Personality is a general complex of human traits that determine its uniqueness and individuality. The personality structure consists of three main subsystems. The most important subsystem is the biological subsystem. Here we consider the gender of a person, his age, character, features of his thinking and perception, temperament, appearance, physical features of the whole organism, a person, his innate traits that he inherits from his parents. Next comes the subsystem of human knowledge and experience, i.e. those qualities that the manager must directly take into account when hiring a person and giving him specific powers. This subsystem must be constantly developed and supplemented if a person is interested in his knowledge being in demand in a particular organization. The next concluding subsystem is the social subsystem, which reflects how a person interacts with the people around him, how communicative he is.
Personality is characterized by a basic set of traits or qualities. The most common approach identifies the so-called big five traits, which fully describe the profile of a particular person. These include:
1) extraversion. It characterizes the degree of sociability of a person. People in whom this trait is expressed to a low degree - introverts, as a rule, are very closed, prefer individual work that does not require contact with a large number of people;
2) emotional stability. It characterizes the degree of emotional stability of a person. People with a slightly expressed feature of emotional stability, as a rule, are irritable, easily enter into conflicts, unrestrained;
3) openness to the hoof. It characterizes how much a person is trainable, ready for knowledge and self-improvement, how easily he accepts the experience and knowledge of other people in his business;
4) readiness for interaction, cooperation. People with a high degree of this quality are trusting, good-natured, direct in communication;
5) discipline, responsibility.
People with an unexpressed line of responsibility are careless, irresponsible, often do not complete the tasks assigned to them on time. Such people should not be trusted with responsible and important tasks.
Personality types:
nervous type,
sentimental type,
stormy type,
passionate type.
Of particular interest is the Myers-Briggs typology developed in the United States in the late 1950s. based on the ideas of the Swiss psychologist C. Jung, who introduced the concept of two universal types - extraverted ("turned outwards") and introverted ("turned inwards"). Extroverts are sociable, active, optimistic, mobile, by temperament they are sanguine or choleric. Introverts are uncommunicative, reserved, separated from everyone, in their actions they are guided mainly by their own ideas, they are serious about making decisions, they control their emotions. Introverts include phlegmatic and melancholic people. However, in life, absolutely pure extroverts or introverts are rarely found. In each of us there are features of both those and others, it depends on innate properties nervous system, age, upbringing, life circumstances.
I. Myers-Briggs set out to substantiate the idea of individual differences even more objectively. The result of the research was the creation of Myers-Briggs type indicators based on the identification of:
Two various ways replenishment of energy reserves and concentration of attention (scale "extroversion - introversion");
Two opposite ways of collecting information (scale "sensory - intuition");
Two different ways of making decisions (scale "thinking - feeling");
Two different ways of organizing their interaction with the outside world (scale "decision - perception").
Each person, by virtue of his individuality, occupies certain place on these scales, which determines his belonging to one of the personality types. According to his psychological type, a person can be: an extrovert (E) or an introvert (I); sensory (S) or intuitive (N); thinking (T) or feeling (F); decisive (J) or receptive (P).
Depending on the predominance of one or another quality of character, a person belongs to one of 16 types. For example, administrators and managers, dentists, police officers and investigators, auditors, financial inspectors and the military are of the ISTJ type; orderlies, heads of offices, educators, librarians, health officers - to the ISFJ type; educational consultants, clerics, doctors, media professionals, teachers - to the INFJ type, etc.
To describe and analyze organizational behavior, organizational-level cognitive variables are often used: personality and attitudes. They differ in that personality is usually perceived as a whole, and attitudes are components of personality, used to describe it or explain behavior.
Attitudes have emotional, informational and behavioral components.
The emotional component includes people's feelings with a positive, neutral, or negative aspect about the object in question. Emotions are associated with job satisfaction, and the expression of emotions is very important in human behavior in the workplace.
The information component includes the beliefs or information that an individual has about an object, and it does not matter at all whether this information is accurate or reliable.
The behavioral component determines the tendency of a person to behave in a certain way in relation to an object. It is important to note that only the behavioral component of the set is observable. For other components, only conclusions can be drawn.
Installation functions (according to F. Lutens):
1) the function of adapting to their working environment (if the management treats employees well, then a positive attitude towards the organization as a whole is formed);
2) the function of protecting one's own ego (helping the employee to protect the image of himself, his behavior in relation to a particular object);
3) the function of expressing value orientations (attitudes are the basis that helps a particular person or group of people express their value orientations);
4) a cognitive function that allows people to acquire the necessary norms and points of reference, in accordance with which they organize the world around them. No matter how objectively a person perceives reality, attitudes towards people, events, objects and phenomena help him to comprehend what is happening around him.
The essence and significance of perception.
A person's behavior is largely determined by how he perceives the situation in which he is. Accordingly, by changing the perception of a person, one can partially or completely change his behavior. Perception makes it possible to explain many of the mistakes and prejudices made in the practice of personnel management - when selecting people in an organization, evaluating their performance.
Perception is the process of receiving, processing and interpreting information from the external environment by a person. The result of the perception process is information that is the source material for making individual decisions and implementing the appropriate behavior model.
The process of perception can be divided into four stages:
1) obtaining information from the environment and its selection;
2) structuring information;
3) interpretation of information;
4) reproduction of information.
The perception of a person is influenced by his motives, needs, interests, experience and expectations.
Assessing the perception, and, accordingly, the behavior of people, it is necessary to determine whether this behavior is caused by internal or external causes. It depends, for example, on the following points: specificity, consistency and consistency of actions.
Perception can lead to various kinds of errors and distortions, which can also be the cause of inadequate and ineffective management decisions. These are factors that, for one reason or another, prevent a person from adequately perceiving information, provoke its distortion and subjectivity. The most common of these are:
1) stereotypes;
2) opinions of other persons, groups;
3) negative past experience;
4) selective, or selective, perception. A person perceives the situation according to those characteristics that are most significant for him;
5) the Gallo effect, (one characteristic is used to judge the overall impression of a person or situation)
Role behavior in the organization. personal business conduct.
A person in the process of communication, performance of labor and domestic duties is inclined to assume and perform certain social roles. Coming to a new organization, the employee initially looks at the members of the group, and the group at this time looks at the person. The definition of a role can be voluntary, when a person independently chooses for himself a certain strategy of behavior that meets his principles, views, or his role in the group is established by the team itself. Depending on the purpose of division into roles, they can be defined according to several principles:
1) according to the function performed in the organization, type of work. From this point of view, an employee can be assigned one of the following roles:
a) consulting on organizational issues. There may be a representative of the marketing department, for example, who, based on an analysis of demand, recommends the production department to produce some new product or service;
b) search, processing and presentation of information. As a rule, the same marketers and employees of the competitive intelligence service;
c) design and development. People involved in modeling the production process, developing new products, as well as creative workers involved in planning innovations in an organization in order to increase its competitiveness
d) control and correction. Technologists, managers who control internal organizational processes.
2) depending on the model of behavior that is expected from the employee in this organization. These roles are often defined by interpersonal relationships within the team. In accordance with this principle, the following roles are distinguished in the organization:
a) support. Team members who can reassure and support colleagues tend to be approached for emotional rather than professional support;
b) encouragement. Even in a crisis in the organization, people remain positive and convey this positive attitude to colleagues. They always give arguments in favor of the fact that everything is going well. In the absence of a person with such a role in the team, employees can quickly become depressed and reduce their efficiency;
c) criticism. The tendency to criticize everyone and everything, constant dissatisfaction with the status quo. As a rule, such people are not very objective, but still sometimes help over-optimists to face the truth;
d) leadership. Such people may biasedly demand submission from colleagues due to pride and selfishness. Such a person feels it necessary to be. endowed with power over at least one person. In organizations, there is also the role of the jester. A jester person always jokes, cheers, relieves tension in the team.
personal business conduct.
Each employee in the company is an individual and one way or another is revealed in interpersonal behavioral contacts. In order to better understand the business behavior of an employee, it is necessary to reveal the behavioral manifestations of his "I". It is formed from childhood, when the child begins to say: "I myself." The characteristics of the personal "I" are realized by the employee of the company, primarily as basic attitudes towards a certain manifestation of business behavior. They express dependence on their own desires (“I want”), on their capabilities (“I can”), on certain obligations (“I must”), on efforts to fulfill them in order to achieve the goal (“I strive”).
These attitudes can be more or less stable, but they can change depending on situations, and also turn into their opposite, acting in the form of psychological barriers (“I don’t want”, “I can’t”, “I don’t need to”). They put the personal "I" in a situation of choice, in which one or another decision is made: a person weighs the desired and the real, the possible and the feasible, the proper and the obligatory, thereby determining for himself the feasibility of decisions in striving for the intended result. This is how the “I”-position of the personality is fixed. In the mind of the individual, negative attitudes towards certain types of work can be combined with positive ones, coming into conflict: “I want to, but I’m unlikely to be able, although I need to”; “I can, but I don’t really want to, although I need to”; “I can and I want, but no one needs it”; “I don’t really want to, I can’t really, but they force me.”
In all "fields of tension" various types of attitudes towards the personal "I" collide. All of them are diverse and act with varying degrees of intensity, creating in each specific case a special modality: a modified correlation of variables that affect one or another awareness of one’s own “I” and the choice of a certain “I” position.
Understanding the attitudes of the individual in their various combinations makes it possible to explain the contradictions in her mind that arise as a result of their mismatch. This is what creates the internal "field of tension" of the individual. It can be positive when a person seeks to manifest his need for creative self-realization, primarily through the “I want” attitude, and when there is everything for this. the necessary conditions (creative work, managerial support, mutual understanding of employees, organizational incentives). In this case, the person works "for the sake of interest", and the intensity of her work turns out to be a facilitating factor in business behavior.
The activity of the individual is manifested in her desire to creatively realize herself in attractive types of work. This harmonizes the “I want” and “I aspire” attitudes. If this does not happen, if the person cannot show his creativity, then her attitude “I strive” goes out in a formal relationship to work. The choice of work "to your liking" is the main motivator of the business behavior of the individual.
In this case, the setting “I strive” manifests itself on an emotional-volitional basis, actualizing the resources of the individual. The employee has motives: “to get to the bottom of the root cause”, “to find the optimal solution”, “to outline a perspective”, “to help the company”, “to get satisfaction”, “to earn recognition”, “to be a key figure”. A directly opposite model of a person’s business behavior arises when the “must” and “want” attitudes collide in his mind, but the first one dominates: the person does not want to do the work that needs to be done. This contradiction awakens a negative "field of tension". But it can be "filled" with motives that make it easier to perform unattractive tasks. Thus, a survey of young workers showed that, despite the unattractiveness of many types of work that they have to perform, they still most often perform it successfully, and at the final stage.
It turns out that in the process of performing such tasks, young workers have motives that somehow compensate for their unattractiveness. They answered that this happens because you “gradually get involved in work”, “you don’t want to expose yourself to criticism”, “you don’t want to come into conflict with others”, “you still have to work”, “I want to get rid of unpleasant work as soon as possible "," It is necessary to have time to do other work. These are negatively conditioned motives that are grouped around the “must” setting, activating it. They help to work when the need for creative self-realization is blocked, so the “I have to” attitude pulls the “I can” attitude along with it, reinforcing it “from the inside”.
In this case, the “strive” attitudes are reproduced on a rational-volitional basis. However, the “must” attitude can manifest itself paradoxically. This happens when it is reinforced by positively conditioned motives. Young workers explain the performance of unattractive tasks as follows: “I don’t want to let others down”, “I want to justify the trust of the manager”, “I want to be no worse than others”, “I want to look better than others”, “I want to see what happens”, “I want to get money". These motives are grouped primarily around the “I want” attitude, activating it, but this attitude itself manifests itself in connection with the “must” attitude, emotionally “coloring” it and thereby facilitating the pursuit of the goal. In this case, the setting “I strive” is reproduced on a rational-volitional and emotional-volitional basis.
The “I want” attitude, with all its motivation, is, as it were, absorbed by the “must” attitude, which is thereby strengthened. This or that motivation arises depending on what a person expects, what he fears and what he hopes for, therefore his motives turn out to be due to what should be avoided and what is supposed to be acquired. They are a dual psychological determinant of a person's business behavior: on the one hand, one must be a diligent worker, and on the other hand, one must be able to comprehend this work with such a motivation that would soften the subordination to the "should" setting.
In order to understand the psychological specifics of the regulation of business behavior of an individual, it is important to keep in mind the following pattern: managers treat employees the way they treat their work. They identify in employees, first of all, such basic characteristics of business behavior as initiative and diligence, and consider inertia as the antipode.
Initiative employees are able to take a creative approach to business, use circumstances resourcefully and promptly, choose the best, as it seems to them, option to achieve the goal; they can give counter proposals, advice, trying to make the work more interesting, faster, better.
Executive employees are able to bring the matter to the end, work conscientiously, accurately, accurately, economically, disciplined, can be in a state of labor activity long time. In the divisions there are always initiative and executive workers in " pure form”, but most often initiative and diligence are somehow combined. However, there are situations when an initiative worker can become inert if no one needs his initiative.
In inert behavior, a person can imitate work, submitting to the requirements of the leader formally. Not wanting to protest, the worker seeks to justify his conformity common sense. The attitudes of his self-consciousness manifest themselves as a knot of contradictions: “I must, although I don’t want to”; “I can do it, although it is not necessary”; “I’m trying to get off as soon as possible, because I don’t want to.” This means that in the mind of the individual there is a process of losing the personal significance of the functions performed by him under the created working conditions. The paradox manifests itself in the fact that the preservation of one's "I" turns out to be illusory and possible when the work itself loses its meaning.
However, there may be such a situation when the employee wants to perform the task on his own initiative, but he lacks professional knowledge and experience. In this case, the contradiction between “I want” and “I can” is not recognized or underestimated, therefore it can be resolved in a false, inadequate way. For example, the desire to achieve a result can be so strong that there is a phenomenon of extremely relaxed behavior, when the employee overestimates his capabilities. And although the behavior of the individual was proactive, it turned out to be inadequate to its capabilities. This paradox of business behavior manifests itself as an "impotence initiative" in an irresponsible solution to a problem situation.
Another paradox of proactive business behavior arises when the initiative is shown in a situation that does not require it at all. Employees, especially young ones, cannot always foresee the consequences of their initiative behavior, since in their minds the initiative is associated with a positive end result. However, it is hardly expedient to show it where just extremely precise execution is required. In these cases, the departure from the executive functions of business behavior leads to negative sanctions against the initiator when he did something that hinders rather than helps the cause. There is a paradox "the initiative is punishable", which is caused by the desire to make the task "more correct" than it should be. But the paradox of a punishable initiative can also arise when it is useful, but disrupts the usual course of a poorly organized business and seems too troublesome to the management.
Various forms of business behavior of a person are a response to one or another method of managerial interaction, therefore, the socio-psychological specificity of a person’s business behavior depends on how the system of this interaction is organized along the “vertical”, “diagonal” and “horizontal”.
Typologies of determination methods personal qualities employees and the characteristics of the role distribution in the group, the relations of the group's employees to each other are quite diverse, but the following sets of methods are most often distinguished:
The method of observation (external) consisting in a deliberate, systematic, purposeful and fixed perception of the external manifestations of the human psyche. The method requires considerable time, special training and labor-intensive;
The method of self-observation (introspection) is a person's observation of his own mental manifestations. Usually the conclusions that a person makes on the basis of self-observation are subjective, inadequate and can be used to analyze self-esteem and when compared with the opinions of others;
A large group of personality questionnaires, or tests, to determine various personality traits and qualities, such as temperament, character, intelligence, creativity, behavioral motives, value orientations, factors influencing behavior, etc.
Sociometry is a method of psychological study of interpersonal relations in a group in order to determine the structure of relationships, roles and statuses of group members, including the identification of informal leaders, psychological compatibility. There is a set of tests to determine the socio-psychological climate in the group, the relationship to the leader, to the manager, to identify the leadership style;
Methods of questioning, interviews, conversations, allowing to obtain information by answering written or oral questions of a specialist.
Introduction 3
Chapter I Theoretical basis problems of interaction between the individual and the organization 5
1.1. personality and its social characteristics 5
1.2. Adaptation and interaction of the individual in the organization 9
1.3. Personality in the assessment of the organization 15
1.4. The quality of the working life of an individual in an organization 19
Chapter II. Experimental study of the characteristics of the interaction of the individual in the organization and the quality of working life 25
2.1. Organizational characteristic 25
2.2. Analysis of the features of the interaction of the individual in the organization and the quality of working life 28
2.3. Suggestions and recommendations 32
Conclusion 38
References 40
Introduction
Democratization and humanization public life and turning to face the person are the main features of the 20th century. In modern management, the humanistic concept is becoming increasingly important. In accordance with it, a person is the main subject of management, which cannot be considered as labor resource. This philosophy is widely promoted by the leaders of Japanese business and consists in considering a person as a member of the family (company), and the function of management is to manage the social being (person).
According to this approach, Prof. L. I. Evenko, not a person exists for an enterprise, but an enterprise for a person, and, based on the individual characteristics of employees, the strategy, structure and management process at the enterprise are built. In the center of coordination of joint efforts is the self-management of labor collectives and intra-company relations, the mass participation of employees in making collective decisions, training directly at the workplace with the participation of mentors, monitoring the behavior and compliance with the Internal Labor Regulations with the help of leaders of informal groups. At the same time, clear directive intra-company planning, labor rationing, the growth of production automation, a rigid organizational culture, i.e. a person has a high degree of freedom in a clear organizational framework and is motivated for high end results of work.
The results of collective work, the psychological climate, the satisfaction of workers with work come out on top in the totality of factors that determine the quality of working life. In this connection special meaning the problem of the comprehensive development of a person's personality acquires as the most important component of the global life goal of a humane society.
Problems of behavior and interaction of workers in the organization are considered by a number of scientists. They are studied, first of all, in the works on personnel management by Kokhno P.A., Miryukov V.A., Komarov S.E., Vesnin V.R., Ivantsevich D., Shekshni S.V., Krichevsky R.L. , Krasovsky Yu.D., Grishina N.V., Bazylev I., Emerson N., Vikhansky O.S., Naumova A.I. and etc.
At the same time, there are no special works in the literature (with the exception of a few teaching aids) devoted to the problem of behavior and interaction of a person in an organization.
The importance and relevance of the problem under consideration determined our choice of the research topic: “Personality in the organization”.
The object of our work can be defined as follows - the nature of the interaction between the individual and the organization.
The subject of the study is the behavior and interaction of an individual in an organization (on the example of a structural unit of OJSC MMK).
The purpose of the study is to characterize the behavior and interaction of the individual in a modern organization.
The purpose and subject of the study included the solution of the following tasks:
1) characterize the personality from the standpoint of its social characteristics;
2) consider the processes of adaptation and interaction of the individual in the organization;
3) identify the features of personality assessment by the environment in the organization;
4) analyze the concept and role of the quality of a person's working life on his behavior in the organization;
5) to carry out an empirical study of the characteristics of the interaction of the individual in the organization and the quality of working life.
Research structure. This course work consists of introduction, two chapters, theoretical and practical, conclusion, bibliography and appendix.
The personal development of an individual in an organization is related to his career. Career is the result of a conscious position and behavior of a person in the field of work, associated with official or professional growth. A career - the trajectory of his service movement - a person builds himself, in accordance with the characteristics of intra- and extra-organizational reality, and most importantly - with his own goals, desires and attitudes.
Types and stages of career. There are several principal trajectories of a person's personal development within a profession or organization that will lead to different types careers.
1. Professional career- the growth of knowledge, skills and abilities. A professional career can go along the line of specialization, deepening in one chosen at the beginning of the professional path, the line of movement) or transprofessionalization (mastering other areas of human experience, rather associated with the expansion of tools and areas of activity).
2. Intraorganizational career - associated with the trajectory of a person in the organization. She can go along the line:
· vertical career - job growth;
· horizontal career - promotion within the organization, for example, work in different departments of the same level of hierarchy;
· centripetal career - advancement to the core of the organization, the control center, ever deeper involvement in decision-making processes.
When meeting with a new employee, the HR manager must take into account the stage of the career that he is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation.
Phases of professional development. The career stage (as a point on the time axis) is not always associated with the stage of professional development. A person who is at the stage of advancement in another profession may not yet be a high professional. Therefore, it is important to separate the career stage (the time period of personality development) and the professional development phases (periods of mastering activities).
Career planning. One of the areas of personnel work in an organization, focused on determining the strategy and stages of development and promotion of specialists, career planning.
This is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, the strategy and plans for its development, which is expressed in the preparation of a program for professional and job growth.
The list of professional and job positions in the organization (and outside it), fixing the optimal development of a professional to occupy a certain position in the organization, is a career chart, a formalized idea of what path a specialist must go in order to obtain the necessary knowledge and master the necessary skills to work effectively in a particular location.
Career planning in an organization can be handled by the HR manager, the employee himself, his immediate supervisor (line manager). Key career planning activities specific to different planning subjects.
career conditions. Promotion is determined not only by the personal qualities of the employee (education, qualifications, attitude to work, the system of internal motivations), but also by objective ones.
Among the objective conditions of a career:
the highest point of a career is the highest position that exists in a particular organization under consideration;
career length - the number of positions on the way from the first position occupied by an individual in the organization to the highest point;
position level indicator - the ratio of the number of persons employed at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is at a given moment in his career;
indicator of potential mobility - the ratio (in a certain certain period of time) of the number of vacancies at the next hierarchical level to the number of persons, occupation at that hierarchical level where the individual is located. Depending on the objective conditions, an intra-organizational career can be promising or dead-end - an employee can have either a long career line or a very short one. The HR manager, already when accepting a candidate, must design a possible career and discuss it with the candidate based on individual characteristics and the specifics of motivation. The same career line for different employees can be both attractive and uninteresting, which will significantly affect the effectiveness of their future activities.
Recently, most companies have paid special attention to planning the career of their employees, because the correct use of internal human resources becomes more profitable than attracting personnel from outside - this is due to the need to both include a new employee in the corporate culture, and the mandatory additional training of the employee to start working in the organization , since the specialization given by the specifics of a particular in-house technology is becoming increasingly important.
Career management. To create an effective employee career management system in an organization, three interconnected subsystems must be created within the organization:
1) the subsystem of performers - contains information about the abilities, interests, motives of employees.
2) work subsystem - contains information about all kinds of tasks, projects, individual roles, the execution of which is necessary for the organization.
3) management information support subsystem - combines information about performers, work and accepted practice of moving employees, assigning them to certain types of work and positions.
The presence of these three subsystems makes it possible to create an intracorporate labor market, hold open competitions for the selection of performers for certain types of work and provide employees open information about the possible trajectories of their movement in the organization. The creation of such a system will make it possible to implement a marketing approach to personnel, within which it becomes possible to combine the interests of employees, focus on the realization of their interests and needs with the interests of the organization, including the goals of product and financial marketing.
Of course, depending on the type of corporate culture, the implementation of this approach to career planning will be embodied in various scenarios and types of personnel events. But what becomes important is the need for the organization itself to conduct internal monitoring of staffing needs, focused on meeting constantly changing surveys for new types of work.
Personality is a person as a subject of relations and conscious activity with a stable system of socially significant features that characterize his properties and qualities.
In management, a person's personality, its essence, is considered from the point of view of the employee's behavior, ways of communication in the labor process. Managers are interested in questions of a person's attitude to business, his abilities, experience, decency, honesty, initiative and other properties and qualities that have or can have a significant impact on the activities of the entire enterprise.
In management, the concepts of "managerial revolution", "human capital", "human relations" and other behavioral concepts have been developed.
A person's personality is formed under the influence of many factors of the internal and external environment: family, preschool institutions, educational establishments, labor collectives. All this forms professional and personal qualities in a person.
Man is a social being, he has individualism and collectivism. Society itself creates the conditions in which the personality develops and is formed. Socio-economic relations are essential factors in which an individual and his environment are formed.
As he participates in the labor process, a person actively improves the conditions of his existence, works, creates, creates material and spiritual benefits. The personality is subject to external influence, changes, improves, in some cases and under adverse conditions, degrades, can acquire negative traits and properties, and eventually collapses.
The level of personality development is characterized by such qualities as intellectual development, willpower, spiritual wealth, moral purity and physical perfection. At the first acquaintance with a person, by his appearance, clothes, gait, culture of speech and other external manifestations, we can form some idea of what kind of person is in front of us. For a deeper knowledge of the essence of personality, a long time is needed, sometimes years, which is associated with the manifestation of the internal properties and qualities of a person.
Thus:
1) the properties of a person, acquired by him from nature and genetically inherited, develop under the influence of the internal and external conditions of his life;
2) the very essence of the personality is a set of mental, professional, spiritual, physiological and other qualities of a person in the process of his life;
3) it is important for managers to know and take into account all aspects of the manifestation of a person's personality, and especially those that have an impact on the activities of the organization as a whole.
Personality is always a product of a given social and political system. The gap between the individual strata of our society leads to the growth of antagonism in relations between them. All employees are equally exposed to the impact of socio-economic factors and conditions prevailing in society. For the normal development of the human personality, society must be stable.
personality traits
Thinking is the highest product of specially organized matter - the brain. From materialistic positions, thinking is the process of reflecting the objective world in concepts, representations, judgments, ideas, conclusions and theories. Idealists define thinking as a characteristic of human consciousness associated with the formation in human concepts of abstract objects that do not exist in experience and reality. These idealized objects become the subject and means of their scientific analysis, on the basis of which theories of their real existence are built.
Personal thinking, if viewed from the standpoint of practical management, arises in the process of productive activity of people. Thinking is connected with the process of human labor, its development and the ability to cognize and reflect objective production processes and everything around.
A person's thinking is connected with his speech and, as a result, is fixed in the language in which he speaks and thinks. Through thinking, a person can put forward ideas, hypotheses, theories and find practical directions for their implementation. The result of thinking is always a thought. The ability to think allows the human person to draw conclusions, the rationale for actions and deeds, as well as the necessary conclusions from what happened and build a system of evidence.
The new quality of equipment and technology to a large extent contributes to the effective mental activity of managers, at the same time it requires them to have new knowledge and skills in practical application new products. This is largely due to the ability of managers to manage based on the achievements of scientific and technological progress.
In the broad sense of the word ability are the mental properties of the individual. These properties determine his behavior and are the basis of his life.
A person's abilities are manifested in a certain field of activity, they can be innate and developed in the course of socially useful work. Skills are developed in the course of work and social activities and can reach a high degree and even become outstanding. Then this is a person with outstanding abilities, and in exceptional cases, a genius.
In a narrow special sense of the word, a person's abilities mean his suitability for performing any professional activity. Such abilities are formed in the process of work.
In management, people's abilities are considered in two main areas:
In the field of management activities (intersocial),
In the field of performing activities (constructive).
From the rights and duties of a person in an organization, his role is formed. It regulates human behavior both in the group and in the organization as a whole. Role - the type, nature and degree of participation in the activities of the organization. For example: role - designer of the 1st category of the department of new technology. The designer is the type of participation, the department of new technology is the nature of participation; I category - the degree of participation. In fact, a role is a position.
Role responsibilities are what a person should do based on the role they play.
The organization develops functional responsibilities that predetermine the activities of the person holding this position, and the relationship of this position with other positions in the organization.
Without roles, our behavior would become problematic. Roles, like attitudes, are valuable because they free us from the daily laborious work of choosing the way to behave in a standard situation.
Many of these roles require different personal qualities and professional skills, which makes the profession of a manager multifaceted, requiring deep special training.
Additional complexity in the activities of the manager is introduced by the fact that in the system of “expectations and requirements” that the group imposes on human behavior, disagreements can be observed. As a result of the presence of multiple roles, an individual may face a difficult situation when his activity in one role interferes with his activity in other roles. As a member of a group, the individual is under intense pressure to give up his self and obligations to himself in exchange for in-group loyalty. The multiplicity of role positions gives rise to their clash, puts a person in a difficult position when he doubts which role to follow in the first place. When this happens, the individual is faced with a situation known as role conflict. There are several types of role conflicts that can occur in an organization.
The conflict "personality-role" occurs when the requirement of the role violates the basic values, attitudes and needs of the individual occupying a certain position. Examples of individuals experiencing personality-role conflicts are a manager who finds it difficult to fire a subordinate friend; an executive who resigns to avoid engaging in unethical activities.
A conflict within a role occurs when different people define a role with different requirements, which does not allow the person who performs this role to satisfy all the requirements. This is most likely to happen if the role is vague. Job Descriptions- this is undoubtedly a plus, but they can not always take into account all situations and types of work.
The conflict between roles arises as a result of the clash of multiple roles in which the same employee performs. It arises because individuals simultaneously perform several roles, with which conflicting expectations are associated.
When individuals are confronted with conflicting expectations or demands from two or more sources, a decrease in performance is likely to result.
In addition, inter-role conflict can be caused by conflicting expectations of formal or informal groups, and the consequences will be the same as with intra-role conflict. Thus, a highly cohesive group whose goals do not coincide with the goals of a formal organization can cause significant inter-role conflict for its members.
R. Merton believes that there are several ways to weaken the role conflict. First, a person may recognize that some roles are more important than others. Secondly, a person must decide for himself and communicate to others the priorities of roles related to study, work or home, and separate them from each other. Another trick is not to notice the role conflict, but to turn everything into a joke.
It should always be remembered that in organized, official groups and collectives there is, as it were, a double distribution of functions: according to the staffing table - vertical (boss, deputy) and horizontal, which arises spontaneously (“soul of society”, “self-taught wit”, “grumbler” , "scapegoat", "individualist - my hut on the edge", "fighter for justice", etc.). These undetermined roles are almost always reproduced in any more or less permanent group, and those who get them remain in them as long as the group exists. Surrounding people are already waiting and, as it were, demanding certain behavior from them.
As a result of studying the chapter, the student must:
know
- the main features of the social roles performed by the individual in the organization;
- the specifics of the mutual influence of the individual and the organizational role;
be able to
- distinguish between the causes of role overload and role underload of the individual in the organization;
- identify the main causes of professional deformation of the personality;
own
Analysis skills possible causes insufficient efficiency of one or another member of the organization.
Social positions and roles of the individual
Defining personality is not an easy task. If we turn to the origin of this word, then initially a person, a person (from the Latin persona) called the theatrical mask, which was worn during the performance of the actors of the ancient era. Cicero used this term to show how a person appears to other people, not actually being such, and also as a conglomerate of personal qualities.
Usually the term personality"is used in relation to a person as a carrier of any properties, traits, possessing certain characteristics. At the same time, the social nature of the personality, its inclusion in a certain system of social relations is necessarily noted. In general, the personality of each individual is a kind of integration of his physical, mental, moral and social properties.
Any person, being a member of any organization, occupies one or another position (location) in its structure. If we take, for example, an official organization, then this social position is determined primarily by the professional and qualification characteristics of the employee, his functional duties. Yes, in production organization the positions of the director, chief engineer, accountant, legal adviser, controller of the technical control department, site manager, foreman, worker, etc. are clearly distinguished.
Many positions taken by people characterize them in a broader social sense. For example, one can single out socio-political positions (deputy, member of a party or an initiative group of citizens), professional (engineer, doctor, artist) and a number of others (citizen, consumer, pensioner). A person who is in one or another official position has corresponding rights and obligations.
We should also mention the positions occupied by a person in the family and among relatives in general (grandfather, father, husband, brother, nephew, etc.). Certain rights and obligations act as regulators in family relations as well. The family can be seen as a kind of organization, which is characterized by both informal and official characteristics.
Each person has a number of different social positions that make up his status set. So, one and the same person can appear before other people as a doctor, husband, father, brother, friend, chess player, trade union member. Consideration of any position in a group, organization or society always implies the presence of other positions associated with it. This leads to the well-known interdependence between people in positions that are somehow correlated with each other. For example, the position of a leader implies the existence of a position of a subordinate. The position of the doctor implies the presence of the position of the patient. There is a certain relationship between employees of any organization, between family members, relatives, in general between people who enter into even one single short contact with each other (for example, between a seller and a buyer, a bus conductor and a passenger). Thus, we can talk about the existence of appropriate relationships between people in these positions. When analyzing various relationships between people (including in organizations), one can refer to the provisions of the role theory of personality, developed in social psychology.
There are many definitions of the concept social role", and in his interpretation different researchers there are big discrepancies. We will understand this term as a normative system of actions expected from a person in accordance with his social position (position). It follows that the role is determined by the specific place of a person in the structure of social ties and does not always depend on his individual psychological properties. Thus, the performance of the role of a university teacher should be subject to one official prescription, and the role of a student - to others. These prescriptions are impersonal, they are in no way focused on the characteristics of the characters of certain teachers or students.
There are a number of classifications of social roles. So, all their diversity can be divided into roles assigned and roles achieved. Assigned include, for example, roles due to the differentiation of people in society by gender. They are called gender. Usually, parents understand that boys and girls need to be brought up differently, instilling different skills in them. Thus, boys are more often taught to handle various household tools, and girls are taught to cook and sew. At the same time, modern parents understand that both boys and girls need to master the basics of computer literacy, knowledge of at least one foreign language, and the ability to drive a car will not interfere with them.
Achieved roles include those that are performed in a particular professional area, for example, the role of the director of the enterprise, Ph.D., football team coach.
If people around know the social role of a person at a given moment, then they will impose on his behavior appropriate role expectations, which include certain prescriptions (what a person needs to do necessarily), prohibitions (what a person should not do) and a number of less precisely defined expectations (what a person should do in a given role). When the behavior of a person performing a role matches the expected image, it is considered successful.
Each person has many social roles. Some of them are dominant, i.e. predominant, others are secondary. Some of them are performed over a long period, others - from time to time. Just as a person has a certain status set, one can also talk about the corresponding role set. So, having the status of a father, a person acts in different roles in relation to his wife, son, parents, father-in-law and mother-in-law, teachers of the school where the child is studying (there he can also be a member of the parent committee). Each of the role interactions arising from the status of a father is characterized by its own specifics (compare, for example, the following pair interactions: father, husband - his wife, father - his son, father - his mother, father - mother-in-law, father - school teacher, etc.). (Fig. 3.1).
Rice. 3.1.
Working at a particular enterprise, in an institution, a person also performs a number of social roles corresponding to his status set. Let's take, for example, such statuses as engineer, shop manager, trade union member, co-owner of company shares. At the same time, the roles performed by the individual are of an official nature. In addition, a person has a certain role "set" in the system of informal relations that have developed in his organization. Often these roles are the result of some individual personality traits. Two workers performing the same job but with different personality traits may play very different informal roles in their team. So, a calm and reasonable person sometimes acts as an "arbitrator", to whom other workers turn in controversial situations. Another worker, with organizational skills and a desire for leadership, sometimes becomes the unofficial leader of any group of people in the brigade.
Sometimes this or that role is imposed on a person by other members of the group. Often this is not so much individual characteristics given person, how much his position in the group. For example, an apprentice in a production team may be seen by "old-timers" as the butt of all sorts of jokes and pranks. However, the roles that a person performs in certain groups and situations are subject to change. Thus, a former student who has grown to the level of a highly skilled worker forever ceases to be a scapegoat, acquiring another unofficial role.
We emphasize that the personality is not exhausted by all the variety of its social roles, no matter how significant they are for it. An important element of the personality structure is its subjective "I", which can be defined primarily as a given person's idea of his inner true essence on the basis of self-perception and self-understanding. In other words, how a given person sees himself and how he interprets his actions to himself is I-concept of personality. This is a kind of psychology and philosophy of one's own "I". In accordance with his I-concept, a person carries out activities. Therefore, a person's behavior is always logical from his point of view, although it may not seem so to other people.
In order to understand why the same person behaves differently when performing various social roles, it is necessary to separate the roles from his subjective "I", and from his other individual psychological characteristics, intelligence, needs, interests, willpower. , beliefs, temperament, etc. For example, a picky manager can also be a loving father, and an undisciplined employee can also be a caring son.
It should be noted that in our definition of social role and the examples given, we spoke only about the expectations of other people regarding the behavior of the individual. However, the term "role" can also be used to define how the person holding a position considers it necessary to behave ( perceived social role). You can also focus on how the person actually behaves. (performing role). It is known that the same person can change many of his social roles and act differently in different situations. We will first of all talk about the social roles performed by people in the official organizational structure. At the same time, certain expectations of other members of this organization related to the behavior of employees are of primary importance.
The patterns of behavior expected from a person in a production organization are determined by both the organizational, technical and social aspects of its activities. Thus, as a member of the labor brigade, a person must perform certain duties, while acting in accordance with the prescribed patterns of behavior. A worker, for example, is obliged to comply with production technology, safety regulations, labor discipline, etc. If his activity is quite consistent with the expected pattern, it is considered successful.
At the same time, it must be emphasized that in the role prescriptions emanating from specific individuals or groups, their socio-psychological characteristics are also clearly manifested. So, the mutual role expectations of two employees using the same equipment are determined not only by their official position in the structure of this organization, but also by the personality traits of each of them. Suppose one of them, who is distinguished by accuracy and who monitors the impeccable cleanliness of the workplace, will demand the same attitude from his colleague. Another worker who is not so careful may ignore these requirements, believing that it is enough to just have all the equipment in good condition.
At the group level, role prescriptions are determined by the corresponding group values, norms, traditions and can be different even within the same organization. In accordance with this, role-playing interaction is also carried out in the system of informal relations that have developed here. Note that the position of the individual in this system of relations is also associated with her work activity.