encourages communication and eliminates the potential for conflict caused by misunderstanding. A correctly made remark eliminates unnecessary irritation. Sometimes it is useful to make comments in the form of a question: “Do you think there is a mistake made here?” or “What do you think...”

The ability of a leader to defend the interests of the entire team and each of his subordinates is good remedy gaining authority and uniting workers into a single group.

Trust and distrust are the most important personality qualities on which the socio-psychological climate in the team depends. Excessive, excessive gullibility distinguishes inexperienced, easily vulnerable people. They find it difficult to be good leaders. But the worst thing is suspicion of everyone. The mistrust of a leader almost always breeds mistrust of subordinates. By showing distrust of people, a person almost always limits the possibility of mutual understanding, and therefore the effectiveness of collective activity.

Delegation of authority stimulates the development of abilities, initiative, independence and competence of subordinates. Delegation often has a positive effect on employee motivation and job satisfaction.

Objective contradictory situations that arise in people’s activities create the potential for conflicts that become reality only in combination with subjective factors. Whatever objective conditions exist, people ultimately come into conflict, therefore, how it develops depends on their attitude to the situation, their perception of it. The human factor in the emergence of conflict is associated both with the characteristics of the team and with the individual personal characteristics of people. The psychological climate that has developed in a team influences the background level of conflict in it, how people experience tense situations. stressful situations. The escalation of complex situations into conflicts is more often observed in teams with a low level of development, characterized by the disunity of its members, the lack of unity between them on issues of joint activities and other aspects of interaction. The level of development of the collectivist principle itself turns out to be one of the factors that determines the collective’s ability to optimally overcome difficulties and difficult situations and, conversely, the potential tendency for conflicts to arise. The predominance of one or another personal qualities among members of a team, it influences the relationships that develop within the team, the nature of its mental state, gives it a certain peculiarity that can promote or hinder its unity. They especially hinder team cohesion negative traits character: touchiness, envy, painful pride.

In general, conflict is understood as a collision of oppositely directed actions of workers caused by divergent interests, views, and aspirations. Conflict comes with tension in relationships.

Frequent causes of conflicts are:

Disadvantages in the organization of rationing and remuneration. The spiritual comfort of people largely depends on the degree of implementation of the principle of social justice. It is very important that those workers who work better receive more.

Disadvantages in the organization of management caused by the incompetence of the manager, the discrepancy between his personality and the level of maturity of the team; his insufficient moral education, as well as low psychological culture.

Imperfection of the team itself or its individual members: lack of conscious discipline, which hinders the work of the leader and the development of the entire team; the prevailing rigidity and inertia in the structure of the team’s activities, which leads to great resistance to innovation, unhealthy relationships between regular workers and newcomers; psychological and moral incompatibility of individual team members, enduring personal misfortunes and troubles individuals on relations in the workforce, etc.

Team unity involves, first of all, identifying the causes of conflict and carrying out appropriate preventive work, which can be carried out in the following areas:

Improving the organization and working conditions, ensuring rhythm and strict coordination production process, which causes moral satisfaction with work among employees;

Personnel selection and correct placement personnel, taking into account their socio-professional characteristics and psychological compatibility, which reduces the likelihood of conflict;

Development of criticism and self-criticism, etc.

However, it is impossible to completely avoid conflicts in a team. As a rule, no team can do without conflicts. Moreover, conflicts have both negative and positive consequences. They help team members get to know each other, gain a more complete understanding of mutual expectations and claims, and the administration - about shortcomings in the organization of work, everyday life, and production management. Therefore, it is very important that the clash of views and positions of the conflicting parties does not alienate them from each other, so that controversial issues are resolved and cease to be controversial, so that the conflict does not take a destructive path. In this regard, the behavior of those in conflict, the culture of conflict, acquires special significance.

Thus, the socio-psychological climate is psychological attitude in a group or team. The main factors of the psychological climate: vertical and horizontal relationships, their style and norms, and then various components of the production environment (organization and working conditions, stimulation system). The nature of the socio-psychological climate generally depends on the degree of development of the team. There is a direct positive connection between the socio-psychological climate of the team and the effectiveness of the joint activities of its members.

The socio-psychological climate is the result of the joint activities of people and their interpersonal interaction. It manifests itself in such group effects as the mood and opinion of the team, individual well-being and assessments of the living and working conditions of the individual in the team. These effects are expressed in the relationships associated with the labor process and decision common tasks team.

Members of a team as individuals determine its social microstructure, the uniqueness of which is determined by social and demographic characteristics (age, gender, profession, education, nationality, social origin). Psychological characteristics of the individual contribute or hinder the formation of a sense of community, that is, they influence the formation socio-psychological climate in the workforce.

An effective team: has clear goals; all members are not indifferent to each other; they are open to each other; relationships between people are characterized by a high degree of trust; decisions are made by consensus or, if alternatives exist, after obtaining the consent of all members; people are dedicated to the team and strive to make its work even more effective; conflicts that arise are resolved without outside interference; all members take into account not only the ideas and opinions, but also the feelings of their fellows (these can be expressed openly); roles are clearly distributed; makes every effort to achieve a common goal; Constructive relationships have been established with other groups and teams.