1.4.5. Evaluation based on the results of the team's activities.

There is a widespread practice of evaluating managers based on the performance of the teams they lead. In this case, mainly production and economic indicators are used, related, for example, to quality, volume, terms of receipt of manufactured products (services). Profit is the most indicative and universal criterion for the work of any manager, especially in countries with a market economy. However, its use involves the analysis and consideration of a number of other indicators, since high profit results can hide serious management shortcomings (for example, a breakdown in the system for providing the necessary resources), which is undesirable to reveal too late. Moreover, the higher the post held by the assessed leader, the higher the value of profit as a criterion for evaluating his activities. Along with profit, complex systems of indicators are also used, taking into account the use of fixed and working capital, the efficiency of capital investments, the savings in direct and indirect costs in production and distribution costs, etc.

Managers are also evaluated based on the results of the introduction and use of new equipment and technology, the pace of development of new products. This assessment method is based on the recognition of the leader's influence on the formation of the final indicators of the team's activities. The analyzed parameters indicate how well and with what costs the manager fulfills his ultimate task - effectively achieves the goal of joint activities, receives certain results. For all the significance of such an assessment, it does not allow determining the measure of the activity and efforts of the manager himself, his personal contribution to achieving the results obtained, which is important in his individual assessment as a subject of labor.

Evaluation by results is a recognized way of determining the success of any activity, which in the case of analyzing complex managerial work is not an easy task. Certain indicators of the results of management activities are contained in some complex methods, but the method itself is not sufficiently developed and is not fully used in practice. However, it seems that there is no such work, the results of which could not be presented on a certain scale of their usefulness and social significance. The necessity and expediency of the transition to the assessment of managers based on the results of their specific organizational activities are urgent and obvious.

1.4.6. Method of analysis of the structure of management activity.

An analysis of the structure of managerial activity allows us to say that the results of the manager's work fit into the parameters of those objects to which his activity is directed. The activities of the leader lead to the transformation of managed objects, more precisely, to a change (or preservation at the required level) of certain of their characteristics that are necessary for the implementation of management goals and are important for teamwork.

So, among the results of the manager's activity can be attributed the structure of functional roles being created in the team, the order of business interaction and communication being formed, the quality of staff training, the maintained microclimate, the susceptibility of the managed system to innovations, organizational integrity, value-oriented unity of the team and a number of other characteristics.

It means that the manager paid attention to these issues, their solution was within the scope of his activities in the estimated period of time and became possible due to the successful implementation of his managerial functions and the means of management used. Otherwise, the achievement of the required parameters should be associated not with the activity of the assessed subject of management, but with the action of other factors. Based on the analysis of the implementation of the main management tasks in relation to specific objects of management and the determination in this measure of the personal efforts of the leader, the results of his activities can be evaluated.

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Recently, the scope of application for the procedure for assessing the productivity of employees has been expanded - it has become used not only for top managers. Evaluation of key performance indicators (KPI of employees) has ceased to be a hallmark of foreign companies; case studies can be found in different industries and for various categories of employees from marketers and business analysts to financiers and economists.

Managers are assessed by competencies by Aleksey Shirokopoyas, Expert in the development and assessment of managerial competencies. Developer of educational and game programs. Project founder. 8-926-210-84-19. [email protected]

Typically, KPI-based motivation systems measure key performance indicators (KPIs of employees) because they are based on SMART criteria. Therefore, such motivation systems are convenient for applying to employees employed in profit centers, where there are objective, and most importantly, measurable criteria: sales volumes, financial key performance indicators (KPI employees), deadlines, etc., and work based on SMART -goals and objectives, has a specific result. However, not all types of work can have such goals and objectives. For example, how to evaluate process activities (not implying the achievement of a specific result), where there are no SMART tasks and those who are "remote" from the economic and operational processes of the company - "clerks": a secretary, a call center operator, a system administrator of a support service, HR inspector, accountant, personnel officer, etc.? These workers (back office) perform routine functions, and, unlike the work of managers, the work of "clerks" is difficult to evaluate. How to assess the quality side of the work of this category of personnel?

Key performance indicators (KPI employees) - what should I pay attention to?

In this case, it is necessary to evaluate the performance of functions. To a large extent, this is only a qualitative assessment, and, as you know, a qualitative assessment is an expert assessment. The method proposed in the article helps to evaluate the work from this side.

Each leader appreciates in his employees the ability to perform work quickly and efficiently. And laments when these requirements are not met. Often he has to put up with this and hope that he will someday find a better employee, but everything repeats with a new employee. Why is this happening? To answer this question, let's delve into the nature of the parameters under consideration and their relationship.

What is "working speed"? From physics, we know that speed is the ratio of the amount of work to the time it takes to complete it. This means that the manager evaluates his employee according to three parameters: the amount of work, the time it takes to complete it, and the quality of the work.

Thus, any activity can be evaluated by three key performance indicators (KPI employees), let's call them the "efficiency triad" (see Appendix):

1. Number of work- production rate, share of excess production, additional assignments in excess of the job description, etc.
2. Quality of work– technology compliance, error-free, no customer complaints, defects, etc.
3. Work completion time- compliance with the set deadline, early implementation, exceeding deadlines, etc.

Moreover, each leader can decide for himself what kind of work he evaluates:

• the number of operations per job function (for example, the function of a lawyer is the preparation of contracts, and the number of contracts is the number of operations in this function);
• the scope of functions in excess of the standard, which is determined by the job description (for example, a lawyer according to the standard must process at least 100 contracts monthly);
• solution of additional tasks, instructions of the head beyond official functions (projects, one-time tasks, etc.).

However, it is not so easy to "reconcile" the speed of work and quality. Indeed, one can be convinced that it is easy to implement only any two parameters of the "triad" and it is difficult to make sure that all tasks are completed on time, efficiently and in the right amount. It is difficult to balance such a system - and this is the responsibility of the leader.

Most often, the work is done efficiently and on time, but perhaps this will not be the entire amount of work. Often an employee manages to complete all tasks, but either with a decrease in the quality of some of them, or with violation of deadlines.

And you can completely forget about the expectations of early completion of all tasks while maintaining excellent quality to the authorities. Not only that, managers are accustomed to seeing an employee's ability to complete an increased volume of tasks ahead of schedule and with superior quality as signs of underutilization rather than talent. Isn't this the reason for the modern personnel trend of "talent search"? The employers' dream of so-called talent is the dream of employees who are able to sustainably fulfill these three criteria to the fullest. Agree, there are not so many of them.

In itself, accounting for tasks and functions is a creative matter. They have different significance, which means they should be with different weights. In addition, all key performance indicators (KPIs of employees) can have their own weight in the system (see Table 1), which is determined by the manager based on current tasks, work characteristics, etc., thereby highlighting what is most important. For example, timing is important for the recruitment department, and quality is important for the accounting department.

The final grade is calculated as a weighted average of grades. This is the sum of the products of the assessment for each of the key performance indicators (KPI employees) and its weight:

35% x 3 + 40% x 4 + 25% x 1 = 1.05 +1.6 + 0.25 = 2.9 (with a maximum of 4 points)
or
35% x 75% + 40% x 100% + 25% x 25% = 26.25% + 40% + 6.25% = 72.5%

The second option for calculating the final score of this technique is given in the Appendix.

It is worth repeating: naturally, such assessments are subjective. If the scope of work can be determined and the time frame is measurable, then the quality (in the absence of specialized measurements, for example, the number of customer complaints or the results of a mystery shopping assessment) is assessed subjectively.

Key performance indicators (KPI employees) - what increases the objectivity of the methodology?

Firstly, evaluation criteria are formulated in a special way. This was not done by chance: after a month, the manager cannot always remember in detail which deadlines were violated and how many cases the employee completed with proper quality. However, he developed a general, holistic picture of the work of a subordinate, written in “large strokes”. With the same "large strokes" he is invited to draw a "portrait of efficiency" of the employee.

Secondly, the objectivity of the methodology increases the practice of its application. More than ten years of experience in using the methodology shows that the effectiveness is high when it is filled out by both the manager and the employee himself. They then discuss their results, and this makes a lot of sense:

• the employee remembers his tasks better, and the manager can forget something, confuse, because he has several subordinates;
• the manager has his own view on quality issues, while the employee tends to forgive himself for minor “sins”;
• the manager is often inclined to consider the violation of deadlines as low quality of work, confusing these concepts, and the employee may be proud of the quality of the work, while neglecting the value of meeting deadlines or volume.

Third, by virtue of these effects, both sides strive to reach an agreement, which, as the satirists have formulated, is "the product of non-resistance of the parties." Since the main practical application of this method is the ability to regulate the monthly or quarterly premium (see Table 2), it is this circumstance that makes the technique valuable, because agreement leads to justice, and this is more important than the accuracy of measurements, and motivates more than mathematically accurate and sometimes impersonal scores.

Fourth, the objectivity of the methodology increases due to the “scale effect” if it is applied in all divisions of the company. This effect makes it possible to compare the result with objective data, and this is another powerful verification criterion and a source for correcting results. So, a senior manager, having received a complete picture of the assessments for the company (a set of performance assessments of managers employed in profit centers, and assessments of the effectiveness of employees of the company's cost centers), can compare it with financial and other objective key performance indicators of an employee (KPI of employees) of the organization's efficiency in in general. It may turn out that the overall assessment of all employees according to the Efficiency Triad methodology will be overestimated compared to the objective key performance indicators (KPIs of employees) of the organization. Then the employer has the right to introduce a correction in the payment of bonuses by his authority.

Table 2 shows that employee Danilin had a vacation in February, and in accordance with the company's policy, no bonus was accrued during this time. Shirokova has a tendency to increase efficiency. For other workers, efficiency has declined.

Please note: the implementation of even 50% of the plan can be rewarded, especially since at the same time three key performance indicators (KPIs of employees) of the “triad” are difficult to achieve, and two out of three can be high due to the resource of the third. In this regard, any number less than 50% is also a definite achievement.

Key performance indicators (KPI employees) - systematic application of the method

The method can be applied in a cascade (when higher-ranking employees evaluate downstream ones), across the entire organization and regardless of whether employees have “objective key performance indicators (KPIs))” or not. The cascading application of the method gives the assessment a systematic and additional objectivity, especially when it comes to awarding bonuses.

And if, moreover, the method is applied for a long time, then it acquires a number of useful properties. Let's consider them.

1. The higher manager, evaluating the lower one, at the same time evaluates the activities of his unit: after all, the results of the work of the manager are made up of both his personal efforts and the efforts of his subordinates. The advantage of this method is that the superior gets the opportunity to compare data and draw conclusions about the effectiveness of the manager and his subordinates, the unit as a whole, and even about the management style.

So, the figure shows that the subordinates of the head of department 1 have different skills (this is clearly shown by the "mini-diagrams"): the engineer works slowly, but with high quality, the specialist works quickly, but not with high quality. The superior manager evaluates the work of the chief, and hence the entire department 1 as follows: the department solves a large amount of tasks with average quality and with some violation of deadlines. And a general analysis of the work of the entire department shows that the manager has an additional amount of tasks - in addition to those that his subordinates solve, and this may indicate problems with delegation. In addition, the activities of the boss somehow "worsen" the quality of the engineer's work and "slow down" the work of the specialist. As a result, the terms and quality of the work of the department are not above average. The head of the head of department 1, perhaps, should think about his effectiveness as a manager.

The head of department 2 works quickly, but gives out fewer cases than his subordinate. Leading specialist slowly performs a large amount of work. This means that this boss takes on those tasks that can be solved quickly, while the quality of his work cannot be called low. Obviously, everything is in order here with delegation, quality of work and meeting deadlines, and hence with responsibility.

1. Analysis of performance dynamics over time. It can be seen whether the performance of an employee increases during the probationary period or decreases over the years. The most illustrative picture is created by comparing the dynamics of efficiency assessments with other factors. So, in addition to the comparison of the level of efficiency with the vacation period shown in Table 2, one can see signs of an upcoming “burnout”, which are especially noticeable against the background of unchanged motivation, a drop or increase in efficiency associated with a change in leadership, the impact of corporate news on the productivity of employees or departments, and etc.
2. Analysis of the work style of an individual employee: a comparison of different parameters of the "triad" will show the zones of its effectiveness and inefficiency. For example, one always works quickly, but not with sufficient quality, while the other solves only part of the tasks quickly and efficiently. From this, recommendations are born on the use of workers: the first one should be put in the area where speed is needed, and in relation to the second, one should also understand his motivation and interests in solving specific problems.
3. Comparison of the ratings of employees allows you to judge their usefulness for the organization, and comparing the ratings of the heads of departments - to make a rating of departments and managers. So, at the end of the year, you can calculate the average or total annual estimates and determine who is more efficient and who is less and due to what factors: who is the “fastest” worker, who is the most “thorough”, who at the same time performs more tasks. At the same time, the content of labor and the employee's belonging to one or another unit do not play a role.

So, despite the obvious subjectivity of the Efficiency Triad method, its useful properties are obvious:

• the method is applicable to all positions, regardless of whether they are managerial or executive;
• employee performance evaluations can be accumulated and compared;
• accumulating estimates, you can track the dynamics of the work of individual employees and even departments, monitor the onset of "burnout", draw conclusions about their strengths and weaknesses;
• comparing the assessments of subordinates with the assessments of the manager, one can draw conclusions about the management style, identify areas of inefficiency in departments;
• due to the standard approach, the methodology is easily implemented in document management systems (Lotus Notes, MS Outlook, etc.) and ERP (based on Oracle, SAP, Microsoft, etc.), which are widely used in the corporate world;
• the method can become an addition or a common format for existing systems for assessing the effectiveness and efficiency of MVO, key performance indicators (KPI employees), bring their data to a single view.

And most importantly, this is not just another “precise tool”, but a way to mediate a dialogue between a manager and a subordinate on the issue of remuneration. After all, nothing reduces employee motivation as much as the lack of recognition and understanding of development paths. In such a dialogue, the employee can understand what his boss is dissatisfied with and what he pays attention to. In other words, the method gives motivation a very important managerial effect - feedback to the subordinate about his work.

should be calculated to diagnose corporate problems. Key performance indicators of an employee allow you to take timely measures to improve the efficiency of his work.

Publication author

The effectiveness of the functioning of the human resource management system is primarily determined by its contribution to the achievement of the organizational goals of the company. However, the real effectiveness of this system can only be determined by comparing the degree of implementation of business goals with the funds spent on this. The integral indicator (the effectiveness of the organization as a whole) is transformed into many others at lower levels, showing, among other things, the effectiveness of human resource management.

In this regard, in the methodology for assessing the effectiveness of a human resource management system, two types of efficiency can be distinguished, due to the nature of the socio-economic goals of this system: economic efficiency and social efficiency.

Here are the most common indicators for evaluating the effectiveness of the human resource management system in modern organizations.

When assessing the economic efficiency of the human resource management system, we use two groups of indicators.

1. Indicators reflecting the real costs of personnel:

The total cost of the organization for personnel for the period;

The share of personnel costs in the volume of sales;

The share of personnel costs in the structure of the company's total expenses;

The percentage that makes up the payroll fund of the total sales volume;

The percentage that is the cost of labor in the cost structure of the enterprise;

Percentage of training costs from the wage fund;

Percentage of the cost of financing social programs from the payroll fund;

Average salary in the company by main categories of employees;

Percentage of expenses for corporate events from the payroll fund;

Organizational costs per employee.

2. Indicators evaluating the return on the activities of the employees of the organization:

Sales volume per employee;

Profit before taxes per employee;

Labor productivity (both in monetary and in-kind terms) is the volume of sales or net output per employee (dynamics);

The ratio of productivity growth and wage growth in the organization.

To assess the social efficiency of the human resource management system, two groups of indicators can also be used.

1. Indicators characterizing the quality of personnel:

The share of administrative personnel in the total number of employees;

Number of production workers per non-production or administrative employee;

Age structure of personnel;

Educational structure of personnel;

Gender structure of personnel;

The structure of personnel by length of service (duration of work in the company);

Personnel stability index as the ratio of dismissals of employees with a period of work in the organization for more than one year to the number of employees hired in the previous year (in%);

The coefficient of internal mobility is the ratio of the number of employees who changed positions during the period to the average number of employees of the organization for the period;

The absenteeism indicator is calculated as the ratio of working time missed by employees during the period to the total balance of the organization's working time for this period (year).

2. Indicators characterizing the effectiveness of the personnel service as one of the divisions of the organization:

HR expenses as a percentage of the company's total expenses;

Dynamics of the annual budget of the personnel department;

The ratio of the number of personnel of the personnel service to the total number of employees of the company;

HR costs per employee of the company;

Time of filling the vacancy of an employee in the organization;

The volume of expenses for hiring everything, including for one hired employee;

The percentage of newly hired employees of the total number of employees;

The level of quality of working life is the result of a survey of employees to assess the satisfaction of their needs, working conditions, moral climate in the team, wages, etc.;

The number of employees dismissed from the company at the initiative of employees;

The effectiveness of the interaction of the personnel service with other departments, employees (based on a survey of related departments and employees of the organization);

Evaluation of training programs;

Expenses for conducting special programs and projects in the field of personnel management;

Timeliness and completeness of the goals set in corporate programs and plans.

All dynamic processes occurring in a small group ensure the effectiveness of group activity in a certain way. The performance of a small group can be examined at various levels. When a small group is understood, first of all, as a laboratory group, the effectiveness of its activities means the effectiveness of activities in fulfilling a specific task of the experimenter. However, such studies cannot say anything about how the nature of this activity and its content affect the effectiveness of the group's activities. Since most of the work on efficiency was carried out on work teams, the problem often began to be formulated as a problem of labor productivity of the latter. Another, no less important indicator is the satisfaction of group members with work in the group. Meanwhile, this aspect of efficiency has turned out to be practically unexplored. The emphasis of most studies on the instrumental phase does not take into account the fact that at a certain level of group development, it is the first phase that acquires special significance - here the new qualities of the group can most clearly manifest themselves in their influence on each individual member of the group, as well as other problems associated with dynamic processes of a small group, the problem of efficiency must be connected with the idea of ​​group development.

The influence of the type of task, or the form of organization (model) of joint activity, on the group process is also clearly expressed in the series of studies conducted by L. I. Umansky with his co-workers in natural groups [Umansky, 1980]. It turned out, for example, that as joint activities were organized, i.e. when moving from co-tailored model(each member of the group, separately from other members, performs his part of the overall task) to collaborative model(each member of the group performs its part of the common task in conjunction with other members), positive manifestations of interpersonal communication increase, expressed by positive speech reactions of partners, cooperative actions of group members, and a growing sense of belonging to a common cause.

Efficiency is determined taking into account the size, composition, nature of group norms, cohesion, conflict of groups, status and functional roles of members of this group.

Group size The size of the group determines the effectiveness of its activities. As the size of a group increases, communication among its members becomes more difficult. This leads to difficulties in reaching agreement on issues related to group activities. Also, as the size of the group increases, the possibility of forming informal subgroups increases, which leads to disagreements within the group.

Compositional characteristic of the group The effectiveness of the group's activity depends on these characteristics. This is manifested in the degree of similarity of personal characteristics, approaches shown by group members in solving problems, points of view. In activities that require a large number of ideas, it is necessary to include in the group members of different psychological types with different points of view, modes of activity and styles of thinking.

Group Cohesion Cohesion is a mental formation that unites all members of the team in their joint activities and creates an integral unity of the team. This is a measure of the attraction of members of the team to each other and to the team. This is an indispensable quality of any labor collective. Cohesion is determined by the mutual attraction of group members to each other and to the group as a whole.

The status of group members This characteristic is determined by such factors as seniority in the hierarchy of positions, level of education, awareness and accumulated experience, and social talents. A change in any of the factors can lead to an increase or decrease in status, depending on the values ​​and norms that are accepted in the group. High-status members have more influence on the decisions of the group, but this does not always increase the productivity of the group.

I. Janis clustering phenomenon (in original groupthink). The scientist interpreted it as “a quick and easy way to resort to the style of thinking that is inherent in people who are so completely included in a cohesive group that the desire for unanimity is more important than a realistic assessment of possible courses of action. Grouping of thinking is associated with a decrease in mental efficiency, the ability to analyze real events, moral requirements, which is the result of intra-group pressures.

See also:

Social facilitation/inhibition

The risk shift phenomenon

Group polarization phenomenon

The phenomenon of group potency

TRADITIONAL AND MODERN APPROACHES TO THE ANALYSIS OF THE GROUP PRESSURE PHENOMENON. THE INFLUENCE OF THE MAJORITY AND THE MINORITY.EXPERIMENTAL STUDIES OF THE INFLUENCE OF THE MAJORITY AND THE MINORITY (EXPERIMENTS S. ASHA, S. MOSKOVISI): PROCE-FOOL, CONCLUSIONS, CRITIQUE, ROLE IN THE DEVELOPMENT OF SOCIAL PSYCHOLOGY.

When the issue of accepting the already existing norms of group life by each new individual entering it is examined, the analysis can be reduced to the study of the phenomenon of group pressure on the individual (conformism), subordination of him by the group. = "conforming behavior", "social influence". Norm- the standard of behavior of group members in a certain type of situation. The norm differs in the degree of deviance (deviation), according to the degree of acceptance by the group. Conformity - where there is a conflict between the opinion of the individual and the opinion of the group and overcoming this conflict in favor of the group. A measure of conformity is a measure of subordination to a group when there was a subjectively perceived conflict of opinions with the group.

1) The normative influence of the majority. essence : 2 cards were presented. It is necessary to determine which of the three lines on one card is equal to the line on the other card. Test your solution. took to group situations last. Dr. members of the group - accomplices of the experiment given the same, knowingly incorrect answers. Thus, we are testing. found himself in a situation where his opinion contradicted the wrong, but unanimous opinion of the majority of the members of the experimental group. 37% of erroneous answers (only 1 out of 35 in the counter group). Criticism: Moscovici: insignificance for the subjects of the experiment of the situation, the randomness of the selection of subjects and separation from their natural social environment, the absence of a hint of joint activity or rudimentary signs of a social group.

In Sopikov's research (on a sample of 550 people), conformal reactions were also found in the behavior of members of established social groups (orchestras of Pioneer Palaces).

Conformal behavior factors:

1. Personal characteristics group members: Con: negative relationship between the tendency to conf behavior and intelligence, the ability to lead, tolerance to stress, social activity and responsibility. Age is a curvilinear dependence, maximum conformity to 12-13 years, and then gradually decreases. Adolescents are the most conformal, the period of formation of partner behaviors.

2. Group factors: the size of the group (in a small group>), the structure of communication networks (the structure of the movement of inf in the group: decentered>, centered - depends on the nature of the relationship with the leader), homogeneity (>) / heterogeneity, characteristics of D-ty (joint>).

Conformity increases with an increase in the unanimous group majority in the answers, up to 3-4 people. BUT it is worth at least one person in this majority to show dissent (contradiction of his answer to the opinion of the rest of the majority), as the percentage of conformal reactions drops sharply.

Important - the assessment of the subject (in the role of minority groups) of their own competence and the competence of the majority.

Deutsch and Gerard pointed to two types of social influence in the group: normative And informational.

Regulatory Impact- conformity is caused by the desire of the individual to act in accordance with group prescriptions. Information influence - the behavior of the majority is used as a source of information that helps the individual to make the most appropriate decision for him in this situation (more often public conformity and private change of views).

Chudnovsky external subordination ( the opinion of the group is accepted by the individual only outwardly, if he wants to remain in the group at all, but in fact he continues to resist it): 1 - conscious adaptation to the opinion of the group, + internal conflict, 2 - conscious adaptation to the opinion of the group without a pronounced internal conflict. Internal submission - when a part of individuals perceives the opinion of the group as their own and adheres not only in this situation, but also outside. 2 types: 1 - thoughtlessly accepting the wrong opinion of the group (“the majority is always right”); 2 - acceptance of the opinion of the group through the development of their own logic to explain the choice made (the desire of the individual to be in agreement with the group and with himself). Nonconformism- a person always behaves in opposition to the position of the group. Not an independent position - no content of its own à relations with the group are important enough for a person, but they are defective. The opposite of conformity is self-sufficiency, independence.

Majority Influence Functions:

1. The function of maintaining the integrity of the group. Pressure contributes to a sense of group integrity. No pressure: the group dissolves into a larger context.

2. Achievement of goals:

a) the formulation of ideas about the goal. Uniformity of positions, methods of achievement.

b) a sense of security for group members - an affiliative need that is realized through group pressure.

c) a sense of psychological comfort, the acquisition of behavior regulators - group pressure sets the bar for action.

3. Negative consequence - inhibition, stagnation of the process groups. Rigid normative regulation of situation groups does not imply any changes. It does not provide an opportunity to solve new tasks facing the group.

4. Rigid group regulation makes individual regulation unnecessary. Independent forms of behavior become unclaimed.

The person himself decides to be conformal due to various circumstances. If he makes such a decision, then this is a completely arbitrary decision. If you have your own position, it came from somewhere. Any relationship is an addiction. There can be no relationship without dependency.

G.Kelmen: 3 levels of conforming behavior . 1. Submission - acceptance of the influence of another person or group is external, and the continuation of such behavior is limited to the situation of the presence of a source of influence (a person agrees with the group because it is beneficial for him, remaining unconvinced). 2. Identification : classical identification - the subject tends to partially or completely become like an agent of influence (a separate member of the group, its majority or the group as a whole) due to the experienced sympathy and the presence of traits desirable for assimilation. At reciprocal-role relation each participant in the interaction expects certain behavior from the other and tries to justify the partner's expectations. Identification can resemble submission if there is an acceptance by the person of imposed behavior that does not cause her a sense of satisfaction. Identification differs from submission in that the subject mostly believes in the opinions and behaviors imposed on him. 3. And internalization - coincidence of opinions expressed by an individual or group, with a value system a specific personality (the elements of the influence exerted become part of the subject's personal system itself). The behavior of a member of the group becomes independent of external conditions: the presence of an agent of influence, the incentives of the corresponding social role. But the subject cannot completely free himself from the influence of situational variables.

The phenomenon of collectivist self-determination(Petrovsky) in the stratometric concept of the team: - characterized by the manifestation of the uniformity of behavior as a result of solidarity with the assessments and tasks of the team. The personality consciously defends the socially significant values ​​accepted in the group, outlined in the course of the implementation of the joint activity of the goal.

Gerard's Information Conformity Theory: Conformity in the context of the consequences of searching for h-com inf in situations in which he evaluates his own behavior on the basis of correlating it with the behavior of others. The search is caused by the desire of the subject to minimize the uncertainty of his position in the situation. The information process is carried out through 2 types of social comparison: - comparative assessment ( a person uses the behavior of others as a certain standard with which he can compare himself), - reflected assessment ( forms an impression of himself, based on the behavior of others, focused on him) . Common types of dependence on others - information dependence And influence dependency.

Attempts to explain the phenomenon of conformal behavior:

- Homans in the framework of the theory psychological exchange. ( asserts that a person behaves conformally not for the sake of conforming to a group norm, but for the purpose of earning the approval of other members of the group).

Hollander and Willis. instrumental conformity function as a specific reward for other members of the group, facilitating the process of interaction and facilitating the further exchange of rewards.

2. Minority influence. S. Moskovisi. School of social representations. « Descriptive Model of Minority Influence” (VS Functional – Conformity for Adaptation) Analyzed conformal behavior in society. The desire for unanimity in society - the tendency towards sameness - the minority has always been perceived from the other side.

Expt: perception and color discrimination (blue and green). A series of slides transition from one color to another. The color discrimination threshold changes with h-ka. Modification of Asch's experiment: one of the participants (experimenter's assistants) disagrees with the majority (he said that the color is green, although it was blue) - 8.5% of the answers are green. + the threshold of color discrimination changed => 1. the minority has an impact. 2. Different psychol consequences from the influence of b-va: 1) The existence of a latent period for the influence of a minority. The influence of the majority is accepted uncritically and directly. 2) The influence of the minority does not always manifest itself. The rule of the majority is almost global. 3) In order for the power of the minority to manifest itself, it is necessary that the ODA conditions are observed - the behavioral style of the minority: 1 - The position of the minority must be argued. The majority is always right - this makes his position justified. 2 - Minority position db stable. 3 - The minority should not doubt their position.

The position of the minority becomes the position of the majority - rarely happens. Influence of the majority - the tendency of convergence, uniformity. Minority influence - a tendency to expand solutions (divergence), changes. As a result of the appearance of a minority, the number of solutions increased. Often a minority begins to regulate those areas of behavior that the majority does not regulate. Minority, complicating the situation in the group.

Evaluation of S. Moscovici's approach. Normative behavior is no longer interpreted as a unidirectional process of group majority pressure, but is rather described as a mutually directed, reciprocal process of social influence.

Consequences of deviation from group norms.Deviant forms of behavior- in social psychology - violation of group norms. There are sanctions in the group that ensure that the members of the group follow the norms. The group always responds to breaking the rules. group discussion situation(expt, Schechter). Real student communities. R-ia group to deviate from the general opinion the stronger, the more significant the topic of the disc (litigation). Students are to varying degrees close to the court case (lawyers, journalists, faculty of arts, techies). Rez-t: in all groups, a clear reaction to deviations from the norm (the group immediately tried to convince h. to return to the previous position, then the amount of communication with him decreased, h. was thrown out of the discussion). If 2 are from the minority, then one returns, and one insists on his own => sharp pressure and a sharp cut off from the person’s communication. Pressure and rejection increased with the degree of cohesion of the group and the relevance of the topic.

Comparison of influences. Under the influence of the majority, a person often only compares his position with the opinion of the majority, and the demonstration of agreement with the latter is determined by the search for approval and unwillingness to show his disagreement. In the case of the influence of a minority, a person is encouraged to search for new arguments, confirm his position, and consider a larger number of possible opinions. The shift of opinion towards the position of the majority at the earliest stages of decision-making or in the first minutes of the discussion. And the shift to the opinion of the minority - much later, "breaking through" a strong negative attitude of others. Moreover, agreement with the minority is, as a rule, more indirect and latent than agreement with the majority. Under the influence of most, more stress, less -<.

Model of "divergence from the minority" C. Nemeth. Under the influence of the majority, the attention of the remaining members of the group is concentrated mainly on the position proposed by them. In the case of minority influence, attention is focused on other alternatives, often different from the position of both the minority itself and the rest of the group.

T. Munyi: negotiation style - a soft, flexible style, contributing to the development of compromise solutions, allows the minority to defend their opinion or modify it without any aggressive reactions from the majority; a rigid, rigid style worsens the position of the minority, leading to a sharp predominance of the norms of the majority.

Then you should approach the assessment correctly. You can initiate this process by expressing your own opinion or inviting the team to speak. If you are not an experienced leader, it is better to follow a simple rule: first note the positives - what was done well - and then move on to the aspects that need improvement. The latter include constructive ways to improve the efficiency of the team as a whole. You can make decisions on the spot to implement the necessary changes, or take a day or two to think.

Such team meetings are usually not the place to consider individual miscalculations - one can only give an example of the successful contribution of one or another employee to the success of a common cause.

However, during such discussions, you can touch on specific issues that have contributed to the division of the team. The movie Right Overhead is a perfect illustration of this possibility.

During this discussion, as the 918th Air Group continued to suffer heavy casualties in enemy territory, General Savage found that some airmen put self-interest first.

SAVAGE: Pettygil!
PETTIGIL: Yes, sir.
SAVAGE: We are very lucky that this time we have only one loss. Why did you break the line?
PETTIGIL: You see, sir, Ackerman was in trouble. Two of its engines were on fire, and enemy fighters were coming towards us. I thought I'd better stay with him and try to cover for him. But he failed.
SAVAGE: (After a pause) Are you and Ackerman close friends?
PETTIGILE: He's my roommate, sir.
SAVAGE: So you endangered the whole group for your roommate. Each V-17 cannon is designed to protect the entire group as much as possible - this is what I call the unity of the group. By leaving formation, you weakened the group's defense by ten guns of your B-17. A downed plane is no longer of value. The only thing of value is your obligation to the group. It is the group that should be the only object of your devotion and the only reason for your existence! Stowell!
STOWELL: Yes, sir.
SAVAGE: Have the commandant redeploy personnel so that each person has a new roommate.
STOWELL: Will do, sir.

In this episode, Savage showed certain abilities that are worth considering in more detail. He senses a problem and asks a leading question to make an accurate diagnosis: "Are you and Ackerman close friends?" He orders the relocation of personnel to solve a common problem, and repeats the wording of the standard he is trying to instill in the group: the interests of the group must be above personal interests.