Socio-psychological methods and methods of personnel management. Methodological foundations of management

INTRODUCTION

The relevance of this topic is explained by the trends that appeared in the twentieth century to consider management as a process of managing people and looking at a person as an object of management, and not part of a mechanism.

In today's world, people are in dire need of skills and the ability to get along with each other, society needs people who can offer new ideas, take on the leadership of other people. In solving these problems, a special place belongs to a new promising direction in modern psychological science - sociology and psychology of management, the purpose of which is the socio-psychological support for the effective operation of the organization, personnel and, above all, managers in market conditions.

Management is not just business management, it is business management through very thorough work with people.

Knowledge about the patterns of management, about the sociological and psychological characteristics of human behavior in organizations, including tourism ones, are considered today essentially as an integral component of the general culture of the personality of a specialist of any profile.

The most important task of the modern management system is to create favorable conditions for the realization of the capabilities of the managed system, which appear only if the initiative and responsibility of each subject of self-government is expanded, the methods of self-development and self-government are more widely used.

To achieve this kind of goals, a wider application of scientific management methods (modeling, programming, experiment, information technology, etc.) is necessary.

The basis of any type of control is information that is organized in one way or another in “human systems”. Based on the information, goals and objectives are defined, formulated and fixed (in organizational and administrative documents). Goal orientation is an important element of social management, followed by a system of actions, measures, activities or management decisions. Management is organized in a certain way through the distribution of functions and the formation of organizational structures, the selection and placement of personnel (staff). In the management process, it is also important to link goals, objectives and decisions with resources - informational, material, labor, financial, temporary.

In modern conditions, the importance of psychological management methods, which play a very important role in working with personnel, cannot be underestimated, since they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is an appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise.

Today's leader should be a carrier of organizational change, a person who can develop new approaches to solving problems, a specialist who promotes new values ​​among employees and is ready to overcome long-term difficulties.

It is the individual activity of the manager that is ultimately the most important and determining link in the functioning of organizations. But activity is both a sociological and psychological category. Both sociological and psychological patterns and phenomena are clearly manifested in individual activity.

When working on this course project, I set myself the task of considering the features and properties of socio-psychological methods of management in general, and each separately, as well as paying special attention to the possible negative consequences of their use, as representing the greatest danger to social and psychological stability as individual people and society as a whole.

Chapter 1. The concept of management methods

The implementation of the laws and principles of management occurs through the use of various management methods. The control method is the impact of various techniques and methods on the controlled object in order to effectively achieve the goals. Usually in management practice a set of methods is used that complement each other.

1. Administrative.

2. Organizational (if these two groups are combined into one, then

they are called organizational-administrative or

organizational and administrative).

3. Economic.

4. Social.

5. Socio-psychological.

6. Psychological.

With regard to classification, there are the following approaches.

The first one consists in dividing management methods into separate groups with the aim of deeper knowledge of their content, "inventory" and, ultimately, the creation of an arsenal.

The second approach is called aspect. Its representatives believe that any method has different facets - organizational, administrative, social, economic and psychological. What is important is the combination of these facets, their correlation in order to strengthen or weaken one of them in accordance with specific conditions, goals, and tasks.

The third approach is empirical. Its supporters consider any classification of management methods meaningless, since it is not needed in practice. In a particular situation, the leader decides which method to use, and does not look for an answer to the question: “Which group does this method belong to?”

In the process of managing social work, various methods are used - organizational and administrative, economic, socio-psychological, psychological. Consider organizational methods, which include administrative ones.

The key word in this group of methods is "organization", which has three meanings.

The first value reflects various state, non-state, public, commercial, non-profit, international, industrial, non-industrial and other entities, institutions, enterprises or organizations. The organization, on the one hand, manifests itself in certain organizational forms (ministry, department, committee, management, service, department, etc.), and on the other hand, in the nature of specialized activities (trade union, financial, construction, trade, international organizations, etc.). d.).

The organization is manifested both in the choice of one or another organizational form, and in the justification of the organizational structure, which must correspond to this organizational form, the nature of this organization. The organizational form and organizational structure are "visible objects of the organization", which has a certain degree of stability, static. Therefore, the considered meaning of the concept of "organization" is called the subject or static and determines the subject value of a number of organizational methods by which a certain organization and the corresponding organizational structure are created or disbanded.

The second meaning is used in the sense of a set of actions that allow you to do something, decide, streamline, systematize, prepare, combine, separate, etc. to achieve goals and accomplish tasks. It reflects one of the main management functions of the manager, administrator, and therefore is called functional. You can find another definition of this value - dynamic. It emphasizes the mobility of organizational actions under the influence of conditions, conditions, situations, goals, tasks. The third meaning of the concept "organization" reflects the level (quality) of interconnection, interaction, ordering of elements and parts of the system, which must be achieved or has already been achieved. In other words, in this sense, “organization” is, on the one hand, the desired state of an element, part or system as a whole, and on the other hand, the result of their ordering. It is this meaning that is often given to the concepts of “organization of management”, “organization of finances”, “organization of social work”, “organization of personnel work”, “organization of documents”, “organization of a meeting”, etc.

Any element, subsystem and system is unthinkable without organization. It acts as a property, attribute of elements, parts, systems, their functioning, development, improvement. Therefore, this meaning of the concept "organization" is called attributive.

1. Social and socio-psychological - are used to increase the social activity of people.

2. Economic methods. They are associated with the achievement of economic goals of management using economic laws and categories of a market economy. This includes economic incentives.

3. Organizational and administrative methods. The basis of these methods is power, discipline, responsibility. This method has the following types: instructions, rules, recommendations, control. The main task of these methods is to coordinate the actions of control objects.

4. Methods of self-management. Self-management enables a person to turn from an object of control into a subject of control. Self-management increases the efficiency of the entire management process, as it is based on the interest of workers and the involvement of their creative activities.

In the social management system, scientific methods of management are also distinguished. These methods include: modeling, forecasting, programming, experiment, peer review, information technology.

In general, for effective social management, a combination of certain methods is used.

Social methods are designed to influence the socio-psychological relationships between people. They are based mainly on informal factors, the interests of the individual and the team in the management process. It is advisable to start the description with their enumeration and drawing up some diagrams that facilitate understanding of the essence and tasks of specific methods.

Social work management is a type of social management. This concept is multi-valued and expresses different sides, facets and aspects of management.

The meaning of social work management is a process involving a number of elements. The basis of any type of control is information that is organized in one way or another in “human systems”. On the basis of information, goals and objectives are defined, formulated and fixed (in organizational and administrative documents). Goal orientation is an important element of social management, followed by a system of actions, measures, activities or management decisions. Management is organized in a certain way through the distribution of functions and the formation of organizational structures, the selection and placement of personnel (staff). In the management process, it is also important to link goals, objectives and decisions with resources - informational, material, labor, financial, temporary.

Chapter 2

Socio-psychological methods are methods of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The object of influence of these methods are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interactions in the production process (the external world of man); psychological methods that directly affect the personality of a particular person (the inner world of a person).

Such a division is rather conditional, because in modern social production, a person always acts not in an isolated world, but in a group of people with different psychology. However, the effective management of human resources, consisting of a set of highly developed personalities, requires knowledge of both sociological and psychological methods.

2.1. Sociological methods of management

Sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team. Elements regulated by sociological methods include:

social planning ensures the setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results.

Sociological research methods make up a scientific toolkit in working with personnel, they provide the necessary data for the selection, evaluation, placement and training of personnel and allow you to reasonably make personnel decisions. Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires. Interviewing involves preparation before the conversation, then, during the dialogue with the interlocutor, obtaining the necessary information. An interview is an ideal variant of a conversation with a leader, political or statesman, it requires a high qualification of the interviewer and a lot of time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team. The method of observation allows you to identify the qualities of employees, which are sometimes found only in an informal setting or extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation.

Personal qualities characterize the external image of the employee, which is quite stable in the team and is an integral part of the sociology of personality. Personal qualities can be divided into business (organizational), which are necessary to perform specific functions and tasks, and moral (moral), reflecting the manifestation of a person's personal morality. In personnel work, it is also necessary to know the advantages and disadvantages of employees, on the basis of which they select a workplace, plan a career and ensure promotion.

Morality is a special form of social consciousness that regulates the actions and behavior of a person in society with the help of moral norms. In the process of the historical development of mankind, moral norms have received ordinary expression in the form of folk wisdom and ideological justification in religious teachings based on the ideals of good and evil, honor and dishonor, wisdom and stupidity, approval or condemnation.

partnership is an important component of any social group and consists in establishing various forms of relationships on the basis of which people communicate. In partnership, people act as equal members in the relationship between themselves, in contrast to the formal connection between the leader and the subordinate, where there is a dependence of one person on another. There are such forms of partnership: business, friendly, hobbies, family - between relatives, sexual - intimate relationships between people. In partnership, relationships are built on the basis of mutually acceptable psychological methods of persuasion: imitation, requests, advice, praise. When at work business relations are maintained in the form of friendly partnerships and common hobbies, this always contributes to the creation of a good psychological climate in the team.

Thus, partnership is one of the key components of the corporate culture of the enterprise and sociological methods in working with personnel.

Competition is a specific form of social relations and is characterized by the desire of people for success, superiority, achievements and self-affirmation. The history of the competition comes from the depths of centuries. The competition was a form of survival of the best representatives of the family - strong, smart, courageous, healthy, and eventually became the driving force behind the development of society. The results of the competition are new discoveries, inventions, works of art, records in sports, achievements in production.

The idea of ​​competition and leadership was actively supported by the classics of Marxism-Leninism and materialized in the form of socialist competition: the Stakhanov movement, shock work and innovation, communist subbotniks, the movement for communist labor. The further development of the competition was recorded in an attempt to cover all workers in the 70s. and finally buried after the collapse of the CPSU and the economic crisis of the former USSR.

Interestingly, Western and, above all, Japanese companies, having carefully studied the experience of socialist competition, successfully applied it to the national mentality of their workers and the corporate interest of the company in the form of quality circles, workers' councils, etc.

Communication - it is a specific form of interaction between people based on the continuous exchange of information. Interpersonal communication occurs between different people in the forms of leader - subordinate - employee - friend and other more complex forms of communication between several people. Personal communication takes place in simple forms of relationship between a manager and a subordinate, employees among themselves, when there are two subjects of communication. Verbal, or verbal, communication occurs in the process of oral or written exchange of information. Non-verbal communication takes place when other sign forms of communication are used, such as gestures, facial expressions, sounds, posture, etc. Management communication includes three main stages: the issuance of administrative information, the receipt of feedback information, the issuance of evaluation information.

Negotiation - this is a specific form of human communication, when two or more parties with different goals and objectives try to link different interests together on the basis of a well-thought-out conversation (dialogue) scheme and, as a rule, avoid direct conflict.

Conflict - a form of confrontation between the opposing sides, which has its own plot, composition, energy, which, in the course of action, transforms into a climax and denouement and ends with a positive or negative solution to the problem. There are interpersonal conflicts, personal conflict between the external environment and internal morality, conflicts over the distribution of roles at work, business conflicts due to a clash of interests of various departments, family conflicts over various problems, etc.

Conflict signals are social crisis, tension in the group, misunderstandings due to actions, deviations from the norms, psychological and ethical incidents at work and at home, discomfort or intuitive feeling of awkwardness in the company or at work.

So, knowledge of sociological management methods allows the team leader to objectively carry out social planning, regulate the socio-psychological climate, ensure effective communications and maintain a good corporate culture. To do this, it is advisable to systematically (at least once a year) conduct sociological research in a team; it is especially useful to know the opinion of team members about the leader.

2.2. Psychological methods of management

Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise. Elements regulated through psychological methods include:

Psychological planning constitutes a new direction in work with personnel on the formation of an effective psychological state of the enterprise team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. The most important results of psychological planning include:

The formation of units ("teams") on the basis of psychological

employee compliance;

Comfortable psychological climate in the team;

Formation of personal motivation of people based on philosophy

enterprises;

Minimization of psychological conflicts (scandals, insults,

stress, irritation);

Development of a service career based on psychological orientation

workers;

The growth of the intellectual abilities of the members of the team and the level of their

education

Formation of a corporate culture based on the norms of behavior and

images of ideal employees.

It is advisable that psychological planning and regulation be carried out by a professional psychological service of the enterprise, consisting of social psychologists.

Branches of psychology and knowledge of their research methods allow us to make a correct analysis of the state of mind of people, build their psychological portraits, develop ways to eliminate psychological discomfort and form a good team climate. Psychology is an experimental science that studies the relationship of mental processes in human life. The focus of psychoanalysis is the mental processes and motivations of human drives, primarily mental and sexual. Labor psychology studies the psychological aspects of professional selection, career guidance, professional fatigue, tension and intensity of work, accidents, etc. Management psychology analyzes aspects of people's behavior in a work team, relations between a leader and a subordinate, problems of motivation and psychological climate. Psychotherapy studies the methods of mental influence by word, deed, situation on a person with certain mental disorders for the purpose of treatment. Methods such as self-hypnosis (autogenic training), suggestion (hypnosis), meditation are gradually entering the practice of management.

Personality types characterize the inner potential of a person and his general orientation towards the performance of certain types of work and areas of activity. There are several approaches to typing a person's personality: 16-factor personality characteristics according to Cattell's quality, Freud's theory of dreams and drives, based on the classification of behavioral roles, etc.

Temperament is a very important psychological characteristic of a person to determine the purpose and place of each employee in a team, "the distribution of managerial tasks and psychological methods of working with a particular person. There are four main temperaments: sanguine, phlegmatic, choleric and melancholic.

Character traits determine the direction of the human world, the level of need for communication. According to the predominance of certain character traits, people are divided into extroverts and introverts.

Extrovert - extremely sociable, responds to everything new, interrupts the type of activity, sometimes without finishing work, if a new interlocutor appears, stimulus. Motivation for activity is fickle and is directly dependent on the opinions of others, altruistic inclinations are expressed, sometimes for the sake of others a person forgets himself. Typical extroverts in history were Peter I, the pilot V.P. Chkalov, in art - the film heroes of Ch. Chaplin.

Introvert - closed, in behavior proceeds only from internal considerations, therefore, sometimes his actions seem pretentious and eccentric to those around him. Intuition is well developed, he calculates the situation very accurately, his decisions are often promising and justified in the future. An introvert is emotionally cold, poor facial expressions and gestures alert interlocutors and prevent frankness in conversation.

Characters from the point of view of a person's attitude to the external and internal world can be considered in relation to the surrounding reality and to other people (positive, neutral, negative), in relation to oneself (inflated, normal, underestimated) and to work (study).

Personal orientation is an important psychological characteristic of a person and is considered from the point of view of needs, interests, motives, beliefs and worldviews.

Intellectual abilities characterize the possibilities of understanding, thinking, consciousness of a person and are important for professional orientation, evaluation of people, career planning and organization of movement up the career ladder. The main attention should be paid to the level of intelligence of the employee, which has three gradations (high, medium, low). The ability of rational thinking is an essential requirement for management personnel and specialists. The level of consciousness determines the compliance of the employee with the moral code of the enterprise. Logical abilities are indispensable in engineering and scientific activities. Intellectual abilities are revealed with the help of psychological methods. Human memory is an important component of intellectual abilities. There are significant differences in the amount of long-term and working memory of different people.

Methods of cognition are tools with which a person studies reality, processes information and prepares draft decisions. The most famous methods of cognition are analysis and synthesis, induction and deduction. Analysis involves the study of a phenomenon based on classification, division into elements, identification of alternatives, and the study of internal patterns. Synthesis, on the contrary, is based on the study of interelement relationships, the construction of a system of individual elements, the study of external patterns and relationships. In the process of cognition, analysis and synthesis are used together, for example, when building a diagram of the organizational structure of enterprise management.

Induction is a conclusion from the particular to the general based on the study of various facts and events, the results of which develop a hypothesis (general statement) about a certain pattern. Deduction, on the contrary, is a conclusion from the general to the particular, when hypotheses (rules, principles) are put forward in the form of absolute truth, from which a conclusion is drawn about particular patterns. An example of the application of methods of induction and deduction is the development of an enterprise philosophy.

Cognition of reality is carried out by sensing and perceiving the external world and information. They are the subject of psychology, and there are special methods for their development. Philosophy considers cognition as a process from living contemplation to abstract thinking.

Psychological images make it possible to train personnel on the basis of typical patterns of behavior of historical figures, major managers and production innovators. Artistic images are used for aesthetic and cultural education of the company's employees, especially young people. Graphic images are an integral part of engineering activities, especially with the use of modern multimedia technical means, when the design of new technologies is carried out on a computer. Visual images are very useful in personnel work, because allow to ensure the recognition of a particular person in the work collective. Psychological images are an ideal form of reflection of objects and phenomena of the material world in the human mind. Psychological images at the sensory level of cognition are formed by sensation, perception and representation. In the process of thinking, images are formed on the basis of concepts, judgments and conclusions. Practical actions, colloquial language, writing, various sign models are the material form of the embodiment of images.

In the management process, historical, artistic, graphic, audiovisual and iconic images are most often used. Historical images are widely used by describing the lives of great people to educate young workers and justify decisions.

Artistic images are an important component of the design of office space, the formation of a culture of management and technical equipment. Graphic images are widely used in the regulation of management (schemes, graphs, models, master plans) and to justify decision-making. Audiovisual images are an inseparable part of modern computer and television technology, providing workers with timely information in the mode of human-machine dialogue. Symbolic images allow the use of mathematical methods for making managerial decisions (matrices, management models, crossword puzzles, etc.).

Methods of psychological influence are among the most important elements of psychological management methods. They concentrate all the necessary and legally permitted methods of influencing people for coordination in the process of joint labor activity. The methods of psychological influence include suggestion, persuasion, imitation, involvement, coercion, inducement, condemnation, demand, prohibition, placebo, censure, command, deceived expectation, "explosion", the Socratic method, hint, compliment, praise, request, advice. Let's consider them in more detail.

Suggestion represents the psychological purposeful impact on the personality of a subordinate by the leader with the help of his appeal to group expectations and motives for inducing work. Suggestion can cause a person, sometimes in addition to his will and consciousness, a certain state of feelings and lead to a person committing a certain act. An extremely negative form of suggestion is the zombification of a person, when strictly defined forms of behavior that go beyond moral norms are instilled in a person (mafia groups, formation gangs, religious sects such as "aum senrique", etc.).

Belief is based on a reasoned and logical impact on the human psyche to achieve goals, remove psychological barriers, eliminate conflicts in the team.

Imitation is a way of influencing an individual worker or a social group through a personal example of a leader or innovator of production, whose behavior patterns are an example for others.

Involvement is a psychological technique by which employees become accomplices in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in a team, etc.

Motivation - a positive form of moral impact on a person, when the positive qualities of the employee, his qualifications and experience, confidence in the successful completion of the assigned work are emphasized, which allows increasing the moral significance of the employee in the enterprise. In the Soviet period, such forms as enrollment on the Board of Honor, presentation of a Certificate of Honor, conferment of the title "Winner of the Competition", "Drummer of Labor", etc. were widely used to induce labor.

Compulsion - an extreme form of moral influence, when other methods of influencing a person have not yielded results and the employee is forced, perhaps even against his will and desire, to perform certain work. It is advisable to use coercion only in emergency (force majeure) circumstances, when inaction can lead to casualties, damage, loss of property, people, accidents.

condemnation - reception of psychological influence on a person who allows large deviations from moral norms in the team or the results of labor and the quality of work of which are extremely unsatisfactory. Such a technique cannot be used to influence people with a weak psyche and is practically useless for influencing the backward part of the team.

Requirement has the force of an order. In this regard, it can be effective only when the leader has great power or enjoys unquestioned authority. In other cases, this technique may be useless or even harmful. In many respects, a categorical requirement is identical with a prohibition, which acts as a mild form of coercion.

Prohibition suggests an inhibitory effect on the individual. We refer to it the prohibition of impulsive actions of an unstable nature, which, in essence, is a variant of suggestion, as well as the prohibition of unlawful behavior (drinking, inactivity, attempted theft or marriage).

This method stands on the verge of two main methods of influence - coercion and persuasion.

placebo has long been used in medicine as a method of suggestion. Its essence lies in the fact that the doctor, prescribing to the patient some indifferent remedy, claims that it will give the desired effect. The psychological attitude of the patient to the beneficial effects of the prescribed medication often leads to a positive result. In the workplace, a placebo is an example of behavior of an authority figure, when workers are easily shown any action, overcoming pain, excessive fatigue, fear of heights, etc. Seeing this, workers can just as easily repeat the shown actions without experiencing unpleasant sensations. If the observers notice that the demonstration is carried out through force, then there will be no effect. In general, the placebo effect lasts only until the first failure, until the workers realize that the ritual actions that they so scrupulously performed have no real basis.

censure has persuasive power only under conditions when the interlocutor identifies himself with the leader: "he is one of us." In other cases, censure is perceived as a mentoring edification that can be listened to, but which does not need to be followed. Due to the fact that a person quite actively defends his "I", he often considers this technique as an attack on his independence.

Command is used when fast and accurate execution is required without any critical reactions. When executing commands, they do not reason. In life, there are prohibitive and incentive varieties of commands. First: "Stop!", "Stop being nervous!", "Shut up!" etc. - aimed at immediate inhibition of undesirable acts of behavior. They are given in a firm calm voice or a voice with an emotionally colored tone. Second: "Go!", "Bring!", "Perform!" etc. - are aimed at turning on the behavioral mechanisms of people.

Deceived expectation effective in a tense situation. Previous events should form a strictly directed train of thought in the interlocutor. If the inconsistency of this orientation is suddenly discovered, then the interlocutor is at a loss and perceives the idea proposed to him without objection. This state of affairs is typical for many situations in life.

"Explosion" - a technique known as instant personality restructuring under the influence of strong emotional experiences. It is described in detail in fiction (the heroes of the novels by V. Hugo "Les Misérables", A. Dumas "The Count of Monte Cristo", etc.). The use of "explosion" requires the creation of a special environment in which feelings would arise that could amaze a person with their unexpectedness and unusualness. In such an environment, a person's nervous processes fail. An unexpected stimulus causes him severe stress. This leads to a radical change in views on things, events, individuals and even the world as a whole.

Socratic Method based on the desire to protect the interlocutor from saying "no". Once the interlocutor says "no", it is very difficult to turn in the opposite direction. The method is named after the ancient Greek philosopher Socrates, who often used it, trying to conduct a conversation in such a way that it was easier for the interlocutor to say "yes". As we know, Socrates certainly proved his point of view, without causing not only obvious indignation from his opponents, but even the most insignificant negative reactions.

Hint - reception of indirect persuasion through jokes, irony and analogy. In a sense, advice can be a form of hint. The essence of a hint is that it appeals not to consciousness, not to logical reasoning, but to emotions. Since the hint is fraught with the potential for insulting the personality of the interlocutor, it is best to use it in a situation of a particular mood. The criterion of measure here can be the prediction of self-experience: "How would I feel myself if I were given such hints?"

Compliment often mixed with flattery. If you say to a person: "How well you speak!", then it will flatter him. Flattery is not pleasant to everyone, although often people do not dismiss it. A French proverb says "" Flattery is the ability to tell a person what he thinks of himself. " A compliment does not offend anyone, it elevates everyone.

Praise is a positive psychological method of influencing a person and has a stronger effect than condemnation. Sometimes it is enough to say to a young employee: "Today you work much better and if you improve the quality even a little bit, you will achieve excellent results." However, such praise for an experienced worker can be perceived as an insult, and it is better to celebrate his success in a solemn atmosphere in front of the whole team.

Request is a very common form of communication between colleagues, young and experienced workers and is less often used in the relationship between a manager and subordinates. The applicant turns to another employee for advice, help, instructions when he doubts the forms and methods of performing work or is unable to do it on his own. The manager's request is an effective method of leadership, because is perceived by the subordinate as a benevolent order and demonstrates respect for his personality.

Advice - a psychological method based on a combination of request and persuasion, often used in the relationship of colleagues, mentors of young workers and experienced managers. You can say to the worker: "Ivanov, change the tool" - this is a form of order. You can say in another way: "I advise you to change the tool." However, in operational work requiring quick decisions, the use of advice and requests from the manager should be minimized and excluded in cases where the worker allows marriage and disruption of tasks.

Behavior - a set of interrelated reactions carried out by a person to adapt to the external environment. Human behavior can be represented as a Brownian movement within a fairly wide field formed by moral norms accepted in the social group to which the person belongs. Public morality depends on the economic structure of society, nationality, social class, standard of living, education and a number of other signs, the formation of public morality historically for many millennia has been carried out by religion and fixed in the scriptures (Bible, Koran) in the form of patterns of behavior of God, angels and the devil.

So, socio-psychological methods are the most subtle tool for influencing social groups of people and a person's personality. The art of managing people consists in the dosed and differentiated use of certain methods from those listed above.

The instability of the economic state of the enterprise, financial difficulties, late payment of wages, long downtime, of course, do not contribute to maintaining a good socio-psychological climate, because the manager is forced to devote much more time not to human communication and personnel management functions, but directly to production, marketing, finance, i.e. other functions.

An example of socio-psychological methods of management is the satisfaction and stimulation of staff. To keep good employees, you should keep them happy and satisfied, try to stimulate them to do their best work, which, in turn, will benefit the company.

However, the psychological impact also has negative consequences.

At the moment when the leader exerts pressure on the subordinate, that is, in fact, when using power based on fear, strong psychological and emotional stress may arise and then not dissipate for a long time, and people who have experienced such an impact may experience a feeling of “lost” and "disorientation". [ 7 , Ch. 2]

As for the possible negative consequences of positive reinforcement, for example, if a manager makes a mistake in choosing a reward, the opposite effect can be achieved. The simplest example: the boss rewards an employee for the successful completion of the project with a ticket to the south. The employee, not wanting to spoil the established relationship, agrees, knowing that he cannot stand the heat and this ticket will not give him a real rest. But, being an adult and conscious person, he "has fun as best he can" and comes home better than he was before leaving. But internally, at the subconscious level, he may already have a formed attitude that links an active successfully completed work with a trip in which he felt uncomfortable, and the next time he, without realizing it, will strive not to do the work "on the highest class" .

Other negative consequences are also possible, expressed in neurosis and stress, which have been discussed more and more often in recent decades.

Stress is a common and common occurrence these days. Minor stresses are unavoidable and practically harmless, but excessive stress creates problems for individuals and organizations. The type of stress that has to do with leaders is characterized by excessive psychological or physiological stress. Research shows that physiological signs of stress include ulcers, migraines, hypertension, back pain, arthritis, asthma, and heart pain. Psychological manifestations include irritability, loss of appetite, depression, and decreased interest in sexual interpersonal relationships.

It is also important to understand that stress can be caused by factors related to the work and activities of the organization, or events in the personal life of the individual.

Many bosses have been accused of causing ill health to subordinates, and many well-meaning spouses have been lauded as stress relievers. However, new research has challenged both stereotypes: a boss can be a significant defense against stress, while some research suggests family support can only make matters worse.

Chapter 3. Socio-psychological climate in the team

The cohesion of the labor collective depends on the socio-psychological climate that characterizes the social face of the collective, its production potential.

The quality of the socio-psychological climate in the team determines the attitude of the leader to society as a whole, to his organization and to each person individually. If, in his understanding, a person is presented as a resource, a raw material and production base, then this approach will not give the proper result, in the management process there will be a bias and a shortage or recalculation of resources to perform a specific task.

Under socio-psychological climate The labor collective should be understood as a system of socio-psychological relations, reflecting the subjective integration of individual workers and social groups for the implementation of common production goals. This is the internal state of the team, formed as a result of the joint activities of its members, their interpersonal interactions. The socio-psychological climate depends on the style of the collective and the attitude of the members of the collective towards it, the peculiarities of their perception by each other (assessments, opinions, reactions to words and deeds), mutually experienced feelings (likes, dislikes, empathy, sympathy), psychological unity (community of needs , interests, tastes, value orientations, the level of conflict, the nature of criticism and self-criticism), etc.

The influence of the socio-psychological climate on the cohesion and development of the team can be twofold - stimulating and restraining, which is the basis for its differentiation into favorable (healthy) and unfavorable (unhealthy).

The following characteristics can serve as criteria for a favorable socio-psychological climate:

First, at the level of collective consciousness:

1. a positive assessment of their production activities;

2. optimistic mood prevailing in the process

vital activity

3. team;

Secondly, at the level of behavior:

1. conscientious, proactive attitude of team members to

duties performed;

2. low level of conflict in interpersonal relationships;

3. absence or low staff turnover.

4. In teams where the importance of social

psychological climate, tense

relations between people, manifested in frequent conflicts.

Creating a favorable psychological climate in the team

The formation of a favorable climate and good relations in each work collective is closely related to the process of adaptation of new personnel, especially young ones. In the socio-psychological aspect, adaptation is understood as the successful integration of a new employee into the team, i.e. the achievement of such a state when, according to his own assessment, he becomes a full member of the team. The adaptation process goes through a number of stages, each of which is characterized by its own duration (see Table 1)

Knowing at what stage of adaptation this or that employee is at the moment, it is possible to contribute to his successful transition to the next, higher stage by applying appropriate methods of influence.

Table 1

The process of social and psychological adaptation of an employee at the enterprise

Factors such as:

Employee confidence in their future;

Fair pay for his work;

Recognition of the employee's merits and the opportunity for his advancement

by service;

The presence of good leadership (the employee must be confident in

that the "wheel" on which this confidence depends is in

safe hands).

The performance of each task must be monitored and evaluated (forms of control should not be totalitarian); the lack of control can lead the employee to the idea of ​​the uselessness of the work performed by him. No need to turn control into petty custody.

If the independent solution of the problem proposed by the employee does not contradict in principle the point of view of the management, there is no need to fetter the employee's initiative and argue over trifles.

Each achievement of the employee and his initiative should be immediately noted. You can thank a subordinate in the presence of other employees. A person is encouraged by a positive assessment of his actions and upsets if they do not notice and do not appreciate success in work.

When an employee is in some way more talented and more successful than his manager, this is not something negative; the good reputation of subordinates is the praise of the leader and is credited to him.

It is not necessary to make comments to a subordinate who has committed a minor offense in the presence of other persons, employees or subordinates; Humiliating a person is not the best way to educate.

There is no point in criticizing people. It would be more constructive to criticize their mistakes, pointing out from what shortcomings such mistakes can occur. And even more so, it is not necessary to point out these shortcomings in a person - he must draw all the conclusions himself.

In a conflict situation, the use of harsh, offensive words (if the situation can be resolved without them) will be disastrous.

Very important: the spark of respect and, moreover, sympathy planted by the leader in the soul of a subordinate is able to charge him for selfless creative work, regardless of time.

Precise formulation of one's thoughts: professional literacy, managerial competence, and general culture are manifested in the manner of speaking. An easily outlined and formulated thought encourages communication, eliminates the potential for conflict caused by misunderstanding.

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 here?" or "How do you think..."

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

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

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

In general, under conflict is understood as a collision of oppositely directed actions of employees caused by differences of interests, views, aspirations. Conflict is accompanied by tension in relationships.

Common causes of conflicts are:

Shortcomings 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 get more.

deficiencies in the organization of leadership, caused by the incompetence of the leader, the discrepancy between his personality and the level of maturity of the team; his insufficient moral upbringing, as well as his 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 inertia and inertia in the stele of the collective's activity, which leads to great resistance to innovation, unhealthy relations between personnel workers and newcomers; psychological and moral incompatibility of individual members of the team, the transfer of personal misfortunes, troubles of individuals to relations in the work team, etc.

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

Improving the organization and working conditions, ensuring the rhythm and strict coordination of the production process, which causes moral satisfaction among workers;

selection of personnel and the correct placement of 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 the team. As a rule, not a single team can do without conflicts. Moreover, conflicts have, along with negative consequences, positive ones. They help team members get to know each other, get a better idea of ​​mutual expectations and claims, and the administration - about shortcomings in the organization of work, life, and production management. Therefore, it is very important that the clash of views, the positions of the conflicting parties do not alienate them from each other, so that controversial issues are resolved and cease to be controversial, so that the conflict does not go down a destructive path. In this regard, the behavior of conflicting employees, the culture of conflict, is of particular importance.

Chapter 4. The effectiveness of socio-psychological methods of management.

Methods of socio-psychological management are the most important means of implementing the laws and principles of management. All their diversity (economic, social, psychological, organizational and administrative, etc.) is effective only when the subject of management, based on system analysis, uses the combination of them that is necessary in this particular management situation, which today represents a complex of complex phenomena (economic, social, political, spiritual and cultural).

One of the main tasks of the modern management system is to create favorable conditions for the realization of the capabilities of the managed system, which appear only with the expansion of the initiative and responsibility of each subject of self-government, the wider use of self-development and self-government methods.

To achieve these goals, a wider application of scientific management methods (modelling, programming, experiment, information technology, etc.) is necessary.

System- this is a set of interconnected elements that are in relationships and connections with each other, constituting a holistic education. The system properties of social organizations are studied within the framework of the system approach, which plays a theoretical and methodological role in the knowledge and transformation of complex social systems. The system is divided into subsystems, each of which can be considered both separately and in their inseparable integrity.

Everything that is not included in the system and affects it, or that the system itself affects, is called its external environment, which differs significantly from its internal environment. They are in dialectical interaction.

Each social system consists, first of all, of two interacting, but independent subsystems: managed and managing. The managed subsystem includes: social relations, social processes, resources of society, primarily social, social organizations and people included in them. To the control - all the elements that provide the process of targeted impact on the elements of the controlled subsystem. Its most important element is the organizational structure of management.

The development of education, health care and culture, housing and communal services, social services for the population should be decided at the level of state authorities of the constituent entities of the Russian Federation and local governments. It is necessary to increase the responsibility of federal, regional state authorities and local governments for the implementation of state social policy.

Conclusion.

Management is to some extent an art. In some situations, leaders can become effective in their work by structuring tasks, planning and organizing tasks and roles, showing concern and providing support. In other situations, the manager may find it more appropriate to exert influence by allowing subordinates to participate in decision-making to some extent, rather than structuring the conditions for doing work. As Ajiris rightly points out: ""...effective leaders are those who can behave differently - depending on the requirements of reality"" .

Managing an organization in our dynamic time is a complex job that cannot be done successfully with simple, dry, memorized formulas. The leader must combine an understanding of general truths and the significance of the many variations that make situations different from one another.

The modern approach to organization is a balanced combination of human values, organizational change and continuous adaptation to changes in the external environment. All this requires significant changes in the principles, methods and forms of work with a person in an organization.

In order to interest a person not only in the performance of his work, but in the maximum effort, in the greatest return, you need to use the structure of people's needs that satisfy external and internal rewards; develop measures to improve the social situation at the enterprise in order to achieve staff satisfaction with work in the organization; to study the opinion of workers on various aspects of their lives, to conduct a survey. Recognition of the successes of employees is also a serious incentive for their own professional improvement and, as a result, for improvement and increase in the efficiency of the quality system.

The art of management lies in the ability to choose from a variety of important and urgent tasks those that have a fundamental priority, and focus on them. It is equally important to improve numerous routine processes, identify and eliminate bottlenecks, since they set the pace for all work and are the cause of low labor productivity.

In conclusion, I would like to add that a talented manager must achieve the maximum return from his subordinates. To effectively manage such an expensive resource as people, the manager needs to highlight certain parameters of the work assigned to subordinates, by changing which he can influence the psychological states of the performers, thereby motivating or demotivating them. Well-designed work should create internal motivation, a sense of personal contribution to the products. A person is a social being, which means that a sense of belonging can cause deep psychological satisfaction in him, it also allows him to realize himself as a person. Large firms have a great social responsibility to internal - company participants, consumers and society as a whole.

Bibliography:

1. Gerchikova I.N. Management. – M.: UNITI, 2000.

2. Efremova M. Efficiency of communication processes in tourism (semantics, definitions in the terminological apparatus) // Marketing. - 2004.

3. Zharikov E.S. Psychology of management. M.: MTsFER, 2002.

4. Knorring V. I. Theory, practice and art of management – M., 2001

5. Levakov V.E. Job description as a real management tool. //Handbook of personnel management. – 2001.

6. Management: Theory and practice in Russia: Textbook for university students / Ed. A.G. Porshneva, M.L. Razu, A.V. Tikhomirova - M .: IDFBK - Press, 2003.

7. Management: Proc. allowance for universities / Ed. coll.: E.M. Korotkov, A.A. Belyaev, M.B. Zhernakova and others: ed. EM. Korotkov. - M.: INFRA - M., 2003.

8. Meskon, M., Albert, M., Hedouri, F. Fundamentals of management - Per. from English / Ed. L.I. Evenenko. - M.: Delo, 1994

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11. Shipunov V.G. Fundamentals of management activities. Moscow: Higher school, 2001.

1.1 Introduction

1.2 General characteristics

2. Process theories of motivation

2.1 Introduction

2.2 Vroom's expectancy theory

2.3 Justice theory

2.4 Porter–Lawler model

2.5 Requirements for a manager

3.1 Introduction

3.2 The main stages of preparation and methods of making managerial decisions

3.3 The most important functions of a manager

3.4 Leadership qualities of a manager

1.1 Introduction

In the conditions of fierce competition between enterprises for leadership in production, an increasing number of managers of these enterprises understand the importance of competent personnel management, which directly affects the economic performance of any production.

Any enterprise based on the work of a large number of people needs to improve the personnel management system. Every year there are many different principles and technologies for managing employees of an enterprise, but the fact that each employee is, first of all, a person with his own personal social, psychological and physiological characteristics and needs, always remains unchanged.

It is these individual characteristics of a person, or rather a competent approach to him, that show how socio-psychological methods of management affect the efficiency of all departments of the enterprise.

In the personnel management system, there are various management methods such as administrative, economic, socio-psychological, which are closely intertwined and aimed at achieving the goals of the organization.

It is impossible not to say about the relevance and importance of the problem of personnel management, both for the organization and for the individual employee. In any business, the staff is the most important component of any organization. Correct and expedient personnel management guarantees the success of the enterprise. In a market economy, it is necessary to constantly improve the system of labor organization and personnel management in order to achieve socio-economic stability in the country. Therefore, the relevance of improving the methods of personnel management in the organization is increasing.

1.2 General characteristics

Socio-psychological methods are designed to influence the social environment between employees of the enterprise. It is expedient to begin the description with their enumeration.

One of the generally accepted classifications:

moral encouragement;

Social planning (establishment and development of social norms of behavior);

Belief;

Suggestion;

Personal example;

Regulation of interpersonal and intergroup relations;

Creation and maintenance of a moral climate in the team.

As part of this work, this classification can be supplemented by the following methods:

Formation of labor collectives taking into account the socio-psychological characteristics of people;

Satisfaction of cultural and social needs;

In addition, there are several methods to identify factors affecting labor efficiency and the quality of work in general:

Questioning;

Application of special tests;

Timing;

Practice shows that the moderate use of such methods is important for the enterprise. Because the constant use of such methods leads to a decline in performance due to the need to spend time filling out questionnaires, writing reports, or it simply bothers.

In recent years, the role of socio-psychological methods has increased. This is due to the growth of education, qualifications of employees, which require management to use more complex and subtle management methods. The place of socio-psychological methods depends very much on the policy of the leadership, it is worth noting that in developed countries it is now becoming impossible not to use them, at least in part. This is due, in particular, to the growing level of needs of the population.

The purpose of socio-psychological management methods is the study and use of the laws of people management to optimize the socio-psychological phenomena in the team, in order to create the most durable working team. And therefore, to achieve the goals of the enterprise. But between social and psychological methods, there is a difference:

With the help of social methods, relations in groups and between groups are managed;

With the help of psychological - managing the behavior of the individual and interpersonal relationships in the group.

The purpose of sociological methods is to manage the formation and development of a team, create a positive socio-psychological climate in the team, optimal cohesion, achieve a common goal by ensuring unity of interests, developing initiative, etc. Sociological methods are based on needs, interests, motives, goals and etc.

The choice of methods is largely determined by the competence of the leader, organizational skills, knowledge in the field of social psychology.

Knowledge of the socio-psychological and individual characteristics of the performers gives the manager the opportunity to form and adopt an optimal management style and thereby ensure an increase in the efficiency of the enterprise by improving the socio-psychological climate and increasing the degree of job satisfaction.

2. Process theories of motivation

2.1 Introduction

Motivation is the process of motivation to work.

Theories of motivation:

“Policy of the carrot and stick”: Proponents of this theory were of the opinion that man is by nature lazy, cunning, selfish, wants to give less and take more. Thus, it is necessary to make it work. So that he is not a burden to constant coercion to work, he must be systematically encouraged for good work.

“Procedural theory of motivation”: Motivation arises in the process of work.

Varieties of the theory:

"Vroom's Theory of Motivation":

Motivation = Expected * Expected * Value

results reward reward

“Theory of justice”: People subjectively feel the fairness of remuneration for work. It is important to pay for work in such a way as to smooth out the feelings that arise between people.

“Porter-Lawler Model”:

2.2 Vroom's expectancy theory

This theory is based on the thesis that a person, upon achieving a certain goal, develops an adequate style of behavior, hoping to obtain the desired result. Before proceeding to the presentation of the essence of the theory, let us consider the concept of expectation itself.

Expectation is a person's assessment of the likelihood of a certain event.

In accordance with the theory of expectations, as the relationship in the pair "labor costs - results" decreases, motivation may weaken.

Expectancy theory has its roots in the pioneering psychologists Kurt Lewin and Eduard Tolman about the process of cognition, as well as in the concept of behavioral choice and utility in classical economics. However, the first to formulate the theory of expectation in relation to labor motivation was Victor Vroom. Unlike most critics of content theories, Vroom offered his expectancy theory as an alternative. He believed that meaningful models do not adequately explain the complex processes of work motivation. In academia at least, Vroom's theory has become a popular explanation for work motivation and continues to stimulate a great deal of research.

According to the theory of expectations, not only the need is a necessary condition for motivating a person to achieve the goal, but also the chosen type of behavior.

Process expectation theories establish that the behavior of employees is determined by the behavior of:

a manager who, under certain conditions, stimulates the work of an employee;

an employee who is confident that, under certain conditions, he will be given a reward;

an employee and a manager who assume that with a certain improvement in the quality of work, he will be given a certain remuneration;

an employee who compares the amount of remuneration with the amount that he needs to satisfy a certain need.

Although the Vroom model does not directly contribute to the methods of personnel motivation, it is of some value for understanding organizational behavior. This theory helps to clarify the relationship between the personal goals of the employee and the goals of the organization.

2.3 Justice theory

The theory of justice implies fair pay for different types of work. And also, importantly, a fair attitude towards the employee in communication and evaluation of the work performed.

People always subjectively assess the measure of fairness of remuneration for their work. It is important to pay for work in such a way as to prevent possible antipathies between people, on the basis of the masses of money paid in the form of salaries, bonuses, etc.

Injustice occurs when a person feels that the ratio of the return he receives to his contribution to the performance of work is not equal to the corresponding ratio of other workers. The return received is mainly in various types of rewards, such as cash payments, status, promotion, the degree of internal interest in the work itself.

Socio-psychological methods are

ways of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. These methods are aimed at both a group of employees and individuals.

According to the scale and methods of influence, they can be divided into: sociological, aimed at groups of employees in the process of their production interaction, and psychological, purposefully influencing the inner world of a particular individual.

The modern concept of management puts forward as priorities: preservation, cooperation, quality, partnership, integration. At the center of the strategic concept of personnel management is the person as the highest value for the organization. Such a complex organism as the personnel of a modern organization cannot be considered from the standpoint of containing only its formal structure and decomposing it into separate parts. Along with the structural approach, which reflects the statics of personnel, the behavioral approach, which considers a specific personality, a system of relations between people, their competence, abilities, and motivation to work and achieve goals, is predominant. The reasons that encourage people to unite in organizations and interact within their formal framework are the physical and biological limitations inherent in each individual, and the goals, the achievement of which requires collective efforts. Combining their efforts, each employee complements each other and thereby influences the behavior of the organization as a whole in order to increase its efficiency.

The main role in considering the life of personnel in the structure of the organization belongs to the science of management. A comprehensive solution to the problems of the organization requires taking into account that it includes objects of a dual nature:

Factors that determine the socio-psychological structure of the organization (staff with a combination of individual abilities, interests, behavioral motives, informal relationships, etc.);

Factors of the production structure (objects and tools, technological standards, etc.).

The target task of management theory is to study the influence of individual and group behavior on the functioning of the organization.

Psychology studies and predicts the behavior of the individual, the possibility of changing the behavior of the individual, reveals the conditions that interfere or contribute to the rational actions or actions of people. Modern psychology focuses on the methods of perception, learning and training, identifying needs and developing motivational methods, assessing the degree of job satisfaction, and the psychological aspects of decision-making processes.

System management in the media

Research in the field of sociology expands the understanding of the staff as a social system where individuals play their roles and enter into certain relationships. The study of group behavior is essential, sociological conclusions and recommendations regarding group dynamics, processes of self-realization, communications, status and power become relevant.

Issues of cause-and-effect relationships in the group activities of personnel are studied by social psychology. To assess the effectiveness of group activity, it is extremely important to analyze changes in people's positions, forms of communication, and ways to meet individual needs through group activity.

Management psychology analyzes aspects of people's behavior in the workforce, the relationship between the leader and the subordinate, the problems of motivation and the psychological climate. Psychological planning is an important aspect in management. Planning is a new direction in working with employees to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning - involves setting development goals and performance criteria, methods for planning the psychological climate and achieving final results. The most important results of psychological planning include:

Formation of units or teams based on the psychological conformity of employees;

Comfortable psychological climate in the team;

Formation of personal motivation of people based on the philosophy of the enterprise; System management in mass media 107 - minimization of psychological conflicts (scandals, insults, stresses, irritations);

Development of a service career based on the psychological orientation of employees;

The growth of the intellectual abilities of the team members and the level of their education;

Formation of a corporate culture based on the norms of behavior and images of ideal employees.

Methods of psychological influence are the most important components of psychological management methods. They summarize the necessary and legally permitted methods of psychological impact on personnel to coordinate the actions of employees in the process of joint production activities. The permitted methods of psychological influence include: suggestion, persuasion, imitation, involvement, inducement, coercion, condemnation, demand, prohibition, censure, command, deception of expectations, hint, compliment, praise, request, advice, etc.

Suggestion is a targeted psychological impact on the personality of a subordinate by the leader by referring to group expectations and motives for inducing work.

The belief is based on a reasoned and logical impact on the psyche of the employee to achieve the goals, remove psychological barriers, eliminate conflicts in the team.

Imitation is a way of influencing an individual employee or social group through a personal example of a leader or other leader, whose behavior patterns are an example for others.

Involvement is a psychological technique by which employees become accomplices in the labor or social process (making agreed decisions, competition, etc.).

System management in the media

Motivation is a positive form of moral influence on the employee, which increases the social significance of the employee in the team, when the positive qualities of the employee, his experience and qualifications, and motivation for the successful completion of the assigned work are emphasized.

Coercion is an extreme form of psychological influence in the absence of the results of other forms of influence, when an employee is forced to perform certain work against his will and desire.

Condemnation is a method of psychological impact on an employee who allows large deviations from the moral standards of the team or whose work results are extremely unsatisfactory. Such a technique cannot be applied to employees with a weak psyche and is practically useless for influencing the backward part of the team.

The demand has the force of a command and can be effective only when the leader has great power or enjoys unquestioned authority. In many respects, a categorical requirement is analogous to a prohibition, acting as a mild form of coercion.

Prohibition provides a retarding effect on a person and, in fact, is a variant of suggestion, as well as restrictions on prohibited behavior (inactivity, attempts to steal, etc.).

Reprimand has a persuasive power only in those conditions when the employee considers himself a follower and is psychologically inextricably linked with the leader, otherwise the censure is perceived as a mentor's edification.

Command is used when accurate and quick execution of instructions is required without discussion and criticism. Deception of expectations is effective in a situation of intense expectation, when previous events have formed a strictly directed train of thought in the employee, which has revealed its inconsistency and allows him to accept a new idea without objection.

A hint is a method of indirect persuasion through a joke, an ironic remark, and an analogy.

In fact, the allusion does not refer to consciousness and logical reasoning, but to emotions. Since the hint is a potential insult to the person, it should be used taking into account the specific emotional state of the employee.

A compliment should not be confused with flattery; it should not offend, but elevate the employee, prompt reflection. The subject of a compliment should be things, deeds, ideas, etc., indirectly related to a particular employee.

Praise is a positive psychological method of influencing a person and has a stronger effect than condemnation.

The request is a very common form of informal communication and is an effective method of leadership, as it is perceived by the subordinate as a benevolent order and demonstrates a respectful attitude towards his personality.

Advice is a psychological method based on a combination of request and persuasion. In operational work requiring quick decisions, the use of advice should be limited.

The response to psychological techniques and methods of control are mood, feelings and behavior.

Mood is a weakly expressed emotional experience that has not yet reached a stable and conscious certainty.

Feeling is a special kind of emotional experiences that have a clearly expressed objective character and

roval and published on the website: PRESSI (HERSO N ] 110 System management in the media characterized by comparative stability. They reflect the moral experiences of a person's real relationship with the environment in the form of emotions. There are: moral, aesthetic, patriotic and intellectual feelings. According to the degree of manifestation feelings allocate emotional states: appeasement, involvement, experiences, threats, horror.

Emotions are specific experiences of certain events in a person's life, depending on his inclinations, habits and psychological state. Depending on the reaction, emotions can be:

Positive (joy, surprise, pleasure, etc.),

Negative (anger, anger, irritation, envy, resentment, sadness, annoyance, etc.),

Ambivalent (controversial - jealousy, rivalry, hint, etc.).

Behavior is expressed in a set of interrelated reactions carried out by a person to adapt to the environment. There are five main forms of human behavior in a social environment:

"angelic", in the form of a complete denial of evil and violence;

Highly moral, proclaiming strict adherence to high principles of behavior (honesty, disinterestedness, generosity, wisdom, sincerity, etc.);

Normal, based on adherence to the principles of public morality, allowing deviations and shortcomings, on the dialectical unity of good and evil;

Immoral, when personal interests, motives and needs are placed above the accepted norms of behavior in a social group;

"devilish", i.e. absolutely immoral, anti-systemic management in mass media 111 rightful and contrary to laws, public

morality and standards. The classification of people according to the above forms of behavior allows you to choose the right methods of psychological influence (Table 3.2). Table 3.2 Behavior and methods of influence Behavior Ways of influence Angelic Imitation, advice, request, praise, compliment persuasion, demand, suggestion, explosion Devilish Coercion, condemnation, punishment, prohibition Sociological methods allow assessing the place and appointment of employees in a team, identify informal leaders and provide them with support, use staff motivation to achieve the final result of work, ensure effective communications and prevent interpersonal conflicts a team. Sociological methods of management include: social planning, sociological research, assessment of personal qualities, morality, partnership, competition, conflict management.

Sociological research serves as a tool in working with personnel and provides HR specialists with the necessary data to make informed decisions in the selection, evaluation, placement, adaptation and training of personnel. Modern methods of sociological research are very diverse and may include: questioning.

Personal qualities determine the inner world of an employee, which is quite stably reflected in the process of work and is an integral part of the sociology of personality. These qualities are usually divided into business (organizational), which determine the effectiveness of solving specific problems and performing role functions, and moral (moral), reflecting the personal moral qualities of an employee.

Morality is a special form of social consciousness that regulates the actions and behavior of a person in a social environment through moral norms and rules. Issues of corporate morality are reflected in the philosophy of the organization.

Partnership is essential to ensure a variety of forms of relationships in the team. In contrast to the formal chain of command, which determine the interdependence of employees, in a partnership, everyone acts as an equal member of the group. There are the following forms of partnership: business, friendly, hobbies, etc. Partnerships are built on the basis of mutually acceptable issues of persuasion, imitation, requests, advice, praise. Business relations built in the form of friendly partnership and common hobbies always contribute to the creation of a good social and psychological climate in the team.

Emotional discomfort leads to stress, which is caused by pressure or a condition called stressors. Stress is usually associated with negative reactions. However, it can also have a positive meaning for a person. Stress helps to mobilize the efforts of a person, so that he can quickly cope with the task, solve the problem. In order to reduce the losses incurred by the organization due to stress. First of all, it is necessary to identify the stressors leading to these incidents. Stress is inevitable. There are two ways to deal with stress. The first is through changes in methods, organization, technology, production structure, and, if necessary, through the elimination of a source of stress. The second approach is related directly to stress and is to try to cope with them individually. To neutralize stress, some techniques are used:

1. Planning

2. Exercise

4. Psychotherapy

5. Psychoanalysis

6. Meditation and relaxation

Socio-psychological methods are the most subtle tool for influencing social groups of people and a person's personality. The art of managing people lies in the dosed and differentiated use of certain techniques listed above. The principles of democratization of human relations, respect for the rights of the individual should in modern conditions dominate over purely administrative methods and an authoritarian style of leadership. It is important to know and predict the impact of socio-psychological methods on the work of staff.

One of the most important activities in any enterprise is personnel management. A properly designed management system can significantly increase the efficiency of a company. There are many aspects in the context of which this issue is considered, including socio-psychological methods of management.

The need to develop management methods

The work process involves the establishment of social, economic, legal and psychological relations between the employer and the personnel of the enterprise. The main goal of improving such relations is to create comfortable working conditions for the company's employees in order to obtain the maximum result from their activities.

Today, many enterprises use their potential far from being fully. Previously, very little attention was paid to this issue, since Soviet administrative and command methods of management existed. Today, in every company, management creates a system of relationships with personnel from scratch. One of the reasons for the need for properly selected socio-psychological management methods is fierce competition in the current market economy.

It is expected that in the near future the psychological factor will become more important in the relationship between the manager and employees. In this regard, the demand for professional psychologists will increase significantly, whose duties will include creating an optimal psychological climate in the team, consulting company employees.

Also, one of the main tasks of psychologists will be the retention of qualified workers in the enterprise. Today, there is an urgent need for this, since an active change of personnel is very often observed. Retention will require methods to keep employees in the workplace, encouraging them to work, strengthening ties between individual employees, as well as between subordinates and heads of departments.

Management methods

The modern classification gives three main groups of personnel management methods:

• administrative)
• economic)
• socio-psychological.

The task of the first group is to create a sense of duty and responsibility among employees, as well as discipline in order to form a clear organization of work. These methods are embodied with the help of direct influence. Thus, each administrative act must be executed, otherwise the appropriate sanctions will be imposed on the employee. The administrative group of management methods operates on the basis of internal acts of the organization and directives of the management.

The economic methods are based on material incentives for personnel, including bonuses and other additional payments. This is the basis of managerial influence, since in case of failure to fulfill duties, the sanctions provided by the authorities for employees are most often of a financial nature. In the management sphere, these management methods occupy a leading place.

Socio-psychological methods of management involve the use of social and psychological mechanisms of influence on relations in the workforce. The main feature of this group is the use of various informal factors or interests of individuals or the entire team for their own purposes. These methods act on objects in indirect ways.

All of these methods can be used both in combination and independently of each other. This classification is not final and does not fully reflect the essence of each group. For example, administrative methods can solve some socio-psychological or economic issues. The results that have been achieved with the solution of economic methods can be regulated by the administrative group.

Socio-psychological methods of personnel management

Optimal relationships between people can be achieved using a complex of various social and psychological methods of influencing staff.

The successful completion of tasks is influenced by factors such as thinking, imagination, and other mental properties. Performance may depend not only on the physical, but also on the mental, emotional state of the employee. This applies not only to individual employees, but to the entire staff, since efficiency also depends on relationships in the workforce.

Psychological methods are divided into several subcategories:

• optimal staffing of subgroups and teams)
• humanization of the labor process)
• psychological motivation)
• selection of specialists and further professional training.

Compatibility

The first subcategory of the socio-psychological method of management contributes to the achievement of an ideal ratio of employees in each of the working groups. Sociological research, polls and tests help to determine what kind of likes or dislikes are shown in a given team. Also, with their help, you can find out what place an employee should occupy, based on his psychological compatibility. It is on these factors that the psychological climate in individual departments and in the workforce as a whole depends.

Compatibility is of two types:

• psychological)
• socio-psychological.

According to the first type, management processes must correspond to the psychology of each individual employee. The second type is formed if the best combination of behavioral types of employees is achieved, and at the same time it is based on the values ​​and interests of the workforce.

humanization

If the work at the enterprise is monotonous and does not involve creative efforts, it is necessary to make some changes by resorting to the humanization of labor. You can use the influence of color or music, increasing the efficiency of work and making the monotonous process not so monotonous.

Motivation

Also, for greater activity, the method of motivation should be applied. Thanks to him, the work of the worker will be motivated by something. Motivation affects directly the object itself, that is, employees.

Socio-psychological methods of management include the following methods of motivation:

• belief)
• imitation)
• suggestion)
• involvement)
• confidence)
• compulsion.

The first method is most often used. Persuasion is carried out by influencing the team with logical means in order to relieve tension or the resulting psychological barrier.

Imitation occurs with the help of a personal example, which can be shown by the head of an enterprise or department. It can become a model of behavior in the enterprise, as well as indicate to the employee which employee can be taken as an example. Moreover, the management of the company must always be a model for all staff in order to command respect. This affects the discipline in the team and the final result of the work. The actions of the employer can be discussed and evaluated by employees. Thus, the leader is a behavioral standard for subordinates.

The team can be influenced by suggestion. This method is quite effective in most cases and is most often used in case of a conflict situation. Socio-psychological methods of management depend on the authority of the one who influences subordinates by suggestion. Moreover, it must be remembered that the inspirer must also have high moral qualities.

To activate the employee, as well as increase efficiency, you can use the technique of motivation (involvement). The employee should be involved in some interesting creative work, making him a participant in this process.

With the help of trust, you can emphasize the positive qualities of a particular employee, for example, experience or a high level of qualification. In addition, the manager expresses his confidence in the ability of the employee to complete any assignment. Unlike trust, coercion is used when it is necessary to force an employee to perform a task, sometimes against his will.

Motivation for some work can be promising and current. Due to prospective motivation, the employee must overcome any difficulties that arose in front of him during the execution of the task. This is necessary in order for the employee to achieve the intended goal in the future. Close motivation can significantly reduce the productivity of an employee, since he does not have a development perspective. Often this ends with a transition to another job.

Enterprise competition

Previously, work was seen as a means of earning money. In other words, if the worker received appropriate payment for the work performed, it was believed that he should be satisfied. However, studies have shown that salary is not the only motivation for achieving successful results.

One of the ways that you can increase the efficiency of work is competition. However, it should be remembered that such psychological methods of management may not work in all enterprises. For example, in a company where wages are too low, working conditions are poor, and the volume of tasks performed is too large, the decision to resort to competition may be regarded as an attempt to squeeze the remaining strength of the staff.

Thus, the principle of competition in the enterprise should not cause the opposite effect, as a result of which the intensity of personnel turnover can only intensify. The reason may be the feeling of a difference between the result of work and payment. Incentives must be material, since moral ones are not able to satisfy the basic needs of employees and become full compensation for the work done. In addition, competitions become effective when the amount of payment is the average market indicator or exceeds it.

Usually, in a group of people whose interests coincide, in any case, a struggle for primacy begins. Officially, such a competition is a struggle on the hierarchical ladder. As a result of the success of the employee, a promotion awaits. Informally, it is limited to communication at an informal level in order to establish its authority in the team. As a result, friendly relations are established between employees or conflicts arise. However, the experienced management of the company is able to direct these processes in the right direction. Competition is a means by which each worker can show his best qualities and, as a result, achieve the desired production result.

According to studies, the struggle for leadership occurs only between a certain number of employees. In any team there are people who do not accept the conditions of the competition and only perform their job duties. Often joining the competition occurs on a subconscious level, since most people do not want to stand on the side of the team. Their goal is to strive to imitate those who have achieved more. In order to properly use the existing potential, experienced psychologists are needed who can direct such a struggle in the right direction.

Specificity of psychological methods

Socio-psychological methods of personnel management include setting specific goals, creating performance criteria, substantiating the existing standards at the enterprise, planning the psychological climate necessary to achieve specific goals.

The results of planning are:

• creation of separate groups, each of which is formed taking into account the compatibility between employees)
• creating a comfortable working environment in the team)
• determination of employee motivation)
• elimination of conflict situations between individual employees or departments)
• creation of a single model, according to which each employee is able, if successful, to move up the career ladder)
• development of professional skills of the staff.

In addition to the listed methods of psychological impact on employees of the enterprise, there are a number of less used, but no less effective opportunities to influence the performance of team members. Each of these methods is permitted by law, but it is desirable that they be carried out by qualified psychologists.

condemnation

If an employee periodically makes any deviations from the moral or other norms established in the team, a method such as condemnation is used. This method of influencing a person is almost useless against the “lagging behind” part of the team. Judgment is effective even when performance is poor. However, excessive use of judgment can cause the worker to stop accepting it and continue to make mistakes with impunity. In this case, other leverage should be used or the dishonest employee should be fired.

Deception of expectations

Methods of social management also allow such a way as the deception of expectations. It is effective in cases where there is a tense expectation of something. If previous events have created a certain train of thought in the employee, then the deception of expectations contributes to the adoption of completely new ideas.

Hint

Used most often by experienced bosses or psychologists. This technique is only indirectly capable of influencing the employee, for example, with the help of a joke or an analogy. Thus, the hint does not penetrate into the consciousness of the employee, but acts at the level of emotions. In order not to harm a person, this method is recommended to be used, taking into account the mood of the employee. That is why the hint should be used by specialists who are confident in their competence.

Compliment

Also, the emotional component carries a compliment. It must be remembered that a compliment should not turn into flattery, it should elevate a successful employee, and not offend or offend him. A skillfully made compliment can prompt a person to think, draw certain conclusions and work more efficiently in the future. As a rule, subjects that can serve as a target for a compliment are ideas, results of work, or things that relate to this employee of the company. A kind of compliment can be considered praise, which has a deeper effect on the employee.

Request

Another leverage that psychological methods of personnel management use is a request. This is a fairly common way of informal communication between a subordinate and a manager in many enterprises. The request may include a simple assignment, but in reality it is used as a demonstration of the benevolent attitude of the management towards the staff.

Behavioral responses

Any impact can have its own reaction. The main components of the reaction are mood, behavior and feelings. They depend both on the chosen method of exposure, and on the person to whom it was intended.

1. The mood is usually not very pronounced and is a mild experience. It can only be born and not reach any clear definition.
2. Feelings are more pronounced than moods. They are quite stable and have a specific objective character. Feeling-evoked emotions can be positive, negative, or ambivalent. The main task of a psychologist is to try to develop such a personnel management methodology, according to which employees would have only positive emotions.
3. Unlike the two previous components, behavior is more pronounced. As a result of emotions and experiences, an employee can react to any event by showing his behavior. It may provide for an absolute rejection of violence, be highly moral, normal, immoral, or cause results that are absolutely contrary to the current legislation.

Research methods and other aspects

At the heart of any activity are human needs and resources. Needs must be met in order to use resources, and social management methods must also be used for this purpose. Sociological research can be carried out to determine what needs the staff currently has. This will effectively plan further activities in relation to personnel management and, as a result, reduce staff turnover.

Various sociological methods of studying the problem are a survey, data processing, evaluation, further training of personnel in order to improve the performance of the workforce.

1. The simplest way is a survey - employees are massively interviewed, most often anonymously, and based on the survey, a schedule of needs is drawn up. In this way, it is possible to satisfy some of the needs of most of the staff.
2. Interviewing is the ideal way to communicate with management. Although the interview requires a sufficiently high level of qualification from the specialist who conducts it, correctly selected and formulated questions will allow you to get the most complete and reliable information about each of the employees. However, another disadvantage is the significant time that needs to be spent on the interview process.
3. Psychologists can also use such a method as observation. With its help, you can determine in a person those qualities that are often manifested in an informal setting. This method requires a fairly high level of qualification from psychologists.

After studying the capabilities of the staff as a whole and each employee individually, psychologists and management must develop a system of relationships between employees and departments. Properly conducted research will help to make effective connections. In contrast to the above competition, workers must cooperate with each other. Partnership implies equal relationships within the workforce. Often, the "manager-subordinate" system is broken, and the company does not have any dependence of some employees on others.

Conflicts and their solution

Sometimes, due to an incorrect management system, a conflict may arise between the management and the labor collective subordinate to it, or such a situation is born within the team without the participation of the management. Most often, you can observe conflicts regarding the distribution of roles in the department. Also often there are problematic situations between departments. This can happen for two reasons: if departments are engaged in similar activities and compete with each other, or if departments have a different direction of activity, but at the same time they are in close contact with each other. For example, if in one department they set tasks for employees of another, while not fully understanding the specifics of their activities. As a result, there may be either an incorrectly set task or unsatisfactory performance.

The main signs of a brewing conflict are minor misunderstandings and incidents, discomfort in the workplace, a sense of awkwardness in the team. Such problems can be solved by a leader and a psychologist, who can either restore a calm atmosphere and prevent / resolve the conflict, or reorganize in such a way that the conflicting parties do not intersect with each other, but at the same time fulfill their duties.

Solving the problem, the psychologist must have access to the characteristics of employees. To do this, all information collected during testing is processed. As a result, the psychologist receives such information about each employee as personality type, character, temperament, etc. Not only the behavior of a person depends on this, but also his labor potential, which he is ready to show in the course of work.

Classification of management methods

A correct understanding of the unity and interconnection of management methods, their classification are important for understanding the essence and conditions for their more effective use.

In the literature, one can find a variety of different criteria for classifying management methods. Allocate economic, organizational and administrative, socio-psychological, as well as integrated methods of management. General methods of management are indicated, relating to the entire management system, and local, inherent in its individual parts. Also in the literature there are methods of direct control action and methods of indirect control action. There are other types of classification.

Management methods

This is a set of methods, techniques, with the help of which the impact on the object of management is carried out, various functions of managing the organization are performed. There are the following main types of management methods:

economic;

organizational and administrative;

· legal;

· socio-psychological methods of management.

Economic methods of management

are a set of cost tools for influencing a managed object in order to ensure the highest economic efficiency of the organization's activities at the lowest cost. These include:

ü planning economic results of activity as a way of setting goals, proportions of development, deadlines for the implementation of certain tasks;

ü material incentives in the form of wages, bonuses, as well as sanctions for inappropriate quality or quantity of labor;

ü normalization of economic indicators of the enterprise as a basis for planning, material incentives and control;

ü control of economic performance indicators as a method of collecting analytical information.

Organizational and administrative methods of management

represent a set of techniques and means of direct (administrative) influence on the control object to perform the functions assigned to it. Organizational and administrative methods of management are divided into two groups: methods of organizational and administrative influence.

Organizational impact is manifested in the forms:

organizational regulation;

organizational regulation;

organizational coaching.

The administrative influence is directed to the control and regulation of activities through orders, orders, resolutions and instructions.

Legal methods of management

This is a set of methods of influence of the subject of management on the object of management through legal norms, legal relations and legal acts.

are a set of techniques and methods of social and psychological influence on the team and individuals to increase their labor and creative activity.

The system of socio-psychological methods includes:

methods of social influence,

methods of managing the collective activities of employees,

methods of managing the individual behavior of the employee.

Methods of social influence include: general meetings of employees, participation in the work of public councils, etc.

The methods of managing the collective activities of employees include: the formation of a team structure, the exchange of best practices, ratings, holding competitions, solemn meetings, evenings, etc.

The methods of managing the individual behavior of an employee include: stimulating personal initiative, a personal example of a leader, respectful attitude towards a subordinate, promotion of an employee to a reserve for a higher position, transfer of individual management rights to subordinates, etc.

It is impossible to teach exactly how to manage, but creating a solid foundation for the development of a manager's own concept is a matter that currently prevails over all other tasks of managerial theory. It would be foolish if a theoretician, or even the greatest practitioner of management, began to argue that one should manage in this way, and in no case in another way.

It is not surprising that the management methodology was especially popular during the Soviet years, because the goals and objectives of all were almost the same and they were determined by one, unified leadership. And today, many practitioners require specific recipes from analysts, asking what exactly needs to be done and how to implement it. A partial answer to this question can be given, and it seems possible to do this only thanks to the Soviet theory of management, which defined and classified management methods based on the means and methods of influencing the control object. The main means of management here is power, as a kind of given, and not a process. Power has its own sources, the main of which are material and monetary resources, the legitimate right to control, as well as the personal charismatic characteristics of the leader. With the help of these sources, the subject of management has the ability to influence the performers to achieve their goals, and each of them complements each other, since their separate use is absurd. In other words, the organization "will not go far" on one stable payment of wages. The same can be said about the use of other forms of influence, if they prevail in the organization as the dominant method of management.

On the other hand, management methods are based not only on sources of power, but also on needs, needs, interests, etc. performers. This problem will be considered in more detail in the section on motivation of activity.

Management methods should have a two-way focus, taking into account not only the aspirations of managers, but also performers. Therefore, the generalizing method of management, or, more precisely, the basis of management methods, should be a constant study of employees, a close relationship. After all, considering all the performers to be monotonous creatures, the leader plunges the organization itself into a gray mass. Each performer has his own personal characteristics, and the combination of such characteristics makes each enterprise original.

Another view of management methods promises that they are a means of manifestation of the functions of management, and the main question is how exactly a manager should plan, organize, motivate and control.

Conclusion by chapter

Control method

The method of the organizing influence of the subject on a specific object of management, with the help of which the goals are achieved, the tasks are solved.

Management methods represent a kind of abstraction, a certain possibility of action in the management process. Management itself is always carried out in specific forms. Form is that by means of which the abstract possibility of a method is expressed, realized in practice. A form is an expression of the essence of a method. As a rule, any method is implemented in forms that, with a certain degree of conventionality, can be classified as legal, organizational, or organizational and technical.

The main types of management methods are economic, organizational and administrative, legal and socio-psychological.

Personnel management methods can be classified according to sign of belonging to a common control function.

- organizations,

- planning,

- rationing,

- motivation,

- stimulation,

- analysis,

- control,

- regulation,

- coordination.

A more detailed classification of personnel management methods allows you to build them in the technological chain throughout the HR cycle.

- hiring,

- selection and recruitment of personnel,

- socialization,

- vocational guidance and labor adaptation,

- motivation,

- organization of the training system,

- conflict and stress management,

- personnel safety management,

- labor organization,

- business career management,

- release of staff.

Management methods are classified depending on their content, orientation and organizational form, which reflects, in fact, the administrative, economic and social impact on the managed system.

Organizational - administrative methods - are based on power, discipline and punishment and are known in history as "whip methods". These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities.

Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence.

Organizational and administrative methods have a direct impact on the managed object through orders, orders, operational instructions given in writing or orally, control over their implementation, a system of administrative means of maintaining labor discipline, etc. They are designed to ensure organizational clarity and labor discipline. These methods are regulated by legal acts of labor and economic legislation, the main objectives of which are: legal regulation of labor relations, strengthening the rule of law, protecting the rights and legitimate interests of the enterprise and its employees in accordance with the Labor Code of the Russian Federation and other legislative acts.

Economic Methods - are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. These are elements of the economic mechanism by which the progressive development of the organization is ensured.

Only under conditions of justified independence is it possible to make a real transition to economic management methods: the collective manages material assets, income (profit), wages and realizes its economic interests. Economic methods contribute to the identification of new opportunities, reserves. We are talking about changing the system of material incentives, taking into account the economic interests of all participants in the production process.

Economic management methods involve the development of general planning and economic indicators and the means to achieve them. This is a kind of economic mechanism in economic relations.

Socio-psychological methods of management - are based on ways of motivating and morally influencing people and are known as "persuasion" methods. The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management.

According to the scale and methods of influence, these methods can be divided into two main groups:

§ sociological - methods that are aimed at groups of people and their interaction in the process of work;

§ psychological - methods that directly affect the personality of a particular person.

sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team.

Social planning ensures the setting of social goals, criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results.

Sociological research methods constitute a scientific toolkit for working with personnel, they provide the necessary data for the selection, evaluation, placement and training of personnel and allow reasonable personnel decisions to be made.

Psychological methods play an important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior in order to direct the inner potential of a person to solve specific problems of the organization.

Socio-psychological methods are based on the use of moral incentives for work, they influence the personality with the help of psychological techniques in order to turn an administrative task into a conscious duty, an internal need of a person. This is achieved through techniques that are personal in nature (personal example, authority).

The main goal of applying these methods is the formation of a positive socio-psychological climate in the team, thanks to which educational, organizational and economic tasks will be solved to a large extent. In other words, the goals set for the team can be achieved using one of the most important criteria for the effectiveness and quality of work - the human factor.

Depending on the nature of the impact on the person allocate:

incentive methods related to the satisfaction of certain needs of the employee,

informing methods that offer the transfer of information to the employee that will allow him to independently build his organizational behavior;

methods of persuasion, that is, directly targeted impact on the inner world, the system of human values;

methods of (administrative) coercion based on the threat or application of sanctions.

For effective production management, it is necessary to use all these management methods in combination, depending on the situation.

Belief is the main method of operation. It manifests itself in the use of means of education, clarification, promotion of the best examples, encouragement for conscientious work, material incentives.

Compulsion traditionally characterized as an auxiliary method used when the means of persuasion are ineffective, i.e. when the requirements of the rules in force in the field of public administration are violated.

In administrative-legal methods, the means of persuasion and coercion receive their concretization, taking into account the specifics of state-administrative activity.