Formal and informal nature. Group concept

is a certain community of people who regularly communicate and interact with each other to achieve a certain goal, who are interdependent, with psychological point viewpoints perceive themselves as members of a group, and everyone collectively considers themselves a group.

We can also say that a group is two or more individuals who interact with each other in such a way that each individual influences and is influenced by the other.

An organization and its divisions are also groups. Group members develop rules, attitudes, values and expectations that are acceptable to them in matters related to understanding the behavioral norm, i.e. standards of behavior. Than in to a greater extent An employee of an organization values belonging to a group, the more appropriate his behavior is.

By the nature of internal connections groups can be divided into formal, created at the will of the leader on the basis of certain organizational and legal documentation, and informal, which develop spontaneously on the basis of interpersonal relationships and do not have an official, legally fixed, approved status.

For the first time, the division of small groups into formal and informal was proposed by E. Mayo. His Hawthorne Experiments demonstrated that organization is a social system. The Hawthorne effect is a condition in which the novelty of a case or additional attention to it leads to a distorted (overly favorable) result of the experiment.

Criteria for distinguishing between formal and non-formal formal groups:

Criterion	Formal groups	Informal groups
Origin	are created by the organization	arise spontaneously
Goals	serve the needs of the organization	serve the needs of the group
Source of influence on group behavior	regulations on the unit, job descriptions	individual
Direction of influence	from top to bottom (per group)	from bottom to top (per organization)
Characteristics of communication	well defined, uses official channels	poorly defined, uses inconsistent channels
Interpersonal relationships	prescribed by the organization	arise spontaneously
Supervisor	appointed by the organization	determined by the group

Formal groups are groups created by the will of management for an organization production process. However small they may be, they are formal organizations whose primary function is to perform specific tasks and achieve specific, specific goals. There are three main types of formal groups in an organization:

The manager's group consists of the manager and his direct subordinates, who, in turn, can also be managers. An example of a typical executive team is the company president and senior vice presidents.
A production (working, task) group consists of individuals working together on the same task. Although they have general manager, these groups differ from the manager’s group in that they have much more independence in planning and carrying out their work.
A committee is a group within an organization to which authority has been delegated to carry out a task or set of tasks. What distinguishes the committee from other structures is group decision making. Committees are created to fill gaps in organizational structures so that they can solve problems that are not within the competence of any of the departments, coordinate the activities of departments and perform special functions. Standing committees are committees that exist permanently, and special committees are temporary entities. Committees are most useful in situations where what is decided is likely to be unpopular and where group action will enhance the morale of the organization, where it is necessary to coordinate the activities of various departments, or where it is undesirable to place all power in one hand.

A formal organization is created at the will of management. But once it is created, it also becomes a social environment where people interact in ways that are not dictated by management. From social relationships, many friendly, informal groups are born, which together represent an informal organization.

An informal organization is a spontaneously formed group of people who interact regularly to achieve a specific goal. Informal organizations have much in common with formal organizations. They are organized in some ways the same way as formal organizations - they have a hierarchy, leaders and tasks. The specificity is that a formal organization is created according to a pre-thought-out plan, while an informal organization is rather a spontaneous reaction to unmet individual needs.

The mechanism of formation of formal and informal groups

When people join formal groups, they typically either want to carry out the goals of the organization, or they need rewards in the form of income, or they are motivated by considerations of prestige associated with belonging to this organization. The most important reasons joining an informal group are: a sense of belonging, mutual assistance, mutual protection, close communication and interest.

Characteristics of informal organizations

Social control. Informal organizations exercise social control over their members. The first step to this is to establish and reinforce norms—group standards for acceptable and unacceptable behavior.

Resistance to change. Resistance will arise whenever group members perceive change as a threat to the continued existence of the group as such, their shared experience, the satisfaction of social needs, common interests, or positive emotions.

Informal leaders. An informal leader gains his position by seeking power and exercising it over group members, much as a leader of a formal organization does. The difference is that the leader of a formal group has the support of formal authority delegated to him. The support of an informal leader is his recognition by the group. In his actions, he relies on people and relationships.

Managing an informal organization

It is important that leaders understand that informal organizations interact dynamically with formal ones. Because group emotions influence both tasks and interactions, they can also influence the effectiveness of the formal organization. Thus, one of the most important tasks of a leader is to bring together formal and informal structures, the positive orientation of informal groups and the fight against negative manifestations in the team.

The ideal state of a team is one in which formal and informal groups coincide as much as possible. This coincidence of formal and informal structures creates cohesion in the team and gives a noticeable production effect.

If the structures do not match, when the leader does not enjoy authority in the team, and group norms and rules diverge from the collective ones, a struggle between formal and informal structures may arise in the team, which impedes effective activity.

IN official groups They usually have a wide system of informal relationships and informal groups. This circumstance is very important for the functioning of an official group and especially large organizations.

The main social mechanism leading to the formation and development of an informal group in the structure of official groups is self-organization. Over time, some self-organizing informal groups may receive official status, turning, for example, into public organizations, amateur groups, etc.

The interaction of formal and informal groups in a team is a natural and widespread phenomenon. It is in every team. Like many factors operating in the field of management, it carries both negative and positive aspects.

The team leader must take into account the existence of formal and informal groups and use them wisely to achieve the company's goals.

One of the biggest and most common difficulties that hinders the effective management of groups and informal organizations is the initially low opinion of leaders about them.

Problems associated with informal organizations include decreased efficiency, the spread of false rumors, and a tendency to resist change. Potential Benefits: Greater commitment to the organization, high team spirit, and higher job performance are observed when group norms exceed formal norms.

To cope with potential problems and to capture the potential benefits of informal organization, management must recognize and work with informal organization, listen to the opinions of informal leaders and group members, allow informal organizations to participate in decision making, and suppress rumors by promptly providing official information.

A group can more or less achieve its goals depending on the influence of the following factors: size, composition, group norms, cohesion, conflict, status and functional role of its members. The most effective group is one whose size is commensurate with its objectives, which includes people of different genders, ages and with dissimilar personality traits, whose norms contribute to the achievement of the organization's goals, where there is healthy conflict and where high-status group members do not dominate.

Social relationships are of two types:

Formal;

Informal (interpersonal).

Formal, i.e., having a clear structure, an ordered hierarchy of positions and strictly prescribed role functions.

A structure that is determined by external factors is usually called a formal (official) structure. Members of such a group must interact with each other according to certain rules prescribed to them. A formal structure is created to ensure that certain tasks are accomplished. If an individual drops out of it, then the vacated place is taken by another individual of the same specialty and qualifications. The connections that make up the formal structure are impersonal. A group based on such connections is formal.

Formal groups (school, factory, company, etc.) usually have a clear structure derived from the function performed, a fixed staff, rules for the admission and dismissal of their members (workers, employees, etc.). They are created to fulfill special purposes - to solve a certain range of problems in which society is interested. So, for example, a school aims to educate and socialize the younger generation, an army is created for the defense of the country, a company produces a type of product or goods. For this reason, in formal organizations there is a strict division of labor, the activities of their members are regulated by special rules and regulations. Formal groups can also be small in number of participants.

Informal, the structure of which does not have strict regulation and is regulated at the interpersonal level.

The informal structure is determined by internal factors and is a consequence of the personal desire of individuals for certain contacts. It has greater flexibility compared to a formal structure. People enter into informal relationships with each other in order to satisfy their needs: for friendship, communication, affection, help, etc. Informal connections arise spontaneously as individuals interact with each other. On the basis of such connections, informal groups are formed. In such groups people spend time together: games, parties, sports. The emergence of an informal group can be facilitated by the spatial proximity of individuals. Individuals value their membership in the group because it meets the needs of each member.

Informal groups, which are a type of small group, often arise spontaneously, especially within large formal organizations. As can be understood from the name itself, informal groups are characterized by friendly, intimate, trusting relationships. The decisive role in their formation belongs to the similarity of interests, the disposition of people towards each other, the commonality of their views on life.

At the same time, a strict division of groups into formal and informal is not always visible. For the most part, the two types of relationships are combined in any group. Hence, any group has formal and informal structures.

It should be emphasized: social groups are not a simple sum of individuals or small social groups, it is always a complex synthesis of all its elements, each of which (within the framework of a group task) is subordinate to an integral system.

Formal and informal groups - concept and types. Classification and features of the category "Formal and informal groups" 2017, 2018.

If the formal organization represents the skeleton of the company, then the informal organization is its central nervous system, ensuring the process of collective thinking, activities and reactions of employees. Every organization has formal groups. Purpose... .

- Group in an organization. Formal and informal groups

Individuals very rarely work in isolation from others. This can only happen in those exceptional cases, when an employee performs a strictly individual task, controlled only by the top management of the organization, when he autonomously contacts the external... .

- Formal and informal groups. Their interaction in the organization

Factors influencing group cohesion Factor Direction of the factor Increases group cohesion Decreases group cohesion Time of group existence Long period of teamwork Short period existence of the group... .

- Formal and informal groups and their management

A person needs communication with his own kind and, apparently, receives joy from such communication. It is no coincidence that Antoine de Saint-Exupéry wrote: “The only true luxury is the luxury of human communication.” Each of us belongs to several groups at the same time:... .

- Formal and informal groups

An organization of any size may consist of many groups, from a few groups to hundreds or even thousands. Formal groups are created at the will of management to organize the production process and exist within the framework of formal organizations, specific... .

Signs joint activities Joint activities Topic 5. Group behavior in an organization All organizations achieve their goals through the joint activities of employees. 1. The presence of a single goal for everyone involved in this activity... .

- Formal and informal groups in the organization

Topic 5. Group behavior in an organization The behavior of people in a group differs in its characteristics from the behavior of people as individuals. Therefore, for effective management behavior of people in an organization requires an understanding of the psychological foundations... .

A person performs work surrounded by people, in interaction with them. He is not only a performer, but also a member of the group. At the same time, the group has a huge influence on him.

There is no standard definition of a small group because it is a very flexible phenomenon. But we can give a description of this phenomenon by considering the characteristic features of a small group.

A small group (hereinafter referred to as a group) is a relatively isolated association of people who

frequently interact with each other;
identify themselves as members of the same group;
share general norms about what interests them;
participate in a unified system of role division;
identify themselves with the same objects and ideals;
perceive the group as a source of satisfaction;
are in cooperative interdependence;
feel themselves as a kind of unity;
coordinate actions in relation to the environment;
are able to develop an individualized idea of everyone else and be similarly perceived by each of them.

A group is a relatively isolated association of several people (no more than 10) who are in fairly stable interaction and carry out joint actions over a fairly long period of time.

So, people unite in groups not only to perform a certain job, obtain a result and be rewarded for it. A group is an environment for self-affirmation and self-knowledge; it is an objective human need for communication.

Depending on the purpose of the association, there are two types of groups:

formal;
informal.

Formal groups are created to carry out production activities in accordance with the chosen strategy at the will of the organization's leaders. They have a formally appointed leader, a formal structure, a position within the group, their tasks and functions are described and formally enshrined in relevant documents. These groups can be created either on a permanent or temporary basis.

There are three main types of groups in an organization: leadership groups, work groups, and community organizations.

Informal groups are formed by members of the organization, often spontaneously, in accordance with their mutual sympathies, common interests, hobbies, habits, etc. In most enterprises there are many informal groups. There can be as many of them as there are basics for communication. Because of the formal structure, people interact with each other over many years.

A natural result of communication is the spontaneous emergence of informal groups.

Typically these groups have an explicit or implicit leader. In many cases, informal groups provide significant influence on the behavior of group members, sometimes even more than formal ones.

The main reasons for joining an informal group.

1. Affiliation.

Social need, the need to belong to a particular group, is one of the strongest. It is in the group that self-knowledge, self-determination, and self-affirmation occur. Group dynamics activates existing human needs, creates new ones and at the same time is a source (medium) for their satisfaction.

2. Help.

Subordinates are more willing to turn to colleagues for help than to their immediate supervisor, even if difficulties arose in solving production tasks. An atmosphere of trust and mutual assistance is the basis for the synergistic effect of group interaction.

3. Protection.

Association occurs quite often when any threat or danger arises, for the joint protection of personal or group interests. For example, to protest harmful working conditions, unfair wages, etc. Conflict in a formal group, attempts by a formal leader to destroy existing informal relationships - all this contributes to the cohesion of existing informal groups or leads to the creation of new ones.

4. Communication.

Informal communication is based on interests, values, hobbies, etc. It is for this reason that an enterprise can have as many informal groups as there are common topics for communication. Also, informal communication in a group is an additional informal channel for the receipt of information that is important for a person, concerning both the situation at the enterprise and outside it.

5. Sympathies, friendly communication.

The group provides a person with the opportunity to spend time in a pleasant environment, to avoid loneliness, a state of being lost, and uselessness.

The manager cannot but be interested in the state of interaction in the group, because the effectiveness of management depends on it. Since informal relationships often play a greater role than formal ones, the manager must know the laws of group dynamics and ways to influence the development of informal interactions. This influence must be targeted.

An effective group is a group in which interactions are characterized by cohesion, mutual respect, and understanding.

A person needs to communicate with others like himself. Most actively seek interaction with other people, and if two or more people spend enough time in close proximity to each other, they gradually become psychologically aware of each other's existence.

The time required for such awareness and the degree of awareness very much depend on the situation and on the nature of the relationship between people. However, the result of such awareness is almost always the same. The awareness that others think about them and expect something from them causes people to change their behavior in some way, thereby confirming the existence of social relationships. When this process occurs, a random collection of people becomes a group.

Each of us belongs to many groups at the same time. We are members of several family groups: your immediate family, families of grandparents, cousins, in-laws, etc. Most people also belong to several friend groups—a circle of people who see each other fairly regularly. Some groups turn out to be short-lived and their mission is simple. When the mission is completed or when group members lose interest in it, the group disbands. An example of such a group would be several students who get together to study for an upcoming exam. Other groups may exist for several years and have a significant influence on their members or even on the external environment. An example of such groups would be associations of teenage schoolchildren.

Merton (1968) defines a group as a collection of people who interact with each other in certain ways, are aware of their membership in a given group, and are considered members of the group from the point of view of other people.

The first essential feature of groups is a certain way of interaction between their members. These characteristic patterns of activity and interaction determine the structure of groups. Observed different ways interactions within groups, including such as a fraternity, sorority, club, tank crew in the army.

The second important feature of groups is membership, the feeling of belonging to a given group. According to Merton, people who belong to groups are perceived by others as members of those groups. The group has its own identity from the point of view of outsiders.

Group identity is much more stable than one might assume. If we meet a person and learn that he is a member of a religious group (such as Jewish Christians) or ethnic group(for example, a Russian of Greek descent), we usually assume that the group influences him and believe that his actions are carried out under pressure from other members of the group. For example, if a Russian of Greek origin votes for a Greek as a candidate for some post, it seems to us that the group has exerted some pressure on him.

Despite the fact that this topic has been relevant recently, there is no canonized definition of a small group, since it is a rather flexible phenomenon subject to the influence of circumstances.

The following definitions of a small group are known:

J. Homane: “A small group represents a certain number of individuals interacting with each other over a certain period of time and small enough to be able to contact each other without intermediaries.”

R. Merton: “A small group is a collection of people who interact with each other in a certain way, are aware of their belonging to it and are considered members of this group from the point of view of others.”

R. Bales: “A small group is a number of people actively interacting with each other over more than one face-to-face meeting, so that everyone gets a certain understanding of everyone else, sufficient to distinguish each person personally, react to him or during meeting, or later, remembering him."

The number of definitions of a small group in the literature is approaching one hundred. When getting to know them, one notices their composite nature: as a rule, each of them combines several features of the phenomenon being studied.

Most often, scientists point to following signs small group.

1. Limited number of group members. The upper limit is 20 people, the lower – 2. If the group exceeds the “critical mass”, it breaks up into subgroups, cliques, factions. According to statistical calculations, most small groups contain seven or fewer people.
2. Composition stability. A small group, unlike a large one, rests on the individual uniqueness and irreplaceability of its participants.
3. Internal structure. It includes a system of informal roles and statuses, a mechanism of social control, sanctions, norms and rules of behavior.
4. The number of connections increases in geometric progression if the number of terms increases in arithmetic progression. In a group of three people, only four relationships are possible, in a group of four people - 11, and in a group of seven - 120 connections.
5. The smaller the group, the more intense the interaction. The larger the group, the more often relationships lose their personal character, become formalized and cease to satisfy group members. In a group of five members, members experience more personal satisfaction than in a group of seven. A group of 5–7 people is considered optimal.
6. The size of the group depends on the nature of the group's activities. Financial committees of large banks, responsible for specific actions, usually consist of 6-7 people, and parliamentary committees engaged in theoretical discussion of issues include 14-15 people.
7. Belonging to a group is motivated by the hope of finding satisfaction of personal needs in it. A small group, unlike a large one, satisfies greatest number vital human needs. If the level of satisfaction received in the group falls below a certain level, the individual leaves it.
8. Interaction in a group is only sustainable when it is accompanied by mutual reinforcement of the people participating in it. The greater the individual contribution to the group's success, the more incentivized others are to do the same. If one ceases to make the necessary contribution to meeting the needs of others, he is expelled from the group.

A fairly general, established view of a small group as a relatively isolated association of two or more individuals who are in fairly stable interaction and carry out joint actions over a fairly long period of time is widely accepted. The interaction of group members is based on some common interest and may be associated with achieving a common goal. At the same time, the group has a certain group potential or group capabilities that allow it to interact with the environment and adapt to changes occurring in the environment.

At the same time, the group performs a number of important functions both from the point of view of the organization and from the point of view of the people associated with this group.

Purpose of groups from an organizational point of view:

distribution of work;
management of work and monitoring the progress of its implementation;
problem solving and decision making;
encouraging people's participation in decision making;
collection, processing and transmission of information;
implementation of coordination and communication;
negotiations and (or) conflict resolution;
conducting research/studying past activities (accumulation of experience, competencies).

Purpose of groups from the point of view of individuals:

participation and assistance in joint activities;
meeting social needs;
personality formation;
receiving help and support in achieving personal goals, even if personal goals do not coincide with the goals of the organization.

Traditionally, the following types of groups are distinguished:

Primary group – characterized by frequent direct personal contacts (family, team);

Secondary group – less frequent contacts and, as a rule, a larger number (trade union, interest club, company);

Membership group – the group to which the person belongs;

Reference group – the group with which a person compares himself, analyzes his status.

Classification of groups is carried out according to various criteria, but the most common is the difference between formal groups created by an organization and those arising on the basis common interests informal groups. Both of these types of groups are important to the organization and have a great influence on the members of the organization.

Formal groups usually identified as structural divisions in an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the group, as well as formally assigned functions and tasks. A significant difference between a formal group is that it is always created on the initiative of the administration and is included as a division in the organizational structure and staffing table of the enterprise. Formal groups are created at the will of management and are therefore to a certain extent conservative, since they often depend on the personality of the leader and the people who are assigned to work in this group. But as soon as they are created, they immediately become a social environment in which people begin to interact with each other according to different laws, creating informal groups.

One of the main differences between the formal groups themselves is the period of their existence. Some groups are released short term life, as they are formed to perform short-term tasks. An example of a temporary group is members of one of the company’s committees who are tasked with implementing a certain program. General discussion of problems by group members occurs at meetings or conferences. In addition to temporary groups, the organization has long-term working groups, whose members solve certain tasks as part of their job responsibilities. Such groups are usually called teams. They play a large role in modern organizations and are discussed in detail below.

A formal group has the following features:

it is rational, i.e. it is based on the principle of expediency, conscious movement towards a known goal;
it is impersonal, i.e. designed for individuals, the relationships between whom are established according to a drawn-up program.

In a formal group, only service connections between individuals are provided, and it is subordinated only to functional goals. Formal groups may be formed to perform a regular function, such as accounting, or they may be created to solve a specific task, such as a commission to develop a project.

Behind the veil of formal relations in each company there is more complex system social relationships between many small informal groups.

Informal groups are created not by management orders and formal regulations, but by members of the organization in accordance with their mutual sympathies and common interests.

Informal groups usually have their own unwritten rules and norms of behavior; people know well who is in their informal group and who is not. In informal groups, a certain distribution of roles and positions develops. Typically these groups have an explicit or implicit leader. In many cases, informal groups can exert equal influence on their members, even more so than formal structures.

Informal groups are a spontaneously (spontaneously) formed system of social connections, norms, and actions that are the product of more or less long-term interpersonal communication.

The informal group comes in two varieties.

1. It is an informal organization in which informal service relationships carry functional (production) content and exist in parallel with formal organization. For example, an optimal system of business connections that spontaneously develops between employees, some forms of rationalization and invention, methods of decision-making, etc.
2. Represents a socio-psychological organization, acting in the form of interpersonal connections that arise on the basis of the mutual interest of individuals in each other without connection with functional needs, i.e. a direct, spontaneously emerging community of people, based on the personal choice of connections and associations between them (comradeships, amateur groups).

Now is the time to move from the concept of “group” to the more relevant concept of “team”.

Team – a team where the group’s problems are understood and perceived by employees as personal.

Modern organizations require new approaches to leadership theory, where teamwork provides an optimal balance of production factors that promotes the formation of predictable relationships between individuals, technologies, work tasks and resources. And whenever there is a need to unite the efforts of people, positive results of their activities can only be achieved through one form or another of organization.

A team is a way of building an organization taking into account the real qualities of its employees. Organized joint activity of people is subject to general patterns regardless of the nature of the organization. Therefore, in management theory they often resort to analogies, borrowing examples of effective management from the world of sports, politics or military life. The idea of team methods of work arose by analogy with sports teams. Often, coaches, explaining the success of a team made up of mediocre players, refer to the well-known saying: “Order beats class.” It turned out that this is also true in relation to production groups, where one of the highest achievements effective leader The creation of a close-knit team of like-minded people is considered.

Team management (team work) is a method of mutual mobilization when a team achieves significantly more than what they could do acting alone (Table 5.1). Let's consider in which situations it is preferable to work alone or in groups, and in which - in teams.

Table 5.1

Features of the use of individual-group and team forms of work organization

Work alone or in groups

Working in teams

1. To solve simple tasks or puzzles.
2. When cooperation is enough.
3. When freedom of opinion is limited.
4. When the problem is solved urgently.
5. When the range of competence is quite narrow.
6. If there is an irremovable conflict of interests of participants
7. When an organization prefers to work with private loofahs.
8. When an innovative result is needed

1. To solve complex problems or “problems”.
2. When a decision requires consensus.
3. When there is uncertainty and multiple decision options.
4. When high dedication is required.
5. When a wide range of competence is required.
6. When it is possible to realize the goals of team members.
7. When an organization prefers the results of teamwork to develop a forward-looking strategy.
8. When a multifaceted approach is needed

The team is the basis of a modern organization. A team can be described as a specific group. However, a team is more than a group. The main characteristics of the team are the following:

it consists of two or more people;
team members, in accordance with their assigned role, participate to the extent of their competence in the joint achievement of their goals;
the team has its own personality that does not coincide with the individual qualities of its members;
a team is characterized by established connections both within it and with other teams and groups;
the team has a clear, orderly and economical structure, focused on achieving goals and completing tasks; the team periodically evaluates its effectiveness;

Typically, the goals and objectives facing a team cannot be achieved by individual members due to limited time and resources, as well as the inability to have the necessary knowledge and qualifications alone.

Examples of sports teams or orchestras clearly confirm these provisions. It is obvious that teams and groups are partially overlapping entities and there is no insurmountable difference between them. Each of them can be involved in the development of its members or organization, as well as in managing change processes.

Team building processes in organizations, due to their complexity, are difficult to study and purposefully manage, since in order to identify the true factors regulating organizational behavior, it is necessary to penetrate into the deep layers of interpersonal relationships.

A special place is occupied by management teams and their formation. Experts in the field of high-performance management, organizational development and social psychology started talking about management teams and their creation in the 60s and 70s. XX century The first studies of team performance were published in the early 1960s. They were devoted to finding ways to increase the efficiency and productivity of managerial work.

The emergence of interest in the team approach is also associated with trends in the field of organizational development and high-performance management.

Firstly, modern organizations have a pronounced tendency to complicate and increase their structural and functional composition, which requires the introduction of more effective organizational forms and methods of collective management that would minimize the time for making management decisions and at the same time improve its quality, i.e. productivity, feasibility and timeliness. The situation can be resolved by creating a “tight” (well-formed) management team that improves the solution of large and interdisciplinary problems.

Secondly, Almost all successfully developing and highly competitive companies and corporations, both in our country and abroad, build their development both on the basis of meeting the demands of consumers of the present and the needs of tomorrow, creating departments of new technology, problem-solving laboratories, etc. Their successful functioning is based, in particular, on increasing innovative abilities research group through the creation of a “field of ideas”, an atmosphere of creative search, as well as a team of like-minded people who take responsibility for the prospects for the development of the organization together with the administration, which is essentially a manifestation of a team approach in innovation management.

Thirdly, viewing a manager's performance as the performance of the organization he leads or influences indirect impact, researchers note that a further increase in managerial labor productivity depends on the awareness of the fact that a manager of any rank is associated with the creation of a collective product of labor. The belonging of an individual employee to the philosophy of “common cause”, i.e. The development of “team spirit” is of great importance as a motivating factor for increasing the productivity of the organization as a whole.

Managers understand the rules team game defines fast and effective solution situations such as unclear distribution of responsibilities during project implementation, increasing motivation to engage in subject activities and awareness of the reasons for the low personal contribution of a particular group member, eliminating interpersonal friction and others in which there is a clash of personal motives and the needs of the organization.

Fourthly, recognition of the very existence of a team approach is associated with the latest research in the field of organization development and ideas about the latter as having a special culture, values, and symbolic rituals. Corporate culture is one of the components of team management, as it is closely related to symbolic ways of representing management activities. To increase the efficiency of the latter, it becomes of great importance, along with research into existing organizational and structural forms, i.e. morphology of the organization, studying the influence of the value aspect of the interexistence of members of management groups on the effectiveness of the organization.

Let's look at the stages of the team building process.

In this case, team building refers to the development from a formal, management-approved management structure into a working group with a “team” subculture. Researchers identify six stages of team development.

1. Adaptation. From the point of view of business activity, it is characterized as a stage of mutual information and task analysis. At this stage, group members search for the optimal way to solve the problem. Interpersonal interactions are cautious and lead to the formation of dyads; a stage of verification and dependence begins, which involves the orientation of group members regarding the nature of each other’s actions and the search for mutually acceptable behavior in the group. Team members gather together with a feeling of wariness and constraint. The team's performance at this stage is low, since the members are not yet familiar with each other and are not confident in each other.
2. Grouping. This stage is characterized by the creation of associations (subgroups) based on sympathies and interests. Its instrumental content consists in the opposition of group members to the requirements imposed on them by the content of the task, due to the identification of a discrepancy between the personal motivation of individuals and the goals of group activity. There is an emotional response of group members to the demands of the task, which leads to the formation of subgroups. During grouping, group identity begins to take shape at the level of individual subgroups, forming the first intragroup norms.

The peculiarities of the existence of groups at this stage are characteristic of working management groups with subcultures of the “clique” type. There is a unification of all members of the subgroup around its leader, which can cause an uncritical perception of the latter on the part of individual group members.

3. Cooperation. At this stage, there is an awareness of the desire to work on solving the problem. It is characterized by more open and constructive communication than in previous stages, elements of group solidarity and cohesion appear. Here, for the first time, an established group with a clearly expressed feeling of “WE” appears. Instrumental activity becomes the leading activity at this stage, the group members are well prepared for its implementation, and organizational unity is developed. However, in such a group there are no sufficiently pronounced psychological connections. The peculiarities of the existence of groups at this stage are characteristic of working management groups with subcultures such as “circle” and “plant”.
4. Rationing of activities. At this stage, the principles of group interaction are developed. The sphere of emotional activity becomes dominant, the importance of the “I–YOU” relationship increases sharply, and personal relationships become especially close. One of characteristic features At this stage of group development, there is a lack of intergroup activity. The process of isolation of a cohesive, well-prepared group, unified in organizational and psychological terms, can turn it into an autonomy group, which is characterized by isolation on its own goals and selfishness.
5. Operation. From the point of view of business activity, it can be considered as a stage of decision-making, characterized by constructive attempts to successfully solve a problem. The stage of functional-role correlation associated with the formation of the team’s role structure, which is a kind of resonator through which the group task is played out. The group is open to the expression and resolution of conflict. A variety of styles and approaches to problem solving is recognized. At this stage, the group reaches the highest level of socio-psychological maturity, distinguished by a high level of preparedness, organizational and psychological unity, characteristic of a team subculture.
6. Disbandment. Sooner or later, the most successful groups, committees and project teams disband, and the intense social relationships of their participants gradually fade away.

The process of developing groups in an organization. When studying group behavior in organizations, three main questions arise:

1) about the mechanism for forming groups;
2) the reasons for the functioning of the group as a whole;
3) the reasons for the effectiveness of the group.

The search for an answer to the first question led to the creation of a number of theoretical concepts, of which the most influential was that of the American sociologist J. Homans.

According to this concept, any social system, which certainly includes a social group in an organization, exists in a three-dimensional environment: physical (terrain, climate, material environment), cultural (norms, values and goals) and technological (level of knowledge and skills). This combined environment has a certain impact on the interactions between members of this system, causing the emergence of emotions and feelings (moods) in people towards each other and towards the environment.

The emerging combination of actions, interactions and feelings (moods) is initially determined and directed environment, which is why it can be called an external system (in general, it corresponds to the concept of formal structure). Actions, interactions and feelings are interdependent: how more dicks groups communicate with each other, the more likely positive feelings are to arise, and the stronger the positive feelings, the more likely it is that the level of interactions will increase.

However, the external system does not exist by itself. As the number of interactions increases, people develop new feelings that are not prescribed by the external environment and do not directly depend on it, as well as new norms and new types of activities. This creates new system– internal system (informal organization). Internal (informal) and external (formal) systems develop norms that determine how the life of these systems, methods of action, and attitudes should be organized.

Changes in external environment produce changes in both formal and informal work groups. Ultimately, the activities and norms of the internal system will change the physical, cultural, and technological environment. Group members, using informal methods to solve production problems, can generate new ideas in the field of technology and develop new norms of relationships between employees and managers. For example, the introduction by group members of their own control over product quality, which was previously carried out by line managers, will inevitably lead to a change in the relationship between these groups of organization members.

Homans' concept of group behavior distinguishes between obligatory and unexpected behavior. Thus, if in the process of activity it is necessary to perform certain actions, they are necessarily accompanied by corresponding interactions and the emergence of feelings about these work actions. For example, an employee of the sales department established contact with a client, agreed with him to sell a batch of computers, entered into certain relationships with him - provided information about the parameters and technical specifications computers. Further, the buyer-seller relationship can develop based on feelings of trust, anxiety, concern, etc. The obligatory nature of such behavior is determined by the fulfillment of role requirements and is closely related to the achievement of the goals of the participants in the interaction. However, in the process of selling computers, sales personnel may be involved in other activities that generate different types of interactions and sentiments. In particular, the seller may be interested in the lifestyle of customers, their attitudes, experience feelings of sympathy or antipathy for individual customers, distinguishing them from others; react to jokes, rudeness, stupidity or, conversely, politeness of customers not as a member of the organization, but simply as a person. Obviously, such behavior of an organization member cannot be predicted by those who give him tasks and control his actions.

Stages of group development in an organization. The effectiveness of formal and informal groups largely depends on what stage of development they are at. For example, one of the departments of the organization consists of two internally heterogeneous informal groups: the first includes department employees who worked under the previous leadership and adhere to certain traditions; the second includes new members of the group who have not yet adopted the traditions of corporate culture and cannot establish interaction with the first part of the group. In this case, a conflict is possible between the two groups of the department and time is needed to establish common standards of activity for all members of the department within the organization. This example proves that groups in an organization can be at different stages of their development.

According to the concept of B. Tuckman and M. Jensen, groups go through five clearly defined stages of development: 1) the stage of group emergence, 2) the conflict stage, 3) the stage of acceptance of group norms, 4) the execution stage and 5) the interruption stage. The process of group development and transition from one stage to another can be slow, not all groups experience the listed stages, some of them remain at average levels, due to which the group’s activities become ineffective.

1. The stage of the emergence of a group is characterized by the establishment of initial contacts between group members and the search for ingroups and primary groups to deepen intragroup interaction. During this period, each member of the group finds out what values are accepted in a given environment, what attitudes and moods dominate. In addition, primary communication norms are established. Group members determine their place in the system of relationships and try to make a proper impression on others (by demonstrating their qualities and personal resources). In the area of interpersonal relationships at this stage, much depends on the leader, since most group members experience a feeling of uncertainty and uncertainty; they need guidelines in the social and psychological space of the group, which the leader represents by defining the primary rules of behavior.
2. The conflict stage, or the stage of self-affirmation, is the most unpleasant period of group development for the organization’s activities. Having formed primary groups, its members try to assert themselves in their roles, expand the boundaries of their own significance, and define relationships of interdependence and intra-group hierarchy. Actions to achieve these goals can cause blockade of the needs of other group members and manifestations of aggression, which in turn leads to interpersonal conflicts. Individuals reveal their personal aspirations, as a result of which hostility inevitably arises, manifested in subsequent conflict when other group members try to control, try to stand out from others, etc. During the conflict, primary relationships formed at the previous stage of group development may be disrupted. At the second stage of development, the key aspects of creating normal interpersonal relationships within a group can be considered managing conflict in the direction of achieving a compromise and orienting the efforts of group members towards achieving common goals.
3. Stage of norm formation and adoption of norms. At this stage, the main attention is paid to organizing the product production process itself and mastering technologies. As group members perform their work, a stronger relationship and sense of camaraderie develops. The main issues are the issues of functional involvement in the product production process: who will do what, where and how in order to achieve common goals. Based on norms of behavior and distribution of role responsibilities, rules for joint activities are developed and adopted. In this way, a functional structure is created in the group in which each group member can establish personal contact with other members. As a result, a system of agreed-upon role expectations of group members in relation to each other arises, and the inability of individual group members to meet these expectations is also recorded. Interpersonal relationships within the group are aimed at increasing cohesion. Group members feel that conflictual relationships have been overcome and experience a sense of belonging to the group. At this stage, contacts are established with other social groups in the organization, the amount of information received by group members increases, and group members become more open.
4. Executive stage. By the beginning of this stage, the group has already created an effective working structure, and its main concern becomes the actual implementation of goals and objectives. Thus, at this stage a fully developed group functions. But not all groups reach this stage in their development; some of them “get stuck” in the early stages, which are less productive from the point of view of the process of product production in the organization. Interpersonal relationships at this stage are characterized by interdependence, mutual trust and mutual assistance. Group members are willing to work alone, in subgroups, and as part of the entire group as a cohesive unit. Functional competition and cooperation arise between them, there is an understanding of the significance of group goals, and a sense of obligation. In general, the work of the group at this stage can be characterized as activities aimed at solving the problems of the organization.
5. The interruption stage represents the final stage of group development, which threatens the group with disbandment both due to the inability to achieve group goals and due to the departure of its members. Ultimately, every group comes to this point sooner or later. Usually, in this case, the organization’s management begins to form a new team and adjusts group goals. The process of group development begins again.

The considered model of group development has been tested in numerous studies and helps explain many of the problems associated with the work of groups in an organization. In particular, if a group is operating at only half its potential, this may be because some problems in the earlier stages of group development have not been fully worked out, such as leadership problems, an insufficiently clearly defined goal, objectives not being agreed upon (with members groups can use group activities to achieve personal goals).

Factors influencing group cohesion in an organization. To improve the effectiveness of groups in an organization, its leaders must consider many factors. For example, to eliminate feelings of frustration among members of social groups, they should take into account the needs of individuals, ensure the maintenance of a high level of identification in the group and group cohesion. The level of group cohesion is greatly influenced by a large number of factors.

Among the so-called internal factors, group cohesion is most influenced by those factors that are associated with group membership, i.e. with the conditions for including an individual in a group: the size of the group (as a rule, small groups have more opportunities to create a cohesive team), the constancy of the group’s composition, psychological compatibility, but most importantly, the identification of each group member with the group, a highly developed sense of in-group.

In addition to internal factors, there are external factors that influence the level of cohesion, of which the most significant should be considered the working environment of the group, i.e. the type and complexity of goals and tasks, which are presented in the form of tasks to be solved, the physical environment of the group (working conditions, place of work, spatial differentiation of group members, etc.), the communication system in the group, technology.

Factors contributing to group cohesion:

coincidence of interests, views, values and orientations of group members;
a sufficient level of homogeneity in the composition of groups (especially in terms of age - it is undesirable to combine people over 50 years old and under 18 in one group);
an atmosphere of psychological safety, goodwill, acceptance;
active, emotionally intense joint activity aimed at achieving a goal that is significant for all participants;
the attractiveness of the leader as an example, a model of an optimally functioning participant;
qualified work of a facilitator who uses special psychotechnical techniques and exercises to enhance cohesion;
the presence of another group that may be seen as competing in some way;
the presence in the group of a person capable of opposing himself to the group, sharply different from the majority of participants (as shown by the sad experience of not only trainings, but also everyday life, people especially quickly unite not in the fight for something, but in the fight against someone).

Reasons for decreased group cohesion may include:

the emergence of small subgroups in the training group (this is especially likely in groups exceeding 15 people; however, sometimes a kind of competition that appears between subgroups accelerates group dynamics and helps optimize training); acquaintance (friendship, sympathy) between individual members of the group before the start of the training - this leads to hiding some private information from the rest of the group members, to the desire to protect each other and not enter into controversy, to the alienation of such a dyad from the group;
inept leadership on the part of the leader, which can lead to unnecessary tension, conflicts and collapse of the group;
lack of a single goal that captivates and unites the participants, and lack of joint activities organized by the leader; sluggish group dynamics.

Cohesion determines the success of work, if only because it makes the group more resistant to situations accompanied by negative emotional experiences and helps to overcome crises in development. In some cases, achieving high group cohesion becomes the most important goal of psychological training (it is not always advisable to inform participants about this). Cohesion and team building trainings are carried out in organizations and institutions, whose effective activities directly depend on the degree of unity and mutual understanding of employees.

As noted earlier, the management structure, like the organization as a whole, consists not only of official divisions (positions) and predetermined connections between them, but also of a set of informal groups, leading individuals, and their informal contacts. Only by taking into account their role can one get an idea of the complete management structure.

The Hawthorne experiments made a great contribution to the study of problems of group functioning.

Group- two or more persons who interact with each other in such a way that each person influences and is influenced by the other.

An organization and its divisions are also groups. Group members develop rules, attitudes, values and expectations that are acceptable to them in matters related to understanding the behavioral norm, i.e. standards of behavior. The more an employee of an organization values belonging to a group, the more appropriate his behavior.

Formal and informal groups

Formal groups are groups created by the will of management.

The types of formal groups are: leadership groups, working (target) groups, committees and teams.

The management team consists of the manager and his direct subordinates under his control (president and vice presidents).

Working (target) group - employees working on one task.

A committee is a group within an organization to which authority has been delegated to carry out a task or set of tasks. Sometimes committees are called councils, commissions, or task forces. There are permanent and special committees.

When solving a problem requires great experience in any area.
The proposed decision will turn out to be unpopular in the organization (in this case, the manager can protect himself).
When it is necessary to find out the opinions of subordinates.

Team – a group of employees of an organization or structural unit, working as a single whole, showing maximum initiative and responsibility.

The characteristics of a “team” and a “group” are different because:

In a team, leadership is divided among its members, and in a group, as a rule, there is one clear leader.
In a team, personal responsibility is complemented by collective responsibility, and in a group, personal responsibility dominates.
In a team, products or services are the result of collective activity, and in a group - individual activity.
The team discusses, decides and implements it, and the group discusses, decides and delegates the implementation of the decision.

A team is always a group, but not every group has a team spirit. A team, as a rule, has higher work results than other groups due to the fact that each team member strives to achieve a common goal, clearly fulfills his responsibilities, interacts with other employees to coordinate joint activities and considers himself part of the whole. As a result, a synergistic effect occurs due to internal relationships, dedication, work, coordination of actions, trust in each other, cooperation, and identical values. Team members can work individually in different rooms and communicate electronically.

Effective teamwork involves taking into account national characteristics when forming a team and a sufficiently high level of maturity and professionalism.

An informal group is a spontaneously emerging group of people who regularly interact to achieve a specific goal.

Factors influencing the performance of both formal and informal groups:

Leader – having a strong leader;

The size of a group is the number of its members, with the growth of which communication becomes more difficult, and within large group a new one may be formed, pursuing its own goals. The optimal group size is from 5 to 11 people;

The similarity or difference of group members who have their own point of view on various management decisions and the more individual they are, the more optimal the decision will be, because multiple points of view and the development of prospects for the development of the organization are always positive;

Code of Conduct, adopted by the group, have a strong influence on the behavior of each member of the team, as well as on the direction in which the group will work: towards achieving the goals of the organization or towards confrontation. Norms can have a positive or negative orientation, for example, they encourage theft, absenteeism, unconstructive criticism of organizational leaders, etc.