A person consciously or unconsciously, voluntarily or under duress, with interest or with complete apathy, is included in the life of the organization, lives by its laws, interacts with other members of the organization, giving something to the organization, but also receiving something from it in exchange.

When interacting with an organization, a person is interested in various aspects of this interaction, the subject of which may be what he should sacrifice for the interests of the organization, with whom and for how long to interact, what the organization will give him. Depending on what efforts a person has made to achieve the goals of the organization, what are his expectations, performance, what kind of remuneration or satisfaction he has received for his activities, determines the person's attitude to the organization, the desire to continue to cooperate with it and makes his contribution to the activities of the organization significant ... This is due to the satisfaction of the need for achievement, recognition, responsibility, promotion, work in itself, in the presence of growth opportunities - motivating factors that can cause a person's feelings of satisfaction or dissatisfaction. And it depends on the manager how often a person will have these feelings and whether he will feel the need to interact with the organizational environment in order to feel satisfaction from his activities.

A manager is a member of an organization who carries out managerial activities and solves managerial tasks. Managers can be in different hierarchical relationships with each other: in the same positions, if the company has a functional management organization, in which managers perform specific functions, not including the administrative function, or in different - when they not only perform specific functions, but also an administrative function. For example, the sales manager, who performs the function of increasing sales, and the personnel manager, who performs the function of recruiting professionally trained employees, are in the same positions. And the sales director and the sales manager are different, because the director, in addition to the function of increasing sales, must control the quality of work of sales managers and develop a plan to increase them, taking into account changing conditions.

The head of the organization is elected by the collective (appointed by the Board of Directors or other representative body). As a rule, this is the most authoritative employee with the qualities of a social and professional leader and endowed with the rights to lead the joint work activities and social development of the enterprise. As a rule, employees who have undergone special management training and have the makings of an organizer are elected to managerial positions.

However, no matter what work experience a manager has, he must take into account the level of development of the control object, know the features of the control object and be guided by the basic principles of management:

1. The starting point of organizational management and its implementation - a person, his needs, interests, motives, values, attitudes. This affects the management of the internal activities of people, as well as the behavior of the firm in the external socio-economic environment.
2. Priority is given to economic means and methods of management, which are manifested in such an industry of management as marketing.
3. Professionalism of management is the main requirement for the manager and staff.
4. Flexible management organization capable of restructuring in accordance with changing conditions. This is the so-called. organizations of an innovative type, responsive to innovations.
5. There are requirements for the personal qualities of a manager, such as enterprise, sociability, confidence. The skillful combination of these qualities shows the art of management.

Depending on how important the relationship with subordinates is to a manager, he can choose different leadership styles: work-oriented, tasks and ways to solve them, or people-centered. The “per person” style is more productive because in this case, the main concern of the manager is people, their interests, harmonization of human relations. The “to work” style justifies dictatorship, but it often arouses staff resentment, mistrust of managers, unwillingness to cooperate with them, involvement in informal groups, which can lead to conflicts within the organization and render management ineffective. Today's effective work style is characterized by a simultaneous “work” and “human” orientation, although this is difficult to achieve. After all, a manager must not only choose the right style of team leadership, but also create a creative environment in it, try not to close the solution of all problems personally to himself, clearly delegating part of his powers (naturally, within reasonable limits) to assistants, which makes it possible to strengthen control and better evaluate the overall performance of the team.

Any organization strives for standardization, and for this it creates roles that members of the organization must fulfill. But a person perceives the content of the role that the organization offers him in different ways. The interaction between the person and the organizational environment is influenced by the peculiarities of perception.

Perception is the process of reception and processing by a person of various information entering the brain. The process of perception implies the formation of the final image of an object. During the initial perception of the organizational environment, a person receives a small amount of information about him and constantly refers to past experience. But gradually, under the influence of the qualities of character, the personal characteristics of the person himself, a deeper and more complete image of the organizational environment is formed, which has both negative and positive features. The personal and social characteristics of the perceiver are manifested in tolerance for uncertainty, in the readiness to perceive phenomena openly and impartially, and in the a priori benevolent perception of a person. Psychologists note that people who have more tolerance for the new and unclear are more capable of perceiving the new. And people with an unambiguous view of phenomena perceive others with difficulty and inadequate to reality. They tend to attribute to them those traits and characteristics that they do not have. If, for example, a person's perception is greatly influenced by the design of the room where the meeting takes place, then depending on how much he liked the design of the room, a person can behave differently, interact with other people.

The interaction, of course, in the process of perception is influenced by the criterion basis of human behavior, which includes his disposition to people and events, to values; a set of beliefs and principles that a person adheres to in his behavior. The location has three components: the influencing part, i.e. what reflects feelings in relation to the object; knowledge about the object that a person has; an intention about how to behave in relation to an object.

The criteria determine the behavior of a person in a specific organizational environment and no matter how good the location is, the person's desire to continue cooperation with a specific organizational environment in this situation will still depend on how much the organization itself is interested in a specific person working in it.

And it depends on the manager, on the organization, how this person will interact with this organization in the future. Consequently, a person in an organization needs to be able to interact with the organizational environment in such a way that the details that attracted his attention during the initial perception create a favorable impression of her and serve as a means for further successful cooperation with her. After a candidate has passed the selection for a vacant position, he "enters the organization" and this causes certain difficulties not only for him, but also for the organization. Therefore, let us dwell on the process of a person's entry into an organization.

The entry of a person into an organization is associated with such mandatory aspects of this process as: adaptation to a new environment; correction or change of a person; changes in the organization associated with the arrival of a new person.

- Adaptation. Success in joining an organization depends on motivation. If a person is motivated to work in this organization, then he will try to overcome the difficulties of entering and strive to adapt to the organizational environment, despite the painfulness of this process. Psychologists say that adaptation occurs when a person communicates with other members of the organization.
- Correction. At the stage of entry, the organization destroys the behavioral norms of the incoming person, uses various techniques in order to interest him in work in the organization, and thereby instills new norms of behavior. Such techniques can be long-term material support that goes beyond the salary, communication in the future career advancement or the provision of interesting jobs, the provision of training and development opportunities through the organization, and the provision of non-preferential housing conditions. Conversations with management, clarifications and guidance from management are some of the strongest ways to keep a new member in the organization. Such meetings and directions give the newcomer a sense of confidence, reduce the feeling of being lost and unnecessary, and increase the sense of belonging to the affairs of the organization.
- Changes in the organization. In the process of "getting used to" the organization, managers involve a new employee in discussions and various activities conducted by the organization's management. In doing so, they instill the norms and values of the organization. This is how a person's involvement in making decisions that are important from the point of view of the organization is formed, and gradually he has a sense of responsibility to the organization.

When a person has difficulties in understanding the norms and values of the organization for a long time, then you can use such techniques as: a clearer description of the work and a clearer regulation of its boundaries, or, on the contrary, less detailed ones change the content and way of performing the role.

The personal development of an individual in an organization is associated with his career. Career is the result of a conscious position and behavior of a person in the field of work, associated with job or professional growth. A person builds a career - the trajectory of his service movement - himself, in accordance with the peculiarities of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes.

Career types and stages. There are several fundamental trajectories of a person's personal development within a profession or organization, which will lead to different types of careers.

1. Professional career - the growth of knowledge, abilities, skills. A professional career can go along the line of specialization, deepening in one chosen at the beginning of the professional path, the line of movement) or transprofessionalization (mastering other areas of human experience, rather associated with the expansion of tools and areas of activity).

2. Intra-organizational career - associated with the trajectory of a person's movement in the organization. She can walk along the line:

· Vertical career - job growth;

· Horizontal career - advancement within the organization, for example, work in different departments of the same hierarchy level;

· Centripetal career - advancement to the core of the organization, the center of control, ever deeper involvement in decision-making processes.

When meeting a new employee, the HR manager should consider the stage of his career that he is going through at the moment. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation.

Professional development phases. A career stage (as a point on a time axis) is not always associated with a professional development stage. A person who is at the stage of advancement within the framework of another profession may not yet be a high professional. Therefore, it is important to separate the career stage (the time period of personality development) and the professional development phase (periods of mastering the activity).

Career planning. One of the areas of personnel work in the organization, focused on determining the strategy and stages of development and promotion of specialists, career planning.

This is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, strategy and plans for its development, expressed in the preparation of a program for professional and job growth.

The list of professional and job positions in the organization (and outside it), fixing the optimal development of a professional for taking a certain position in the organization, is a careerogram, a formalized idea of which path a specialist must go in order to acquire the necessary knowledge and master the necessary skills to work efficiently at a specific location.

Career planning in the organization can be carried out by the personnel manager, the employee himself, his immediate supervisor (line manager). Basic career planning activities specific to different planning subjects.

Career conditions. Career advancement is determined not only by the personal qualities of the employee (education, qualifications, attitude to work, system of internal motivations), but also by objective ones.

Among the objective conditions of a career:

the highest point of a career - the highest post that exists in a particular organization under consideration;

career length - the number of positions on the way from the first position occupied by an individual in an organization to the highest point;

position level indicator - the ratio of the number of persons employed at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is at a given moment in his career;

indicator of potential mobility - the ratio (in a certain period of time) of the number of vacancies at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is. Depending on the objective conditions, an intra-organizational career can be promising or dead-end - an employee can either have a long career line or a very short one. The HR manager, already at the admission of the candidate, should design a possible career and discuss it with the candidate based on the individual characteristics and specifics of motivation. The same career line for different employees can be both attractive and uninteresting, which will significantly affect the effectiveness of their future activities.

Recently, most firms have been paying special attention to planning the career of their employees, because the correct use of internal human resources is becoming more profitable than attracting personnel from outside - this is due to the need to both include a new employee in the corporate culture and the mandatory additional training of an employee to start work in the organization. , since specialization is gaining more and more importance, given by the specifics of a specific in-house technology.

Career management. To create an effective career management system for an employee in an organization, three interrelated subsystems must be created within the organization:

1) performers subsystem - contains information about the abilities, interests, motives of employees.

2) work subsystem - contains information about all kinds of tasks, projects, individual roles, the execution of which is necessary for the organization.

3) a subsystem of information support for management - combines information about performers, jobs and the accepted practice of moving employees, their assignment to certain types of work and positions.

The presence of these three subsystems makes it possible to create an intra-corporate labor market, hold open tenders for the selection of performers for certain types of work, and provide employees with open information about the possible trajectories of their movement in the organization. The creation of such a system will make it possible to implement a marketing approach to personnel, within which it becomes possible to combine the interests of employees, focus on the realization of their interests and needs with the interests of the organization, including the goals of product and financial marketing.

Of course, depending on the type of corporate culture, the implementation of this approach to career planning will be embodied in different scenarios and types of personnel activities. But the need for the organization itself to conduct internal monitoring of personnel requirements, focused on meeting constantly changing surveys for new types of work, becomes important.

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BetweenPeople's Institute of Economics and Law

ESSAY

Discipline: Organizational behavior

Topic: "Personality in the organization"

Completed by a 3rd year student

Shchukina N.G.

Petrozavodsk 2010

WITHobsession

Introduction

Personality relationship theory - team

Personality in the organization

The phases of personality formation

Personality opportunities in the organization

Waiting for personality

Summarizing

Literature

Introduction

Usually, the organizational environment refers to that part of the organization that a person encounters while working. First of all, this is the workplace and its immediate surroundings.

Organizational Behavior is an area of expertise focused on better understanding human behavior and using this knowledge to help people fulfill their responsibilities in organizations more productively and get more satisfaction from it. The core values that characterize this approach include: an emphasis on establishing causation; commitment to change; humanistic approach to a person; concern for organizational effectiveness and a tendency to rely on empirical research and scientific method.

The basic idea is that the behavior of people is caused simultaneously by their own personal characteristics and the environment (society, organization) in which they find themselves. In order to understand the behavior of people in an organization, we need to learn more about people and, in particular, about the basics of human nature; about organizations, why they are created and what they are made of.

The purpose of this work is to try, in an extremely small volume, to describe the characteristic phenomena that arise in the relationship between the individual and the collective.

Mutual theoryrelationship personality - team

Relations in groups as they turn into collectives change naturally. At first, they are relatively indifferent (people who do not know or know each other poorly cannot relate to each other with certainty), then they can become conflicting, and under favorable conditions they can turn into collectivist. All this usually happens in a relatively short time, during which the individuals making up the group cannot change as individuals. Each person has its own positive and negative traits, its own special advantages and disadvantages. Which side, positive or negative, he will act in relationships with people depends on these people and the social environment, on the characteristics of the group in which he is included at a given moment in time.

According to the interactionist theory, a personality, being internally relatively stable in its basic properties, externally can manifest itself in different ways, depending on the prevailing circumstances. A regularity has been noticed: the closer the group is to the collective in terms of its level of development, the more favorable conditions it creates for the manifestation of the best sides in the personality and inhibition of what is worst in it. And on the contrary, the further the group differs from the collective in terms of its level of development and the closer it is to the corporation, the more opportunities it provides for the manifestation of the worst sides of the personality in the system of relationships with the simultaneous inhibition of the best personal aspirations.

Organization, their existence

An organization is a social system where a person has friends and enemies, as well as hopes, fears and aspirations. The level of productivity depends not only on management standards, but also on the social norms established in each organization.

Why do organizations exist? In most cases, people join forces and organize to achieve some kind of physical, personal, or economic advantage. People organize themselves under the influence of the belief that this is the best way to achieve their goals. Organization is a system of coordinated behavior. But it might be argued that organization is behavior itself. Rules, regulations, standard procedures, and everything else that comes to mind when thinking of an organization is just mechanisms for coordinated behavior. The essence of an organization is behavior itself. Thus, rather than describing an organization as a thing, it is better to describe it as a process. Also important is the fact that people, in the process of entering the organization, sacrifice part of their freedom. They do this with the aim of achieving personal and organizational goals. That is, the term "organization" represents a trade-off between personal independence and goal achievement.

Organizations are formed to achieve their goals. There are many such goals. At the same time, the organization strives to achieve not only its formalized goals, but also the personal goals of its members, and these latter are given no less importance than the former. Indeed, if an organization were suddenly unable to meet the goals of its members, it would quickly lose them. In addition to encouraging people to join and stay with an organization's goals, they perform two other functions. First, they serve to manage behavior and stimulate work effort. Secondly, they serve as a measurement standard. When goals are not met, the organization's performance is challenged.

Personality in the organization

In the life of a particular person as an individual, as a separate representative of the human community, his personality and psyche are presented in an indissoluble unity. The individual has a psyche, but at the same time, the individual acts as a person, being the subject of interhuman, social by nature relations. These relationships are mediated by the content and nature of the activities that the organization sets, and the communication that develops in it. Based on this, we can conclude that the development of the organization acts as a factor in the development of personality in the organization. In accordance with the concept of personalization, the individual is characterized by the need to be a person, i.e. to be and remain to the maximum extent represented by the qualities that are significant for him in the life of other people. Carry out their activities by transforming their semantic sphere, and the ability to be a person, i.e. a set of individual characteristics and means that allow you to perform acts that ensure the satisfaction of the need to be a person.

The phases of personality formation

personality adaptation social team

In its most general form, personality development can be represented as the process of its entry into a new social environment and integration in it. The stages of personality development in a relatively stable community are called the phases of personality development:

1. The phase of personality formation. It involves the active assimilation of the norms operating in the community and the mastery of the corresponding forms and means of activity. Having brought with him to a new group everything that makes up his individuality, the subject cannot fulfill the need to express himself as a person before he masters the norms (moral, educational, industrial) acting in the group and masters the methods and means of activity that other members of the group possess. ...

2. The adaptation phase. It is generated by the aggravating contradictions between the achieved result of adaptation - the fact that the subject has become “like everyone else” in the group and the individual's need for maximum personalization, which is not satisfied at the first stage. At this phase, the search for means and ways to indicate their individuality, to fix it, is growing.

3. Contradictions between the desire of the subject to be ideally represented in other groups by his characteristics and differences that are significant for him, on the one hand, and the need of the community to accept, approve and cultivate only those individual characteristics demonstrated by him that appeal to her; correspond to its values, standards; contribute to the success of joint activities on the other hand.

For a person included in a group, the awareness of belonging to it is carried out primarily through the acceptance of these characteristics, that is, through the awareness of the fact of some mental community with other members of a given social group. We can say that the "border" of the group is perceived as the border of this psychic community. The main purely psychological characteristic of the group is the presence of the so-called "we-feeling". This means that the universal principle of the mental formation of a community is the distinction for the individual belonging to the group of some formation "we", in contrast to another formation "they". "We-feeling" expresses the need to differentiate one community from another and is a kind of indicator of the awareness of belonging to a certain group. The specificity of the socio-psychological analysis of the group is precisely here and manifests itself: the real social groups identified by means of sociology are considered, but in them, further, those of their features are determined, which together make the group a psychological community.

Possibilitythese individuals in the organization

Do individuals in organizations work by themselves? From a theoretical point of view, this question concerns how the work of an individual differs from the work of a group, from a practical point of view - is the work of an individual more effective than a group? Research has shown that individual work is more effective. It depends both on the work performed itself and on a number of personal and situational factors. The best results were shown by young personalities with average mental abilities and high authority.

Indeed, one person, as a person, driven by his own personal goals - such as satisfying ambitions, self-expression, and certainly making a profit - can he at the same time influence society as a whole? And if so, how?

Suppose an active person finds a certain area, a certain new idea that promises him business success if it is implemented. The influence of such an individual on society lies in the fact that he fills this still vacant niche with his intellectual potential. Thus, society is forced to use the results of the activity of such a person, and the reaction of society and, consequently, the further embodiment of the idea of the individual depends on how the final result was obtained, how it was obtained.

In addition, workers often prefer to take part in decision-making themselves, rather than receive them ready-made. Thus, we get a contradiction: with an increase in efficiency, motivation decreases and vice versa. None of these situations are valid.

An individual, choosing one or another profession for himself, or, otherwise, trying to participate in a particular area of his own business, focuses on two factors: his own abilities and professional demand in the labor market. Already at this stage, the likelihood arises of suppressing their desires and interests for the sake of future possible well-being. And later, within the framework of the choice made, the trained specialist gives preference to one of the many employers. In turn, this choice determines a narrower specialization, and, consequently, the direction of the business. The principles that the performer is guided by when deciding on the choice of a place of work are not limited to material benefits. Often, people change jobs, losing in the amount of the official salary, for the sake of professional growth prospects.

When making one's own personality and approving other people's decisions, if there is always one's own opinion, perseverance in its implementation and implementation, the courage to change the original plans, it should be noted that the probability of error is as high as the probability of success. Therefore, in the case of a wrong calculation, the person who carried out this calculation must have the courage to admit his own mistakes. Moreover, he must be ready to take responsibility for these mistakes and the consequences that they entailed for his business and for society as a whole.

It is the initiator who, even before the start of the implementation of the conceived project, is ready to be responsible for its consequences equally with the expected benefit, is the closest to success. Here we can talk about responsibility, both financial and legal, and moral in the event of public condemnation, society's rejection of the fruits of activity.

Waiting for personality

In each specific situation of the emergence of difficulties and problems of human interaction with the organizational environment, specific reasons corresponding to the given situation can be found that gave rise to these problems. However, despite the situational nature of these problems, it is possible to point out two main factors underlying most of the reasons that cause misunderstanding, opposition and conflicts in the interaction of a person with the organizational environment.

These factors are:

Expectations and ideas of the individual about the organizational environment and its place in it;

The expectations of the organization in relation to the individual, his role and his place in it.

Having a certain idea about himself and his capabilities, having certain knowledge about the organization, having certain intentions in relation to the organization and, finally, based on his goals and current capabilities, the person interacts with the organization, suggesting to take a certain place in it, to fulfill a certain work and receive a certain remuneration. In addition to all of the above, a person also expects from his work:

* originality and creativity;

* fun and intensity;

* the degree of independence, rights and power;

* degree of responsibility and risk;

* prestige and status;

* the degree of involvement of work in a wider labor process;

* safety and comfort at work;

* recognition and encouragement of good work;

* social security and other social benefits provided by the organization;

* guarantees of growth and development;

* discipline and other regulatory aspects governing behavior at work;

* relations between members of the organization;

* specific individuals working in the organization.

For each individual, the combination of these individual expectations that form his generalized expectation in relation to the organization is different. Moreover, both the structure of expectations as a whole, and the relative degree of significance of individual expectations for the individual themselves depend on many factors, such as the personal characteristics of the individual, the goals of the individual and the specific situation in which he is, the characteristics of the organization, etc.

A person has these traits and qualities - intellectual, moral, emotional, strong-willed, formed under the influence of the organization in which this person works. In communication between individuals, knowledge and consideration of the most typical traits of human behavior, the properties of their character and moral qualities are of great importance. Business communication should be built on the basis of such moral qualities of a person and categories of ethics as honesty, truthfulness, modesty, generosity, duty, conscience, dignity, honor, which impart a moral character to business relations. The nature of communication is influenced by the temperament of its participants.

Personal space is that space around the individual, which is his own, to which no one else has access. People in every possible way reflect the invasion of their personal place, experiencing negative feelings towards those who undertake such an invasion. An interesting fact is that people maintain a distance between themselves, in proportion to the proximity of interpersonal interaction.

Summarizing

Success in business requires the study of social prerequisites for the emergence of this kind of activity, public reaction even before the results of this activity appear and constant adjustments to the directions of business development in the process of its existence, in a word, the study of certain social and economic trends that exist in society ...

Business is a way of developing a society. Technical facilitation of the practical (everyday) side of the existence of each individual, the best satisfaction of vital human needs and an increase in the general standard of living make it possible to implement social activities in various directions, including scientific, mutually complementary and developing each other, often completely new. And if the development of thought and consciousness is taken as the highest goal of society's activity, then business, of course, contributes to the achievement of this goal.

On the other hand, as soon as a person begins any conscious (or not fully conscious) actions in the economic sphere, he himself supplements the economic relations existing in society, bringing his activity into the general development process, and thus coexists within society and within business, along with everyone else.

Literature

1. Kotner F. "Fundamentals of Marketing", Moscow, "Progress", 1990

2. Pigou A. “Economics of Welfare”, Moscow, “Progress”, 1986

3. Kashapov R.R. “Course of Practical Psychology, or How to Learn to Work and Achieve Success”, textbook for senior management, Izhevsk, Udmurt University Publishing House, 1995

4. Brief Foreign Economic Dictionary, Moscow, "International Relations", 1988

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1. The concept of social organization. 2. Roles of the individual in the organization. 3. Value orientations of the individual. 4. Self-esteem of the individual. 5. The authority of the individual. 6. The personal factor as a reason for the development of informal relations in the organization.

A role is a function, a normatively approved behavior that is expected of every person in a given position. Role is closely related to norms. A norm is a behavioral rule or set of prescriptions that govern the performance of a role. The norm is associated with sanctions - this is the impact on the individual. A social role may seem external to a person. In fact, the role has a strong influence on the behavior of the individual, up to and including changes in motivation, value orientations. Value is a material or ideal object that is significant for a person and contributes to the satisfaction of any needs. Each personality forms a certain system of value concepts. Values are formed in the microenvironment (reference group) and in the macroenvironment (society).

We all value ourselves in a certain way. Self-esteem is partial, partial (not global). Self-esteem shows how a person evaluates himself to some specific value. Self-esteem is closely related to self-awareness and self-esteem.

Self-esteem is a generalized self-esteem, it is the degree of acceptance or non-acceptance of oneself as a whole. The authority of a person is a special conscious-psychological property of a person, which consists in her ability to change the psychological structures of other people by psychological means, due to the value that this person has as a member of a social community and a subject of activity. The authority of the individual is the result of reflection in the minds of people of social significance, integrity, usefulness of those properties that are inherent in a given person as a member of a social community and as a subject of socially significant activity. The attitude of authority (by nature) is a value attitude.

I. Moral authority is formed on the basis of: - the moral properties of a person, - her views, - beliefs, - worldview in general, - the peculiarities of the attitude towards other people and towards oneself. Moral authority is the core of the authority of the individual, i.e. it is directly conditioned by the system of ideological relations of society, its socio-political structure. At the same time, the moral authority of an individual depends on the nature of the microenvironment. For example, there are groups in which the morality of deceit, philistinism, philistinism flourishes.

II. Functional authority is formed on the basis of: - the professional competence of the individual, - her various business qualities, - the attitude to her professional activity. Forms I and II are closely related to each other. Moral authority is believed to dominate. The single personal authority of the individual (I + II) is to some extent opposed to III. III. Formal authority does not depend on personal characteristics. In fact, it is not the personality that possesses it, but the position that it occupies. Official authority is a kind of formal authority, the right of a leader, sanctioned by the state authorities and legally enshrined, to exercise authority over the members of the team entrusted to him. Official authority must be based on moral and functional authority.

There are needs that force a person to communicate with other people - in love, in communication, in emotional contact. People enter into informal relationships. The task of the leader: to balance formal and informal relations with the dominance of formal ones.

The concept of personality in an organization. Personality is a combination of stable characteristics of a person. According to the definitions of social psychologists, personality manifests itself through the characteristics of an individual and his behavior, which reflect the unique nature of the adaptation of a particular person to the environment.

Traditionally, psychologists have described the behavior of an individual in terms of individual personality traits, such as aggressiveness, honesty, self-confidence, openness or withdrawal, decisiveness and indecision. But now many psychologists argue that human behavior changes depending on the situation. For example, many are honest in some situations and dishonest in others.

Personal factors and the external environment, acting together, determine the behavior of the individual, and often the situation still has a greater influence on this behavior than personality traits. The foundation of any organization and its main wealth are people. A good organization strives to maximize the potential of its people at work and to develop intensively from potential, and also has a vested interest in ensuring that its employees behave in a certain way.

Human behavior is a set of conscious, socially significant actions conditioned by the position occupied, i.e. understanding of their own functions. The effective behavior of the organization of its employees is manifested in the fact that they reliably and conscientiously perform their duties, are ready, in the name of the interests of the business in a changing situation, to go beyond their immediate responsibilities, making additional efforts, being active, and finding opportunities for cooperation.

A person's behavior in an organization is determined by his own (personal) traits, the influence of the conditions for the formation of individual activity - the characteristics of the group into which he is included, the conditions of joint activity, the originality of the organization and the country in which he works. Accordingly, the possibility of a successful inclusion of a person in the organizational environment, learning behavior depends equally on the characteristics of both this environment and on the characteristics of his personality.

Personality traits are influenced by natural properties (physiological state of the body, features of higher nervous activity, memory, emotions, feelings, perception), as well as social factors (education, experience, habits, social circle, etc.). Any personality is characterized by: general qualities (intelligence, intelligence, observation, efficiency, organization, sociability, etc.); specific properties (ability to a particular type of activity); abilities can be general, inherent to one degree or another to all people (perceive, think, learn, work); elementary private (decisiveness, perseverance, ear for music, critical thinking, etc.); complex private, including professional (for certain types of activity), special (intersocial, i.e. focused on organizing the interaction of people, managing them, and constructive; i.e. aimed at creating specific objects in certain areas of activity) ; preparedness for a certain type of activity (in the form of a set of knowledge, abilities, skills); orientation (orientation of social activity that arose under the influence of social moments of interests, aspirations, ideals, beliefs); a certain warehouse of character; biologically determined characteristics (for example, temperament); psychological characteristics: the range of activity (breadth, depth), which can be general, specific, special; style of work (a form of influence based on knowledge, experience, emotions) and the dynamics of the psyche (characterized by strength, mobility, excitability); mental state, i.e. persistent mental phenomena inherent in a person over a relatively long period (agitation, apathy, depression, etc.). Personality traits significantly affect the quality of performance of the functions assigned to a person, his style of work, and relations with others.

The stability of these features makes it possible to predict the behavior of an individual, i.e. actions that express her subjective reaction to the situation and those around her.

The following can be distinguished as the fundamental principles of human behavior: abilities, predisposition, needs, expectations, perception, values.

Capabilities.

People differ most clearly in their individual abilities, inherent qualities of a person. Some people have more abilities for music and singing, others for computer programming, and still others for writing reports.

Differences in intellectual ability and physical data are partly due to heredity and partly from training and experience. Organizations almost always try to take advantage of differences in ability when deciding what position and what job a particular employee will do. The choice of a person who is better than others capable of performing a certain job is a means of increasing the benefits from specialization. Propensity, giftedness is a person's potential in relation to performing a specific job.

As a result of a combination of innate qualities and acquired experience, giftedness becomes a talent that opens up in a specific area. Leaders, in particular, must be able to assess the capabilities of people, a very predisposition to management. important when selecting candidates for management training. Needs are an internal state of a psychological or physiological feeling of lack of something. The main ones are considered the physiological needs for food, drink, warmth, as well as the psychological needs of belonging, belonging to a society, a group of people.

Many people have a need for power and influence, but this may not appear for a long time until their basic needs are met. The organization shall create situations in which the satisfaction of the employee's needs would lead to the achievement of the organization's objectives. Expectations. People, based on past experience and assessment of the current situation, form expectations about the results of their behavior.

Consciously or subconsciously, they decide how likely the accomplishment of something meaningful to them is. These expectations have a significant impact on behavior. If an employee expects his additional efforts to be rewarded, then they are likely to put them in. In the absence of such expectations, it is difficult to count on additional efforts on the part of the employee. Perception significantly influences expectations and behavior.

For practical purposes, perception can be defined as the intellectual awareness of stimuli received from sensations. People do not react to what is really happening in their environment, but to what they perceive as really happening. All events affect behavior only to the extent that they are perceived by the person himself. If management wants employees to strive to achieve the organization’s goal, it must prove to employees that the desired behavior will lead to the satisfaction of their individual needs.

Attitude can be defined as something that you like and what you don't like, as dislike or attachment to objects, people, groups, or any manifestation of the environment. Relationships form a biased perception of the environment and thereby influence behavior. Examples include various prejudices. People who hold the view that women are incompetent as workers and inferior to men tend to exaggerate all the mistakes women make, and cannot appreciate and accept the evidence that they are as competent.

Values are shared beliefs, belief in what is good and what is bad, or what is indifferent. Value implies a subjective ranking in terms of importance, quality, or recognition of something as good. Values, like many other personality traits, are acquired through learning. They are taught in schools, they are raised in children by their parents, they are strengthened in other social contacts and even through means of entertainment and leisure.

The specific values of leaders, especially those of senior management, are often reflected in the goals and policies of the organization. Each organization consciously or unconsciously establishes its own value system: This system constitutes the organizational culture or moral character of the organization. The organization strives to have its own morals and customs. These findings are very significant because they point to the importance of creating a work environment that supports the type of behavior desired by the organization.

Leaders must improve their ability to direct employee behavior so as to achieve organizational goals by using people who have the traits that are desirable for the task, but at the same time create a work environment that promotes the maintenance of those traits. The working environment is a collection of all internal factors that are formed with the help of the management process in relation to the needs of the organization.

There is an internal and external environment of the enterprise. Internal and external environment of the enterprise. The integrity of the organization and its openness as a system determine a clear separation of the internal and external environment, the dependence of the organization on external factors. Since an organization is created by people, then all its elements and connections to one degree or another have a variable character. The variables of the internal environment of the organization include structure (production, management), goals and objectives of management, technology, people. The most important part of the internal and external environment of an organization is infrastructure, that is, a complex of elements and connections that provide the conditions for the life of the organization's team and serve the main processes of production and management.

The infrastructure can be attributed to communications and organizational culture, in which a huge role is assigned to people, their knowledge, abilities and art of interaction. Communication as connecting links in information management processes is a necessary condition for management itself.

Communications are both ways of communication (air, water), and forms of transmission of messages (oral, written), and communication channels (telephone, radio, etc.). But the main thing in the communication process is not just the exchange of information between two or more people, but the exchange of meaning, the content of information. In the figurative expression of the famous management specialist R. Falmer, good communication, like clean air, is usually taken for granted until its absence starts to ruin our lives. The quality of communication processes and, in general, production and management processes largely depends on the organizational culture of the organization.

Organizational culture is a system of norms and values that distinguish employees and, in general, a given organization. The system of norms and values of an individual is in complex dependence on its individuality and personality (character, views, abilities, education, etc.) and on the attitudes and values in the organization, which also depend on many factors, including the leaders of the organization.

All these elements together determine the behavior of employees and the success of the organization (Fig. 1). Rice. 1. Factors affecting individual behavior and performance. An important element of culture is values, that is, common beliefs about what is good, what is bad, or what is indifferent in life.

Values are acquired during upbringing, education, social contacts, etc. Organizational culture helps to solve problems: coordination carried out using established procedures and rules of behavior; motivation, realized by explaining to employees the meaning of the work performed; profiling, which allows you to find a characteristic difference from other enterprises; attracting personnel by promoting the advantages of your company among applicants for job vacancies.

Any organization has strengths and weaknesses, including in the organizational culture. Weaknesses must be overcome by using existing strengths. In any case, collective cultural events are needed, during which, with a certain caution, the correspondence of the main decision-making levers to their own culture is clarified, their mutual grinding is carried out and the issue of the strategic adequacy of the internal corporate culture is critically resolved.

The success of an organization largely depends on taking into account external factors, namely, suppliers (labor resources, materials, capital), competitors, laws and government agencies, international events, scientific and technical progress, etc.

End of work -

This topic belongs to the section:

Study of the influence of the environment on personality and human behavior in the organization

A manufacturing enterprise, a trading company constantly analyze changes in the immediate environment (sales market, the behavior of competitors .. Stable development of the enterprise, the growth of its production and financial .. Most often it is necessary to use a strategy of limited growth - to plan a slow and careful increase ..

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