Formation of group behaviour in the organisations — страница 6

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aim, without having forgotten to convince everyone, what an overall aim. It and its personal purpose; 4. Distribute duties, responsibility, the rights, the power and means, having developed competent duty regulations and having balanced resources; 5. Discuss the first difficulties with orientation to revealing of their reasons; 6. Suggest group to qualify the activity constantly; 7. Stabilise, rally group, create a favorable climate, and then simulate crisis that people have learnt to resolve contradictions and conflicts (a problem demanding time, resources, confidence of approachibility of expected results and participation small, but the qualified group of psychology. 8. Develop collective decision-making. Authorship appropriate to group, however in group give due to everyone

depending on its contribution; 9. Develop constant criteria of an assessment of works and follow them; 10. Conduct collective and public analysis of contradictions; 11. Support in group the main values: respect for everyone, an estimation under the contribution, orientation on positive in the person, publicity, democratic character, the account of specific features; 12. Open sense and the importance of work, a place and value of everyone in a common cause; 13. Decentralize the power and give full independence to all members of group (but do not forget about what it was told in item 4); 14. Encourage the initiative, exclude practice of search guilty. It is important to find the reasons and ways of elimination of errors; 15. Do not forget about constant improvement of professional

skill and sensation of prospect for everyone; 16. All group problems resolve in common and publicly; 17. Give the constant information on achievements of everyone; 18. To all members of group grant the right freely to give any information, to express any opinions or doubts concerning any discussed question; 19. Appoint one member of group to a role the lawyer of a devil - the person who is protecting obviously wrong business or engaged pettifogging, discrepancies, doubtful positions, the errors, criticising made decisions from the various points of view. It helps to accept faster correct, for all comprehensible and comprehensively well-founded decision; 20. Listen to the various points of view and criticism also it is quiet, as well as that coincides with your point of view; 21.

Separate efforts on generating of ideas from their estimation. At first collect all offers, and then discuss pluses and minuses of each of them. Chapter 4. Potential of group and its productivity Formation of potential of group is influenced by all its basic characteristics. But the special place among them is occupied with group norms. They are a core of all processes of group dynamics and directly are connected with productivity of potential both the group, and its each member and all organisation. The researches spent approximately at the same time by V. M. Bekhterev in Russia and E. Mejo in the USA, have allowed them to come to identical conclusions. It appears, it is easier to person to work, if the group which member it is, supports it and waits from it for good results.

Efficiency of group considerably increases in that case at the expense of increase of individual productivity. Moreover, the group norm of productivity can increase several times if results of work of everyone influence success of the others and depend on their general success. E. Majo were explained by this phenomenon to what norms promote creation of atmosphere which not only defines behaviour of everyone who considers group the, but also strengthens display so-called effect when the general productivity in collective develops under the formula or 2+2 = 5, or 2+2 = 3. Positive or negative character of influence of this informal structure on productivity depends on variety of factors. J. D. Krasovsky divides them on two groups: the cores and variables. We them will name

qualitative and quantitative. The qualitative concern: 1. Professional groups, indicators are interchangeability, complementarity; 2. The moral and psychological unity shown in norms of mutual aid; 3. Style of the leader J. D. Krasovsky includes in group of quantitative factors: 1. Group level of claims, that is mood of workers on achievement intermediate and end results; 2. Qualifying potential, sufficient for realisation of total and off-schedule indicators; 3. Requirements to an end result which defines group work; 4. An openness of assessments of works of group from outside the head, especially in situations of intergroup rivalry; 5. structure; 6. Intragroup interpersonal communications; 7. Time of existence of group; 8. Group norm of productivity. Each of the listed factors