General concept about the socio-psychological climate (hereinafter SPC) can be obtained from my other article, which is also on this site. And the current article assumes that the reader is already familiar with the basic concepts of this issue. At the end of the article, several files will be given (questionnaires, a sample certificate for the SEC, etc.) that can be downloaded().
There is also a training film on the site on how to calculate the results of a socio-psychological study using spreadsheets () .
Although this article is intended primarily for those psychologists who do not have extensive experience in the study of SPC, but I think that some points will be of interest to experienced researchers as well. Along the way, as usual, I will share my personal experience. So, let's get down to business.
Objectives of studying SPC
The purpose of studying the SPC is to identify problems in the team. This is done, of course, in order to solve these problems later. Unfortunately, sometimes you have to remind some stupid leaders about this. Imagine a situation where, say, 75% of respondents consider their manager to be insufficiently competent in their professional field. What will a smart leader do? He will take into account the opinion of his team and try to somehow correct these shortcomings. And the stupid leader? He will be offended by the whole wide world and will try to petty and vile revenge on his employees, according to the principle: “Ah, that's how you think of me! Well, I'll show you…” These unfortunate leaders sometimes have to be reminded of the purpose of studying the SEC.
Methods for studying SPC
The main methods of studying SPC are questionnaires, observation, and conversations. As a rule, all these methods are complementary. In our internal affairs bodies, the questionnaire survey was considered the main method. On the one hand, it is right that the survey is the main method, because its results are expressed as a percentage and you can always rely on this percentage when you draw conclusions. But, on the other hand, one should not go to the point of idiocy in this matter either (for example, study the SEC using a questionnaire in units of 3-4 people). In general, when studying small groups, observation and interviews with staff can often provide the researcher with much more information than a questionnaire. But in large groups, the main method is, of course, a written survey, and observation and conversation are additional.
Important Points When Studying SPC
It must be remembered that not all employees have a positive attitude towards all kinds of surveys and testing. Many of them see the research psychologist as such a… spy who tries to find out, for example, what employees think of their leader. And they are quite seriously afraid that when this researcher finds out something, he will certainly run to the leader and say: “Comrade chief! And that uncle over there called you a goat and a moral freak!” So don't be surprised if they don't want to be honest with you. To overcome this isolation, you need to:
- clearly explain to people the objectives of this study;
- ensure the anonymity of responses;
- enter into the trust of employees and justify it.
As for the anonymity of the answers, even after the study, it is not necessary to give the supervisor the forms with the answers, so to speak, “as a keepsake”. Otherwise, the trust on the part of employees to the researcher may noticeably decrease (which will not be slow to affect, for example, when re-studying the SPC, if it is planned). In my practice, respondents have repeatedly expressed fear that their answers will be identified, for example, by handwriting. Especially such fears are typical for small teams, whose employees are not in the most good relations with guidance. Of course, no normal leader will deal with this nonsense, but try to prove it to his subordinate employees, especially since some of them do not shine with a special mind, but compensate for this with excessive suspicion.
Questionnaires and questionnaires
In practice, I evaluated the SPC according to its 5 components:
- service and functional factors,
- economic forces,
- relationship between subordinates and management
- relationships between team members,
- the result of the work of the team as a whole.
(You can learn more about this in my article “The concept of the socio-psychological climate in a team”.)
All the questionnaires that I used in my research were compiled or finalized by me taking into account these 5 positions, for each of them it was possible to ask as many questions as you like. But in the number of questions you need to find a certain golden mean. The questionnaire should not be too small, because in this case it is uninformative. But it should not be overloaded with questions either. I have seen and used rather large questionnaires, and very often it was clearly visible that at the end of the survey people were simply tired of thinking about all this and they simply answered “anyhow” (taking advantage of the fact that the questionnaire is anonymous).
One more recommendation. If your application is printed on two sides of a sheet, then be sure to mention this at the briefing, and also add a clearly visible inscription at the bottom of the first page like “continued on the back”. Otherwise, you run the risk of receiving a half-filled questionnaire, and far from one.
If there is an instruction in the questionnaire - anyway, before the start of the survey, duplicate it orally.
In the questionnaires, in addition to specific items, it is desirable to insert such general questions as: "Are you generally satisfied with your work in this team?" Or: "If you were offered to move to another organization for an equivalent position, would you agree?"
When conducting a questionnaire, attend it yourself. It is highly undesirable to give questionnaires to be filled out somewhere away from the researcher.
I will give you several questionnaires for download at the end of the article.
Leaders rating
In the Department of Internal Affairs, along with the study of the SEC, the rating of managers was often carried out, and both were done within the framework of the same questionnaire. Usually, for these purposes, a block of questions related to managers was added at the end of the questionnaire. Although such a study can be carried out with a separate questionnaire. I honestly hated doing executive ranking research because I didn't think the results of those studies were accurate. In the sense that the attitude of subordinates to the leader does not always indicate his competence or incompetence. And when conducting surveys on the rating of managers, we study precisely the ATTITUDE of people towards this person, the OPINION of people about him. And although this is important, one should not forget that the attitude and opinion of people still do not always reflect the true personal and working qualities of a person.
How to count questionnaires
I know the following forms of calculation of results.
1. Calculation "manually".
That is, you take a blank form of the questionnaire that you distributed to the respondents, and in front of each question mark (with pluses, dots, etc.) how many people and how they answered this or that question. This method is quite suitable if there are few profiles. It is desirable that they are not very voluminous.
Pros. It may seem strange to many, but this method has its advantages. Namely, no special conditions are needed, the calculation can be carried out almost in the field, if a pencil and materials would be at hand. Just take it and count.
Minuses. Long, uncomfortable, quickly tired of monotonous work. It's easy to make a mistake. Especially if there are a lot of profiles.
2. Calculation on a computer using the Sociologist program.
An old program (two screenshots are given below), but it has proven itself quite well in practice.
Pros. Calculation is much faster than manually. You can calculate not only the “percentage”, but also set different dependencies of one variable on another. For example, it is not easy to calculate how many percent of respondents answered a particular question, but also to refine this data, for example, depending on the age of the respondents or work experience (of course, if such questions are in the questionnaire).
Minuses. The program is not the most convenient to use, it requires the appropriate skill (although there is a rather detailed instruction in Russian in the program). For each new type of questionnaire in the "Sociologist" you need to create an appropriate template ("questionnaire structure").
Generally we can say that the program is convenient if you often use the same profiles. Although the program is old, it runs under WindowsXP (I don’t know under newer OS), however, it often “throws” it out. But these "ejections" do not destroy the data you entered: just restart the program and continue working. Despite all its shortcomings, on a business trip in the North Caucasus (2008) "Sociologist" helped me a lot, because I had to do a lot of calculations of the same type of questionnaires. I will not say that I have mastered the "Sociologist" completely, but I successfully solved all the tasks assigned to me. By the way, there are types of questions that cannot be calculated on the Sociologist (mostly questions with free answers). There may also be points that are too confusing in terms of constructing questions and answers, which are easier to calculate manually than to suffer over the compilation of their structure in the Sociologist.
3. Calculation on a computer using "spreadsheets"
To calculate the research, you can use the so-called. "Spreadsheets" such as "Excel". This is my educational film (it can be downloaded freely).
4. Calculation using complex computer programs specially designed for the study of SPC
Unfortunately, I never had a chance to get acquainted with such programs in practice. One of them is called "Monitoring", its main features are described in the file below, which can be downloaded for review. If you are interested, I think you can find out via the Internet how to get this program. The program is paid, but I heard only good reviews about it. Maybe there are other similar programs, but I'm not familiar with them and have never been specifically involved in tracking the latest software in this area. So you can climb on the Internet, maybe you will find something else similar.
Some features of calculating points with a large number of answer options
Sometimes there are questions for which you are asked to choose, for example, one of nine possible answers. I will give an example from the questionnaire (the paragraph is not given in full).
Low High
- Physical tension 1 2 3 4 5 6 7 8 9
etc.
Here, as you understand, you need to choose (circle) one of the numbers - from 1 to 9. Number 1 corresponds to the lowest level of physical tension, number 9 - to the highest. But you need to understand that in this case, nine digits are only for respondents (ie, for those who are being interviewed). Sometimes it is psychologically important for a respondent to have a large choice of answers. But the researcher does not need these nine points, so he makes it easier: he combines them. And the calculation is as follows: marks 1,2 and 3 characterize a low level of physical tension, 4,5,6 - an average, and 7,8,9 - a high level. It is these results (the percentage of those who indicated low, medium and high levels) that are submitted as final results. For example: "16% of respondents noted a low level of physical tension." And the fact that of them the number 1 was indicated by 2%, the number 2 - 5% and the number 3 - 9% - these are all details that are usually of little interest to anyone.
Situation: Respondents find it difficult to answer some questions.
This situation may arise in the following cases:
1. The respondent does not understand the question. To avoid this, the compiler of the questionnaire does not need to be too smart when drafting questions, use simple and understandable words. People are not at all obliged to understand your abstruse psychological terms. Also, during the briefing of the respondents (before filling out the questionnaires), be sure to tell them to ask questions if something is not clear.
2. The respondent has never encountered the situation described in the question, so he cannot say anything about this (and the item “I find it difficult to answer” is not provided in the answer options). If the researcher encounters such difficulties, the respondent can be asked to imagine that the described situation has occurred. Let him choose the most appropriate, in his opinion, the answer.
3. The answer options include the item “I find it difficult to answer” and the respondent chooses it too often. The reasons for this may be different (for example, the respondent for some reason does not want to sincerely answer questions). But we will now consider the option when a person answers sincerely and really finds it difficult to answer. How to evaluate such responses? Often it depends on the issue. If the questionnaire contains the question “Are there cases of drunkenness in your team at the workplace?” and there are many answers like “I find it difficult to answer” or “I don’t know”, then this suggests that the described phenomenon (i.e. drunkenness at the workplace), if present in the team, is not striking. And this, you see, is not so bad. And vice versa, if there is a question like “Will your colleagues help you in a difficult situation?” and the person answers it “I find it difficult to answer”, then this may mean insecurity in his comrades, which is not good. Or maybe it means nothing. Those. percentages are percentages, but you also need to think a little with your head ... By the way, when instructing, be sure to say that it is advisable to use the options “I find it difficult to answer” as little as possible, otherwise they will be marked for you wherever necessary and not necessary.
The final assessment of the SEC in the team
The SPC could ultimately be assessed as follows:
- favorable,
- favorable unstable,
- moderately favorable,
- adverse.
Only the last one was a bad result. In any case, that's how it was with us in the police department.
I, as I said, did the final assessment, analyzing the five components of the CPC, which I mentioned earlier. Although, of course, final grade is largely subjective and depends on the views of the researcher himself. It would also be nice for the researcher to first work within the surveyed team, or at least not by hearsay to have an idea about this work, then the assessment will be more objective.
Registration of results
At the end of all calculations, you need to submit the result in a form convenient for the client. A sample reference can be downloaded below.
Download document
Sample questionnaires
To download the file, no registration is NEEDED! Just click on it with your mouse and download. Before using, carefully study the questionnaire, try to answer all the questions yourself, see if all the questions will be correctly understood by people. If you don't like something, don't be afraid to change it. In addition, questionnaires must be tailored to the team in which they will be used. Almost all of the proposed questionnaires were used in the internal affairs bodies, therefore, at first they had the appropriate specifics. I slightly corrected them so that they become applicable to some civilian teams, but still, before applying, do not be lazy, look at the questions from the point of view of the employees of the organization in which the study will be conducted. In particular, if the questionnaire contains questions about managers, then decide which leader the answer should be about: about the immediate or about the most important (for example, about the head of a department or about the director of an organization).
Small polls.
Despite the small number of questions, these questionnaires are quite informative. Such questionnaires take up about the same amount of space on paper as regular ones (see next paragraph), but, due to their structure, much less time is spent on filling them out and people still do not have time to get bored with these questions before they reach the end. Small questionnaires are relevant for teams in which such social. examinations are carried out regularly, or the staff is very busy with work.
Download the questionnaire
Download the questionnaire
Regular surveys.
Download the questionnaire
Download the questionnaire
Download the questionnaire
Questionnaire for studying the SEC in a team where reorganization activities are taking place.
Questions relating to the reorganization are inserted into the questionnaire for the study of the SPC.
Download the questionnaire
Questionnaire for the study of SPC in large organizations.
Designed for organizations with a complex structure, i.e. broken down into departments, divisions, etc. At the briefing, it is necessary to explain what the terms "organization" and "subdivision" mean in the questionnaire.
A small questionnaire to study the qualities of leaders.
Download questionnaire
If those questionnaires that I posted do not suit you, make up your own. In principle, this is not a problem. It's just easier to start not from scratch, but from something already available. That's why I posted all these questionnaires. Fix it, add it, use it.
MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
FGBOU HPE "IRKUTSK STATE UNIVERSITY"
BRANCH IN BRATSK
Department of Psychology and Pedagogy
COURSE WORK
DISCIPLINE SOCIAL PSYCHOLOGY
BY THEME: METHODS AND TECHNIQUES FOR STUDYING SOCIO-PSYCHOLOGICAL CLIMATE IN A TEAM
Checked:
Lecturer: L.Yu. Sokolova
P-10 student: A.Yu. Smetskaya
Bratsk 2011
INTRODUCTION
1 The concept of team
2 General information about the socio-psychological climate in the team
3 Methods and techniques used in the study of the socio-psychological climate in the team
CHAPTER 2. METHODS AND TECHNIQUES
SOCIO-PSYCHOLOGICAL CLIMATE IN THE TEAM
1 Methods of researching the socio-psychological climate
2 Research results
CONCLUSION
LITERATURE
APPLICATION
INTRODUCTION
The relevance of research. In the conditions of the modern scientific and technological revolution, interest in the phenomenon of the social and psychological climate of the team is constantly growing. First of all, the requirements for the level of psychological involvement of the individual in his labor activity and the complication of the mental life of people, the constant growth of their personal claims.
Improving the socio-psychological climate of the team is the task of deploying the social and psychological potential of society and the individual, creating the most full-blooded way of life for people.
At the same time, the socio-psychological climate is an indicator of the level social development of the collective and its psychological reserves capable of more complete realization. And this, in turn, is associated with the prospect of increasing social factors in the structure of production, with the improvement of both the organization and working conditions. The level of optimality of the socio-psychological climate of each individual work collective largely determines the general socio-political, ideological atmosphere of society, the country as a whole.
The significance of the socio-psychological climate is also determined by the fact that it is able to act as a factor in the effectiveness of certain social phenomena and processes, to serve as an indicator of both their state and their changes under the influence of social and scientific and technological progress.
The socio-psychological climate also acts as a polyfunctional indicator of the level of psychological involvement of a person in activity, a measure of the psychological effectiveness of this activity, the level of the mental potential of the individual and the team, the scale and depth of the barriers that lie in the way of realizing the psychological reserves of the team. (Parygin B.D.)
Efficiency joint activities largely depends on the optimal implementation of personal and group opportunities. A favorable atmosphere in a group not only has a productive effect on its results, but also restructures a person, forms his new opportunities and shows potential ones. In this regard, there is a need to optimize the style of interpersonal interaction.
Insufficient knowledge of the research problem determined the main goal of the course work.
The purpose of the study: to study the methods and techniques for studying the socio-psychological climate in the team.
Object of study: socio-psychological climate in the team.
Subject of study: research methods of the socio-psychological climate in the team.
As a working hypothesis, the following assumption was put forward: the socio-psychological climate in the team plays, affects productive work of this team.
To achieve the goal of the study and confirm the working hypothesis, it is necessary to solve the following research tasks:
1.to conduct a theoretical analysis of the concepts of group, collective, socio-psychological climate;
.determine the structure and factors influencing the socio-psychological climate of the team;
.select and apply methods for diagnosing the socio-psychological climate in the team.
Theoretical - methodological basis research: The problem of interpersonal interactions was devoted to the works of many psychologists, among them: Aleksey Aleksandrovich Bodalev, Igor Pavlovich Volkov, E.S. Kuzmin, O.I. Zotova K.K. Platonov, B.D. Parygin, A.V. Petrovsky. Biggest Contribution L. I. Kolominsky introduced the development of this direction. The general picture of interaction between people in teams is complemented by personal relationships, Grishina N.V. Umansky and others, which confirms the relevance of this topic.
The scientific and practical significance of the course work is determined by the fact that the question of studying the psychological climate in a team at this stage requires a thorough analysis of the psychological prerequisites, research methods and programs underlying it: the main ideas and results of this study, in conjunction with other works, can be used by practical psychologists in their work.
Structure and scope of the work: The work consists of an introduction, two chapters, a conclusion, a list of references (26 scientific sources) and an appendix. The total volume of the course work is 38 pages.
CHAPTER 1. SOCIO-PSYCHOLOGICAL CLIMATE OF THE TEAM
1.1The concept of a team
The team is one of the types of small group. Small groups can be different in size, in the nature and structure of the relations that exist between their members, in individual composition, in the characteristics of values, norms and rules of relationships shared by the participants, in interpersonal relations, in the goals and content of the activity. The quantitative composition of the group is called its size, the individual - composition. The structure of interpersonal communication, or the exchange of business and personal information, is called communication channels, the moral and emotional tone of interpersonal relationships is called the psychological climate of the group.
General rules behaviors that members of a group adhere to are called group norms. All of these characteristics are the main parameters by which small groups are distinguished, divided and studied.
Collectives stand out among highly developed small groups. The psychology of a developed team is characterized by the fact that the activity for which it was created and in which it is engaged in practice is undoubtedly positive value for a lot of people, not just members of the collective. In the team, interpersonal relationships are based on mutual trust of people, openness, honesty, decency, mutual respect.
In order to call a small group a collective, it must meet a number of very high requirements: successfully cope with the tasks assigned to it, have high morals, good human relations, create for each of its members the opportunity to develop as a person, be capable of creativity. That is, as a group to give people more than the sum of the same number of individuals working separately can give.
Psychologically developed as a team is such a small group in which a differentiated system of various business and personal relationships has developed, built on a high moral basis. Such relationships can be called collectivist.
Collectivist relations are defined through the concepts of morality, responsibility, openness, collectivism, contact, organization, efficiency and informativeness. Morality refers to the construction within collective and outside collective relations on the norms and values of universal morality. Responsibility is interpreted as the voluntary acceptance by the collective of moral and other obligations to society for the fate of each person, regardless of whether he is a member of this collective or not. Responsibility is also manifested in the fact that members of the team confirm their words with deeds, are demanding of themselves and each other, objectively evaluate their successes and failures, never abandon the work they have begun halfway, consciously obey discipline, put the interests of other people no lower than their own, - are respectful of the public good.
The openness of the team is understood as the ability to establish and maintain good, collectivist-based relationships with other teams or their representatives, as well as with newcomers to their team. In practice, the openness of the team is manifested in the provision of comprehensive assistance to other teams, not members of the team.
Openness is one of the most important characteristics by which one can distinguish a collective from social associations that look similar to it.
The concept of collectivism includes the constant concern of the members of the team about its success, the desire to resist what divides, destroys the team.
Collectivism is also the development of good traditions, the confidence of each in his team. The feeling of collectivism does not allow its members to remain indifferent if the interests of the collective are affected. In such a group, everyone important questions resolved jointly and, if possible, by common agreement.
For truly collectivist relations, contact is characteristic. It refers to good personal, emotionally favorable, friendly, trusting relationships between team members, including attention to each other, goodwill, respect and tact. Such relationships provide a favorable psychological climate in the team, a calm and friendly atmosphere.
Organization is manifested in the skillful interaction of team members, in the conflict-free distribution of responsibilities between them, in good interchangeability. Organization is also the ability of the team to independently detect and correct shortcomings, prevent and quickly solve emerging problems. The results of the activities of the team directly depend on the organization.
One of the conditions for the successful work of the team and the establishment of trusting relationships is a good knowledge of the team members of each other and the state of affairs in the team. This knowledge is called awareness. Sufficient awareness implies knowledge of the tasks facing the team, the content and results of its work, positive and negative aspects, norms and rules of conduct. This also includes a good knowledge of each other by team members.
Efficiency is understood as the success of the team in solving all the tasks it has. One of the most important indicators of the effectiveness of a highly developed team is the super-additive effect. It represents the ability of the team as a whole to achieve much higher results in work than can be done by the same size group of people working independently from each other, not united by the system of described relationships.
In reality, there are almost no such small groups that would fully meet all the listed requirements of the collective. The majority of really existing small groups occupies an intermediate position between an underdeveloped group and a highly developed collective. According to some of their socio-psychological parameters, these groups may well claim to be called collectives, but they are seriously inferior in others.
The presented model should be considered rather as an ideal to which the collective should strive in the process of its development, rather than as something that reflects the reality of the existence of small groups.
A team is a highly developed small group of people in which relations are built on positive moral standards and have increased efficiency in work, which manifests itself in the form of a super-additive effect.
The effectiveness of the work of the team largely depends on its socio-psychological climate.
1.2General information about the socio-psychological climate in the team
There is no single universal definition of how the psychological climate is determined. But common features can be distinguished. To determine the psychological climate, the following concepts are used: “psychological atmosphere”, “psychological mood”. They are close, but not identical.
Under the psychological atmosphere is understood the unstable, constantly changing and elusive side of the collective consciousness, and the psychological climate does not mean situational changes in the prevailing mood of the group, but its stable features. Nevertheless, the main thing that determines the psychological climate is the emotional state, or the mood of the team. Scientists note the dual nature of the socio-psychological climate of the team. On the one hand, it represents some subjective reflection in the group consciousness of the totality of the elements of the social situation, the entire environment.
On the other hand, having arisen as a result of direct and indirect impact on the group consciousness of objective and subjective factors, the socio-psychological climate acquires relative independence, becomes an objective characteristic of the team and begins to have a reverse effect on collective activity and individuals.
The socio-psychological climate is not a static, but a very dynamic formation. This dynamics is manifested both in the process of collective formation and in the conditions of the functioning of the collective. Scientists have fixed two main stages of the process of collective formation. At the first stage, the main role is played by the emotional factor. During this period, there is an intensive process of psychological orientation, establishing connections and positive relationships. At the second stage, cognitive processes become increasingly important. During this period, each person acts not only as a potential or real object of emotional communication, but also as a carrier of certain personal qualities, social norms and settings. It is at this stage that the formation of common views, value orientations, norms and symbols takes place.
Another side that characterizes the dynamics of the socio-psychological climate of the team is the so-called "climatic disturbances". "Climatic disturbances" include natural fluctuations in the emotional state in the team, periodically occurring ups and downs in the mood of most of its members, which can occur both within one day and over a longer period. They are associated with a change in the conditions of interaction within the group or a change in the environment. The term "climatic disturbances" carries both negative and positive connotations, since these disturbances can hinder or even favor the life of the team.
Each leader must take care of creating such a psychological climate that would contribute to the most complete creative self-disclosure of each member of the team.
A favorable psychological climate increases the working capacity of people, stimulates all types of activity, improves mood and well-being. It is characterized by the following features:
Ø Trust and high demands of team members to each other.
Ø Benevolent and businesslike criticism.
Ø Free expression of opinion when discussing general collective problems.
Ø The absence of pressure from the leader on subordinates and the recognition of his right to make decisions that are significant for the group.
Ø Sufficient awareness of team members about its tasks and the current state of affairs.
Ø Satisfaction with ownership.
Ø A high degree of emotional involvement and mutual assistance in situations of frustration among any of the members of the team.
Ø Taking responsibility for the state of affairs of each member of the team.
Thus, from the above, two main elements can be distinguished: the attitude of people to joint activities (in particular, to labor), and the attitude to each other (both vertically and horizontally).
The psychological climate in the team consists of many components. First of all, this is the well-established interpersonal, intergroup and other, both vertical and horizontal ties. A leader of any rank should be able to establish not only feedback with all levels of management, but also monitor connections in the "horizontal". The promotion of integrating goals between the administration and the staff of the organization is also a necessary condition for creating a favorable climate.
Another condition for creating a favorable climate is the ability of a manager to constantly adjust the style, forms, means and methods of management, taking into account specific conditions, the ability to balance the rights and responsibilities of employees in the performance of official duties, the ability to maintain and use informal (reference) groups in their work.
That is, taking into account all of the above, we can say that sound management decisions, the emotional and volitional influence of the leader is an important condition for maintaining a healthy socio-psychological climate in the team.
In addition, the climate can be made up of many purely psychological factors: the emotional mood of the team, which depends on the color scheme of production facilities and the presence of music, etc. The interaction of individual moods determines and shapes the mood of the team as a whole. Mood requires management. It must become the rudder by which the leader directs collective behavior.
A team with a favorable psychological climate is not prone to affect, stress, intra-group and interpersonal conflicts, and has a constructive orientation.
In a team with an unfavorable climate, most of the energy goes past the production sector - to resolve conflicts, manifestations of discontent, and the search for clear goals.
The role of the direct manager in production - the foreman, foreman, as well as the role of the enterprise administration is huge in creating a favorable socio-psychological climate.
It is these management representatives who are called upon in the most active way to participate in the constant, sustainable reproduction of such mental states as sympathy and attraction, a positive emotional background of communication, interpersonal attractiveness, a sense of empathy, complicity, the ability to remain oneself at any time, to be understood and positively perceived. (regardless of their individual psychological characteristics). At the same time, it is especially necessary to highlight the feeling of security, when everyone knows that in case of failure (in the sphere of work, life, family), the team “stands” behind him, that he will definitely come to his aid.
Often in the team there are people who are dissatisfied with any aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. can serve as a cause or cause for conflict.
Not only in sociology, but also in psychology, the point of view was established, according to which the mood is the main structure that forms the socio-psychological climate of the team. Let us refer, in particular, to the statement of the famous Soviet psychologist K.K. Platonov, according to whom the socio-psychological climate is the most important of the components internal structure groups, determined interpersonal relationships in it, creating persistent moods of the group, on which the degree of activity in achieving goals depends.
The climate of the collective is the prevailing and relatively stable mental attitude of the collective, which finds diverse forms of manifestation in all its life activity.
The structure of the socio-psychological climate
An essential element in general concept socio-psychological climate is a characteristic of its structure. This involves the calculation of the main components within the framework of the phenomenon under consideration on a certain unified basis, in particular, on the category of relation. Then, in the structure of the socio-psychological climate, the presence of two main divisions becomes obvious - the attitude of people to work and their relationship to each other.
In turn, relations to each other are differentiated into relations between workmates and relations in the system of leadership and subordination.
Ultimately, the whole variety of relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective.
Under the objective mood is meant the focus of attention and the nature of a person's perception of certain aspects of his activity.
Under the emotional mood - his emotional attitude of satisfaction or dissatisfaction with these parties.
The psychological climate of the collective, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this.
It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes into a certain situation - the social form of self-relationship and self-consciousness of the individual.
As a result, a certain structure of immediate and subsequent, more immediate and more mediated manifestations of the socio-psychological climate is created.
The fact that the attitude to the world (the system of value orientations of the individual), and the attitude to oneself (self-consciousness, self-attitude and well-being) fall into the rank of subsequent, and not immediate, manifestations of the climate.
This is explained by their more complex, repeatedly mediated dependence not only on the situation of a given collective, but also on a number of other factors, on the one hand, macroscale, on the other, purely personal.
Indeed, a person's relationship to the world is formed within the framework of his way of life as a whole, which is never exhausted by the objects of this or that, even the most significant for him, the collective.
The same is true with respect to oneself. A person's self-awareness develops throughout his life, and well-being is significantly dependent not only on his status in the work collective, but often to an even greater extent on his family and domestic situation and physical health individual.
This, of course, does not remove the possibility of considering the self-esteem and well-being of the individual in this particular team and depending on it.
The well-being of the individual in the team is reflected in the relationship of the individual to a certain group as a whole, the degree of satisfaction with one's position and interpersonal relations in the group.
Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.
To a certain extent, the well-being of a person can also serve as a well-known indicator of the degree of development of his spiritual potential. In this case, a mental state is implied, which is largely determined by the atmosphere of the production team.
From this point of view, the well-being of the individual can be considered as one of the most overall indicators social - psychological climate of the team.
A - attitude to the case; B - the well-being of the individual (attitude towards oneself); B - attitude towards other people.
Models of the socio-psychological climate
The selection of models is based on an assessment of three aspects:
)the level of development of the psychological potential of the team;
)degree of implementation in this moment;
)the trend of further changes in the psychological potential of the team;
Option A.
A high level of deployment of the socio-psychological potential of the team, which corresponds to the degree of its implementation. When working with full dedication, the necessary reserve of forces is preserved for further improvement of conditions and organization of labor, there is no wear and tear. A clear organization of labor and management in the team, combined with the necessary reserve of strength and satisfaction from tangible returns, open up the prospect of further deployment of the socio-psychological potential of the team.
Option B.
The high level of deployment of the psychological potential of the team with an extremely low degree of its implementation at the moment, which is associated with the imperfection of the system that has developed within the framework of this team, the organization of work and management. the level of his professional socio-economic efficiency and the tendency of growing dissatisfaction with the system of organization and management, which goes beyond the scope of this team, and the development of this dissatisfaction into a conflict.
Option B.
The low level of deployment of the socio-psychological potential of the team is compensated by work (albeit outdated methods, but with full dedication - for wear and tear). This case in the future promises a breakdown in work and a sharp drop in socio-economic efficiency.
These variants of the socio-psychological climate, of course, do not exhaust their real diversity.
The socio-psychological climate of the pharmacy team has its own characteristics. They are determined, first of all, by the goals and objectives facing the pharmacy as a healthcare organization.
And at the same time, a pharmacy is an organization that performs trading functions, with all the ensuing consequences. Making a profit is a prerequisite for existence.
The external environment can also influence the socio-psychological climate. Employees have private contacts with sick people or their relatives, which requires the manifestation of high moral qualities, human feelings, the ability to use the psycho-emotional direction in the process of treatment.
A feature that significantly affects the socio-psychological climate is that drugstore teams are often women's teams.
1.3 Methods and techniques for the study of the socio-psychological climate in the team
Methods of studying specific socio-psychological phenomena. The diversity and complexity of socio-psychological phenomena also determines the presence of a large number of methods for studying them. At the same time, they can be classified depending on the specific classes of socio-psychological phenomena that are studied with their help.
Ø Express diagnostics of the socio-psychological climate in the team (O.S. Mikhalyuk, A.Yu. Shalyto);
Ø Sociometry (index of group cohesion);
Ø Methodology "Satisfaction with work" (developed by V.A. Rozanova).
Let's characterize each of the methods.
Express diagnostics of the socio-psychological climate in the team (O.S. Mikhalyuk, A.Yu. Shalyto)
The technique was developed by O.S. Mikhalyuk and A.Yu. Shalyto at the pulpit social psychology Faculty of Psychology, St. Petersburg. University.
The technique allows to identify the emotional, behavioral and cognitive components of relationships in the team. As essential feature emotional component, the criterion of attractiveness is considered - at the level of concepts like - dislike , pleasant - not pleasant . When designing questions aimed at measuring the behavioral component, the following criterion was observed: desire - not desire to work, study together . The main criterion of the cognitive component is the variable knowledge - not knowing the characteristics of the members of the team.
Experience shows that ongoing research on the psychological climate, as a rule, has two goals:
) confirmation of the hypothesis about the relationship between the characteristics of the psychological climate in groups and the patterns of a number of processes in them, i.e. assumptions that production, social or socio-psychological processes proceed differently in teams with different psychological climates;
If to solve the second group of tasks it is necessary to create a special methodology in each case, then in the first case, as practice shows, there is a need to make periodic “cuts” in order to diagnose the state of the psychological climate in the team, to trace the effectiveness of certain measures and their impact on the psychological climate, etc. Such measurements can be useful, for example, when studying the adaptation of new employees, attitudes to work, the dynamics of staff turnover, management effectiveness, and productivity.
The psychological climate of the primary labor collective is understood by the authors as a socially conditioned, relatively stable system of relations between the members of the collective and the collective as a whole.
The technique allows to identify the emotional, behavioral and cognitive components of relationships in the team.
As an essential feature of the emotional component, the criterion of attractiveness is considered at the level of the concepts "like - dislike", "pleasant - unpleasant".
When constructing questions aimed at measuring the behavioral component, the criterion "desire - unwillingness to work in this team", "desire - unwillingness to communicate with members of the team in the field of leisure" was maintained.
The main criterion of the cognitive component is the variable "knowledge - ignorance of the characteristics of the members of the team."
Sociometry
The sociometric technique developed by J. Moreno is used to diagnose interpersonal and intergroup relations in order to change, improve and improve them. With the help of sociometry, you can study the typology social behavior people in the conditions of group activity, to judge the socio-psychological compatibility of members of specific groups.
The goal is to determine the socio-psychological climate in the team; the degree of cohesion - the disunity of the group, the presence of "leaders" and "rejected". Thus, sociometry will reveal the structure of the group, who is in what role.
The reliability of the procedure depends primarily on the correct selection of sociometric criteria, which is dictated by the research program and preliminary acquaintance with the specifics of the group.
Based on the goals and objectives of the study and taking into account the main features of a favorable psychological climate in the group, we identify the following selection criteria:
Name the most pleasant member of the group for you;
Name the worst member of the group for you.
Number of Choices: Group members are asked to answer questions that reveal their likes and dislikes. Instruction: “Write on pieces of paper under number 1 the name of the group member you would choose first of all, under number 2 - who would you choose if there was no first, under number 3 - who would you choose if there was no first and second."
However, sociometric analysis can only give the most general description this communication network. And it cannot be used to determine the motives of certain elections of some members of the group by others. In this regard, it is necessary to identify the motivational core of choice in interpersonal relationships. The motivational core here is understood as a system of motives that forms the psychological basis of individual preference shown by individuals in a sociometric study.
With the course of modern scientific, technological and social progress, with its contradictory, social and socio-psychological trends and consequences, many acute problems of the socio-psychological climate of the team are inextricably linked.
However, climate is not only a problem of today's socio-psychological complexities of social and scientific and technological progress, but at the same time a problem of solving tomorrow's promising tasks related to modeling new, more perfect than before, human relations and human communities.
The formation of a favorable socio-psychological climate for the labor collective is one of the most important conditions for the struggle for the growth of labor productivity and the quality of products.
The socio-psychological climate can be considered as a polyfunctional indicator.
the level of psychological involvement of a person in activities;
measures of the psychological effectiveness of this activity;
the level of the mental potential of the individual and the team, not only realizable, but also hidden, untapped reserves and opportunities;
the scale and depth of the barriers that lie in the way of the realization of the psychological reserves of the team;
those shifts that occur in the structure of the mental potential of the individual in the team.
CHAPTER 2 METHODS AND TECHNIQUES FOR STUDYING SOCIO-PSYCHOLOGICAL CLIMATE IN A COLLECTIVE
2.1 Methodology for studying the socio-psychological climate
social psychological climate team
To assess the psychological climate of the primary labor collective, O.S. Mikhalyuk and A.Yu. Shalyto developed a special methodology in which the socio-psychological climate is understood as a socially conditioned, relatively stable system of relations between members of the team and the team as a whole. The methodology was developed at the Department of Social Psychology of the Faculty of Psychology of St. Petersburg University
Experience shows that ongoing research on the psychological climate, as a rule, has two goals:
) confirmation of the hypothesis about the relationship between the characteristics of the psychological climate in groups and the patterns of a number of processes in them, i.e. assumptions that production, social or socio-psychological processes proceed differently in teams with different psychological climates;
If to solve the second group of tasks it is necessary to create a special methodology in each case, then in the first case, as practice shows, there is a need to make periodic “cuts” in order to diagnose the state of the psychological climate in the team, to trace the effectiveness of certain measures and their impact on the psychological climate, etc. Such measurements can be useful, for example, in studying the adaptation of new employees, attitudes towards work, management effectiveness, and performance.
The psychological climate of the primary labor collective is understood by the authors as a socially conditioned, relatively stable system of relations between the members of the collective and the collective as a whole. The technique allows to identify the emotional, behavioral and cognitive components of relationships in the team.
the cognitive component of group identification consists in a person's awareness of belonging to a group and is achieved by comparing his group with other groups in a number of ways. significant features. Thus, group identity is based on cognitive processes of cognition (categorization) of the surrounding social world;
the emotional component of group identity is inextricably linked with the cognitive component. The emotional side of identity consists in experiencing one's belonging to a group in the form of various feelings - love or hate, pride or shame;
the behavioral component manifests itself when a person begins to react to other people from the positions of his group membership, and not from the positions of an individual from the moment when the differences between his own and other groups become noticeable and significant for him.
2.2 Findings of the study
We conducted a psychodiagnostic study of a group of students studying in the specialty "psychology" at the ISU. 8 people took part in the survey according to the method Express method on the study of the socio-psychological climate in the team (O.S. Mikhalyuk and A.Yu. Shalyto)
Research protocol according to the methodology Express method on the study of the socio-psychological climate in the team (O.S. Mikhalyuk and A.Yu. Shalyto) The results of the diagnosis of the subjects are presented in table 1.
No. Code Emotional Component Behavioral Component Cognitive Component
The results of the study of the socio-psychological climate in the team. (Table 2)
Components Calculation of the percentage of the response of the subject. Number of people. emotional component 18% 3 people behavioral component 27% 3 people cognitive component 55% 2 people
According to the results of the study, the team has high performance in all three components. The first thing to note is that there is a relationship between business and friendly relations in the group. The results obtained really indicate a favorable climate in the group, most members of the team feel safe. The average level of relationship well-being indicates a certain balance in group relations. As for the qualitative side of mutual elections. It should be noted that almost all members of the team have good relationships, but there are few particularly close friendships. The prevailing motive in choosing people is “this person is easy to work with”, then comes “he is a pleasant person to communicate with”.
The coincidence of friendly and business interests is characteristic, people who are directly involved in one business together also mark each other as partners in communication and pastime.
The highest score was given to the cognitive component. The team has been formed for a long time, people know each other well, got used to each other. Positive moods prevail in the team, people positively evaluate their colleagues, and are ready for cooperation. 70% of respondents are completely satisfied with this team. The rest of the group positively assesses the climate of the team, but is not disposed to closer communication, these respondents are somewhat aloof, but do not experience discomfort and emotional pressure from other members of the group.
When evaluating the team in terms of the emotional and behavioral components, it was these people who gave the average rating, defining the team as “not bad, but not good either.” This suggests that, in general, they feel fine in this team, but they are not active participants in friendly relations.
Relationships in the team, its cohesion largely depend on what the team members themselves are, what are their personal qualities and the culture of communication, manifested in the degree of emotional warmth, sympathy or antipathy.
The predominance of certain personal qualities among the members of the team affects the relationships that develop within the team, the nature of its mental attitude, gives it a certain feature that can contribute to or hinder its cohesion. Negative traits of character, such as resentment, envy, and morbid self-esteem, hinder the unity of the team especially strongly. According to the results of the study, the team has high performance in all three components.
There were no interpersonal conflicts in the team, the atmosphere is quite favorable. The team acts as one team, but does not have the highest indicators of cohesion.
The emotional component accounts for 1/2 (18%) of the three components, while the cognitive component accounts for 1/6 (55%) and the behavioral component 1/3 (27%).
The highest score was given to the cognitive component. The team has been formed for a long time, people know each other well, got used to each other. Positive moods prevail in the team, people positively evaluate their colleagues, and are ready for cooperation. 70% of respondents are completely satisfied with this team.
All the alleged facts on the consideration of the problem under study were established in the course of the analytical and practical research, the research tasks were completed, the given hypothesis was confirmed
CONCLUSION
This study was dedicated topical issue: the study of the labor collective and the socio-psychological climate in the team. The theoretical analysis of the problem under study made it possible to draw the following conclusions on everything studied in term paper material:
In the first chapter, we examined the object of our study - the labor collective. It was revealed that the labor collective is a small group of people united common goal in communication and joint activities that are in direct contact with each other.
The socio-psychological climate is the psychological mood in a group, which reflects the nature of relationships between people, the prevailing tone of public mood, the level of management, the conditions and characteristics of work and leisure in this team.
An experimental study was conducted, including the diagnosis of the socio-psychological climate of the team in terms of the emotional, cognitive and behavioral components.
So, in this team there is a fairly high level of group development, its members basically act together, are satisfied with belonging to this team, which indicates a favorable socio-psychological climate.
All the alleged facts on the consideration of the problem under study were established in the course of the analytical study, the research tasks were completed, the given hypothesis was confirmed.
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APPENDIX No. 1
Questions for express diagnostics of the socio-psychological climate of the group
Suggested questions. Which of the following statements do you agree with the most?
Most of our team members are good, likeable people.
There are all sorts of people in our team.
Most of the members of our team are unpleasant people. Do you think it would be good if the members of your team lived close to each other?
Of course not.
More likely no than yes.
I don't know, didn't think about it.
Rather yes than no.
Yes, of course .. Do you think you could give a fairly complete description
A. Business qualities of the majority of team members?
Perhaps yes.
I think no.
B. Personal qualities of the majority of the team members.
Perhaps yes.
I don't know, I didn't think about it.
I think no.
No.. A scale from 1 to 9 is presented, where the number 1 characterizes the team that you really like, and the number 9 - the team that you really dislike. In what figure will you place your team.
2 3 4 5 6 7 8 9. If you had the opportunity to spend the holidays with members of your team, how would you react to this?
That would suit me just fine.
I don't know, I didn't think about it.
This would not suit me at all .. Could you say with sufficient confidence about the majority of the members of your team with whom they willingly communicate on business issues.
No, I couldn't.
Can't say I haven't thought about it.
Yes, I could.. What kind of atmosphere usually prevails in your team?
A scale from 1 to 9 is presented, where the number 1 corresponds to an unhealthy, unfriendly atmosphere, and 9, on the contrary, to an atmosphere of mutual assistance, mutual respect. To which number would you classify your team?
2 3 4 5 6 7 8 9. Do you think that if you were ill or did not appear for a long time for any reason, would you strive to meet with members of your team?
Yes, sure.
Rather yes than no.
I find it difficult to answer.
More likely no than yes.
Of course not.
APPENDIX No. 2
APPENDIX №3
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1.4. Research methods for the socio-psychological climate Most often, the collection of primary information about the team begins with the analysis of documents (various forms of reporting, regulations, contracts, and other documentation of the enterprise). A document in sociology is a specially created object designed to transmit and store information. Documents can be classified according to a number of bases. According to the form of presentation, documents can be statistical and verbal. Statistical documents contain data and judgments in numerical form. The main sources of statistical documents can be population censuses, sample surveys conducted by state statistics bodies, and statistical reporting of enterprises. Verbal documents describe social phenomena, signs and processes in the form of a text. Depending on the status, documents are divided into official and unofficial. Official documents are "official" in nature. Unofficial documents are personal materials - diaries, letters, memoirs. According to the method of fixation, written documents (handwritten, printed), in which information is presented in the form of alphabetic text, iconographic documents (pictures, cinema and photographic documents), statistical data, phonetic documents (tape recordings, gramophone records) are distinguished. Depending on the source of information, primary and secondary documents are distinguished. Primary documents are compiled directly in the course of studying the object of study, secondary as a result of generalization, analysis of primary information. It should be noted that the data of direct research (primary documents) are more reliable than the documents obtained in the course of their processing. In a sociological study, the study of documents is carried out on the basis of qualitative and quantitative methods of analysis. Qualitative (traditional) analysis is a logical study of the content of a document. Qualitative Analysis involves identifying the authorship of the document, the time of its creation, goals, the situation that caused the appearance of the document. Traditional analysis distinguishes between external and internal analysis. External analysis involves the study of the circumstances of the appearance of the document. Internal analysis is a direct analysis of the content of the document. The main drawback of traditional analysis is subjectivity. No matter how conscientiously the document is studied, the results of the analysis will be influenced by the personality of the researcher. Classical analysis is widely used in the study of unique documents. In the practice of researching the socio-psychological climate, the following methods are used: sociometric, role-playing games, interview, testing, observation, experiment, questioning. The most common method for studying interpersonal relationships is sociometric - a method structural analysis small groups. Sociometry means the measurement of interpersonal relationships in a group. The most famous representative of the sociometric method is. American psychiatrist and social psychologist Jacob Moreno (1892-1974). J. Moreno focused on the psychological relationships of people in small groups. When developing a sociometric methodology, he used experimental methods, some postulates of psychoanalysis and role theory. The sociometry system of J. Moreno is based on five theoretical positions. 1. The distribution of sympathy-antipathy between people is associated with the existence of "tele" invisible non-material clots of emotional energy, the simplest units of feeling, which are directed from individual to individual. These "teles" are to be measured. 2. A person cannot exist without interaction with other people, which is carried out at two levels: spontaneous and real. Spontaneous is the level at which there are persons with whom this individual would like to come into contact. The real is represented by those who are truly emotional partners. The social community is a social atom, and each person is the core of this atom, where numerous roles associated with the existence of other participants are brought together. The test of roles developed by J. Moreno, psychodrama, sociodrama, allows you to open these structures. 3. The law of social gravity establishes that the cohesion of a group is directly proportional to the attraction of the participants to each other and inversely proportional to the attraction of the spatial distance between them. 4. Sociological law - higher forms collective orientations develop from the simplest. 5. The sociodynamic law notes that in any group, human attachments are "unequally distributed; most emotional phenomena accounts for a few individuals (stars), most participants are emotionally disadvantaged (oociometric proletarian). Increasing the size of the group further reinforces this disproportion. Only a sociometric revolution can change this. Based on the principles outlined, J. Moreno developed a sociometric test, the essence of which is to measure feelings of sympathy-antipathy, manifested in interpersonal relationships. It allows you to quantify the choices of individuals in relation to each other in the process of a certain type of activity. The sociometric method is used to study interpersonal and intergroup relations and to study the structure of small groups in order to improve them. Many years of practice has made it possible to develop a system of requirements for conducting a sociometric survey. 1. A sociometric survey can be conducted in teams (small groups), whose members have experience of working together for at least 6 months. 2. The size of the study group should not exceed 12-15 people. 3. The selected criterion by which the survey is conducted should be unambiguously understood by all members of the group. 4. The survey must be conducted by an outside person. The sociometric survey procedure consists of the following stages: 1. Preparatory - at which the problem is defined, goals and objectives of the study are formulated, the object is determined, its socio-demographic characteristics are studied. 2. Sociometric warm-up - establishing direct contact with group members, determining the content of the sociometric criterion. 3. Survey, including briefing of respondents, distribution of sociometric cards, their completion, collection. 4. Processing and analysis of the received information. A sociometric test is a type of survey based on a sociometric criterion. Relationships between members of the group are clarified on the basis of the following procedures: - choice, - expressed desire to cooperate with others; deviation - negative choice - the expressed unwillingness of the individual to cooperate with others; - lowering - leaving one individual to another without attention. A sociometric criterion is a question, the main content of which is the expression of attitude towards a group member in any of the situations. When conducting sociometric surveys, various types of criteria are used. Production criteria are used to study interpersonal relationships in production activities. It's a question like, "Who would you like to work with on a production assignment? " Non-production criteria. These include questions like: "Who would you invite to your birthday party?" Predictive criteria is a question like: "What do you think, which member of the group will choose you as a partner?" In addition, the criteria are direct and indirect, positive and negative, double and ordinary. The rules for developing criteria are as follows. 1. The content of the criterion should reflect the relationship between members of the team. 2. Sociometric criteria should reflect the situation of choosing a partner. 3. The criterion should not limit the possibilities of the survey. 4. Criteria must be meaningful and describe a specific situation. One of the most common in sociological research is the survey method. A survey is a method of collecting primary information based on direct (interview) or indirect (questionnaire) interaction between the researcher and the respondent. The leading position of the survey among other methods of collecting primary sociological information is explained by the fact that verbal information is richer, more imaginative than other types of information and allows you to find out not only facts, but also opinions, feelings, motives that are related to the present; both to the past and to the future. The information obtained during the survey is more reliable and easier to formalize. Surveys are classified on a variety of grounds. According to the nature of the relationship between the sociologist and the respondent, polls are divided into correspondence (questionnaire) and face-to-face (interviews). According to the degree of formalization - into standardized (carried out according to a pre-prepared plan) and non-standardized (free). According to the frequency of conducting surveys, they are divided into one-time and multiple-time. Specific types of survey are sociometric and expert surveys. Questionnaire survey is a widely used research method that allows obtaining significant information in a short time. Consider another most common method of identifying opinions, judgments, assessments of team members - the method of questionnaire survey. A questionnaire survey is a type of survey over which the researcher loses control at the time of distribution or distribution of questionnaires or questionnaires. The main components of a questionnaire survey are: a sociologist, a questionnaire and a respondent. The main purpose of the questionnaire survey is to obtain certain quantitative indicators that collectively characterize the components of the socio-psychological climate of the production group in its main manifestations in the field of group consciousness. Moreover, each of these components can be expressed by the following indicators. 1. With the help of a group assessment of the state of this characteristic (for example, an assessment of the attitude of the head to subordinates and an assessment of the attitude of subordinates to the head), obtained on the basis of individual assessments. 2. With the help of a group assessment of satisfaction with the state of this characteristic (for example, relationships with the group leader), the Questionnaire is a certain system of questions related to the objectives of the study. The questionnaire consists of several parts. The first part is the introductory part. It indicates who is conducting the survey, for what purpose, instructions are given for filling out the questionnaire, and the method for returning the completed questionnaires is indicated. The introductory part of the questionnaire is most often located on title page. In second place is a passport, which contains questions to clarify the socio-demographic characteristics of the respondents (sex, age, education, profession, marital status). Often a passport is given at the end of the questionnaire. Followed by contact questions. Their goal is to interest the respondent. After the contact questions come the main ones. Their content is determined by the objectives of the study. In the last place are the final questions. These questions should relieve psychological stress. At the beginning of the questionnaire, the most simple questions are placed that do not cause difficulties for the respondents and create a desire to participate in the study. These tasks are most consistent with questions about facts. By the middle of the questionnaire, the complexity of the questions gradually increases. The middle part includes questions that provide information on the research topic. The main part is completed by easier questions that aim to clarify the information, control the answers to the most important questions. The most widespread are the following types of surveys: postal, press, distributing. Handout questionnaires involve the distribution of questionnaires directly to respondents and their collection after filling. This type of survey guarantees conscientious filling of the questionnaire, almost their full return. Postal survey - distribution of questionnaires by mail. The advantages of this type of survey include its low cost, large coverage of respondents, ease of organization. The disadvantage of this type of questionnaire is the low return rate of questionnaires. On average, it is about 5 percent. Press survey - a type of survey in which questionnaires are published in print. Press questionnaires are also characterized by a low return rate. When compiling the questionnaire, apply different kinds questions owls. Questions are classified according to a number of important features: content, functions, structure, form. According to the content, the questions are divided into two large groups: questions about facts and events and questions about assessments and opinions. By function, four types of questions are distinguished: basic, filtering, contact, control. Core questions are designed to obtain information about social facts, filtering questions are designed to weed out incompetent respondents. Function of control questions to clarify the correctness of the answers to the main questions. Contact questions allow you to establish a friendly relationship between the researcher and the respondent. Depending on the structure, questions are open and closed. In open-ended questions, the respondent formulates the answer himself. The closed ones contain a list of answer options, and the respondent chooses the answer that is acceptable to him. There are three types of closed questions: 1) "yes-no", 2) alternative, involving the choice of one answer from a list of possible ones, 3) menu questions that allow the respondent to choose several answers at the same time. In form, direct and projective (indirect) questions are distinguished. Direct questions are about the current situation. In projective questions, the situation is assumed. There are many methods that measure the state of the psychological climate in the team. For example, the technique of color painting is to study the emotional states of a person, which correspond to certain color shades. By evaluating the colors chosen by the subjects, the emotional state of the employee and the emotional atmosphere of the team as a whole are determined. The essence of the methodology for analyzing significant situations is to study the reaction of members of the group that prevails in a given situation. The researcher daily records the events and behavior in the team in the diary, interviews, and conducts conversations. There are also various methods for studying the psychological atmosphere of the team: A.A. Rusalinova, A.F. Fidler (2), the methodology for measuring relationships in the primary team, the methodology for measuring the consistency of group assessments of personality and opinions, etc. Thus, we examined the essence of the concept of the socio-psychological climate of the team, the totality of its components and factors affecting the state of the SEC; considered the methods and methods of regulation of the SEC. Learning socially - psychological methods working with a team at a particular enterprise is of great practical importance. In particular, it is expedient to investigate the influence of the entire set of factors of the life of the team in order to identify the degree of their influence on the socio-psychological situation in the organization. It is of practical interest to study the socio-demographic structure of the team in a particular organization; analysis of personnel management methods, including social and psychological ones; analysis of indicators of their effectiveness (cohesion indicators of team members) and their impact on the economic performance of the enterprise. 2. Analysis of the socio-psychological climate at the MP "Heat Networks" 2.1. Organizational and economic characteristics of the enterprise The municipal enterprise "Thermal Networks" for maintenance of quarterly heating networks in Khabarovsk, was established by the Committee for the Management of Municipal Property of Khabarovsk to provide the population and other consumers of the city with heat energy. MP "Thermal Networks" concludes an agreement with the city administration to perform the functions of a customer and contractor for the operation and repair of heating networks that are on the balance sheet of local Councils, is a legal entity and operates on the basis of full self-support and self-sufficiency, has an independent balance sheet, a corner stamp and print with your name. In its activities, MP "Heat Networks" is guided by the legislation of the Russian Federation, other regulations and the articles of association of the company. The main purpose of the activity is to make a profit by fulfilling the established tasks. Objectives of the enterprise: Ensuring uninterrupted supply of consumers with thermal energy and hot water set parameters and required quality. Ensuring the maximum efficiency of the operation of the enterprise and its divisions in the production, transportation and distribution of thermal energy and hot water. Introduction and development of new equipment, progressive technologies. In order to fulfill its own tasks, MP "Heat Networks" concludes contracts with consumers of thermal energy, undertakes to qualitatively fulfill the contractual conditions of customers. Own activity of the enterprise consists in implementation: - operation of a heat-conducting network, network constructions and devices; development of plans for the reconstruction and modernization of operated thermal facilities and networks; development of annual and current plans for the repair of heating networks and facilities, organizational and technical measures aimed at improving the quality, reliability and efficiency of the heat supply system; prevention of accidents, improvement of the state of safety and labor protection; systematic control over the implementation of the above activities. The property of MP "Heat Networks" consists of fixed assets and working capital, as well as other valuables, the value of which is reflected in an independent balance sheet. According to the balance sheet for 1999, the fixed assets of the enterprise amounted to 133,245 thousand rubles. Current assets (raw materials and other supplies) amounted to 10,449 thousand rubles. The property of MP "Heat Networks" is municipal property and is transferred to the full economic management of the enterprise in the person of its director, who is delegated the authority to manage the said property. MP "Heat Networks" independently carries out its activities, disposes of its products, profits received, remaining at its disposal after paying taxes and other obligatory payments. MP "Heat Networks" is liable with its own property for its obligations. The founder does not interfere in the economic activity of the enterprise, except as provided by law; and is also not responsible for the obligations of MP "Heat Networks". The sources of formation of the property of MP "Heat Networks" are:
- income received from the sale of products, works, services; loans from banks and other creditors; investments and subsidies from the budget; property transferred by the Founder; other sources not fixed by legislative acts.
- manages the activities of the enterprise and is responsible for the fulfillment of the tasks assigned to MP "Heat Networks" established by the Charter of the enterprise; in accordance with the current legislation, hires and dismisses employees of the enterprise; acts without a power of attorney on behalf of the enterprise, represents its interests, manages property and funds, concludes contracts, issues powers of attorney, opens bank accounts, issues orders and orders, gives instructions that are mandatory for all employees of the enterprise; brings them to disciplinary responsibility in accordance with the current labor legislation, deprives them of the bonus in whole or in part, distributes the profit received by the enterprise; is responsible for the safety of personnel documents; independently forms a production program, selects suppliers and consumers of its products, works and services, sets prices for industrial products, approves the structure and staff, planned indicators, the system of remuneration and bonuses, the number, official salaries of employees of the enterprise; approves the job descriptions of employees of the enterprise.
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Introduction
Chapter 1. Theoretical aspects of the psychological climate in the team
1.2 Factors that determine the socio-psychological climate
1.3 Conflicts in the team
Chapter 2
2.1 Methods used to study the problem. Description of the technique
Conclusion
List of used resources
Introduction
A plant... In one climate it may flourish, in another it may wither. The same can be said about the socio-psychological climate: in some conditions, the group functions optimally and its members get the opportunity to realize their potential to the fullest extent, in others, people feel uncomfortable, tend to leave the group, spend less time in it, their personal growth slows down. Therefore, the topic "Socio-psychological climate in the team" is certainly very relevant. The purpose of the work is to study the socio-psychological climate in the team.
The goal is achieved through the following tasks:
Give the concept of the socio-psychological climate in the team;
To identify the factors that determine the socio-psychological climate;
Consider conflicts in the team, identify the cause of their occurrence, consider conflict management methods and ways to minimize them;
Reflect the study of the topic on the example of a team. The object of study is the team and its members. The subject of the work is the socio-psychological climate in this team.
Chapter 1. Theoretical aspects of the socio-psychological climate
1.1 The concept of socio-psychological climate
The conditions in which the members of the working group interact affect the success of their joint activities, satisfaction with the process and results of work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature, humidity, lighting, spaciousness of the room, the availability of a comfortable workplace, etc. Of great importance is the nature of the relationship in the group, the dominant mood in it. To designate psychological state groups, such concepts as “socio-psychological climate”, “psychological atmosphere”, “social atmosphere”, “climate of the organization”, “microclimate”, etc. are used. When talking about the socio-psychological climate (SPC) of the team, they mean the following:
The totality of the socio-psychological characteristics of the group;
The prevailing and stable psychological mood of the team; the nature of relationships in the team;
Integral characteristic of the state of the team.
A favorable SEC is characterized by optimism, joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, openness of communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, contribute to development of the organization, making mistakes without fear of punishment, etc. An unfavorable SEC is characterized by pessimism, irritability, boredom, high tension and conflict in relations in the group, uncertainty, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, unwillingness to invest efforts in a joint product, in development of the team and the organization as a whole, dissatisfaction, etc. The socio-psychological climate of the collective is associated with a certain emotional coloring of the psychological ties of the collective, arising on the basis of their closeness, sympathy, coincidence of characters, interests and inclinations. Scientists note the dual nature of the socio-psychological climate of the team. On the one hand, it represents some subjective reflection in the group consciousness of the totality of the elements of the social situation, the entire environment. On the other hand, having arisen as a result of direct and indirect impact on the group consciousness of objective and subjective factors, the socio-psychological climate acquires relative independence, becomes an objective characteristic of the team and begins to have a reverse effect on collective activity and individuals. The socio-psychological climate is not a static, but a very dynamic formation. This dynamics is manifested both in the process of collective formation and in the conditions of the functioning of the collective. Scientists have fixed two main stages of the process of collective formation. At the first stage, the main role is played by the emotional factor. During this period, there is an intensive process of psychological orientation, establishing connections and positive relationships. At the second stage, cognitive processes become increasingly important. During this period, each person acts not only as a potential or real object of emotional communication, but also as a carrier of certain personal qualities, social norms and attitudes. It is at this stage that the formation of common views, value orientations, norms and symbols takes place. Another side that characterizes the dynamics of the socio-psychological climate of the team is the so-called "climatic disturbances". "Climatic disturbances" include natural fluctuations in the emotional state in the team, periodically occurring ups and downs in the mood of most of its members, which can occur both within one day and over a longer period. They are associated with a change in the conditions of interaction within the group or a change in the environment. The term "climatic disturbances" carries both negative and positive connotations, since these disturbances can hinder or even favor the life of the team.
There are signs by which one can indirectly judge the atmosphere in the group. These include:
Staff turnover rate;
labor productivity;
Product quality;
Number of absenteeism and lateness;
The number of claims, complaints received from employees and customers;
Completion of work on time or late;
Careful or negligent handling of equipment;
The frequency of work breaks.
The leader can purposefully regulate the nature of relations in the group and influence the SEC. To do this, it is necessary to know the patterns of its formation and carry out management activities, taking into account the factors affecting the SEC. Let us dwell on their characteristics in more detail.
This term, now widely used, is often taken on a par with the concepts of the spiritual atmosphere, the spirit of the team and the prevailing mood.
The SEC of the collective is always characterized by the atmosphere of the mental and emotional state of each of its participants, the individual, specific for the joint activity of people, and undoubtedly depends on the general state of the people around him. In turn, the atmosphere of a particular community or group is manifested through the nature of the mental mood of people, which can be active or contemplative, cheerful or pessimistic, purposeful or anarchic, everyday or festive, etc.
Not only in sociology, but also in psychology, the point of view has been established, according to which the main structure of the forming SEC is mood. Let us refer, in particular, to the statement of the famous Soviet psychologist K.K. Platonov, according to whom the socio-psychological climate (as a property of the group) is one (albeit the most important) of the components of the internal structure of the group, is determined by interpersonal relations in it, creating persistent moods of the group, on which the degree of activity in achieving goals depends.
The climate of the collective is the prevailing and relatively stable mental attitude of the collective, which finds diverse forms of manifestation in all its life activity.
The structure of the socio-psychological climate
An essential element in the general concept of the socio-psychological climate is the characterization of its structure. This involves the calculation of the main components within the framework of the phenomenon under consideration on a certain unified basis, in particular, on the category of relation. Then, in the structure of the SEC, the presence of two main divisions becomes obvious - the attitude of people to work and their relationship to each other.
In turn, relations to each other are differentiated into relations between workmates and relations in the system of leadership and subordination.
Ultimately, the whole variety of relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective.
Under the objective mood is meant the focus of attention and the nature of a person's perception of certain aspects of his activity. Under the tonal - his emotional attitude of satisfaction or dissatisfaction with these parties.
The psychological climate of the collective, which reveals itself primarily in the relationship of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people's attitudes to the world as a whole, their worldview and worldview. And this, in turn, can manifest itself in the entire system of value orientations of a person who is a member of this team. Thus, the climate manifests itself in a certain way and in relation to each of the members of the collective to himself. The last of the relations crystallizes into a certain situation - the social form of self-relationship and self-consciousness of the individual.
As a result, a certain structure of immediate and subsequent, more immediate and more mediated manifestations of the socio-psychological climate is created.
Studying the theoretical material, we came to the conclusion that the formation of a socio-psychological climate in an organization can be influenced by the leadership and managerial abilities of the leadership team. The leader, having an established level of these abilities, can correctly build his relations with his subordinates, direct the activities of the team to achieve high level the life of the organization. To determine the most correct image of the socio-psychological climate in the organization, the manager needs to regularly organize monitoring based on the use of socio-psychological methods for studying the climate in the team.
Methods for studying the effectiveness of the system for the formation of a socio-psychological climate in a team in the domestic and foreign literature a lot is presented. In our study, we consider such methods as observation, conversation, testing, and questioning.
IN domestic psychology the basic principles of observation are described in the works of such scientists as S.L. Rubinstein, L.S. Vygotsky, A.N. Leontiev. Observation as a research method is characterized by a number of requirements for its implementation, such as: preservation of the condition of the naturalness of the passage of the phenomena under study, the requirement for targeted study and stage-by-stage fixation of the results. Observation is especially effective when the subjects are unaware of the experiment. From our point of view, the most interesting method of observation is participant observation - when the researcher participates in the life of the group under study, becomes its member and studies the ongoing processes from the inside. It can be both open and closed observation. In open observation, the researcher does not hide the purpose of his presence. Covert surveillance is used mainly in the study of conflict situations, where the researcher plays a role. Efficiency this method observation is due to the presence of direct contact between the researcher and the subject, the speed of obtaining information, good compatibility with other methods of studying the socio-psychological climate in the team.
Conversation, dialogue, discussion as a method of studying the system of formation of a socio-psychological climate in a team helps to identify people's attitudes, their intentions, positions, feelings, assessments of a particular phenomenon. The conversation is characterized by premeditated attempts by the researcher to penetrate inner world subjects, to identify the cause of the occurrence of a particular act.
An experiment is a kind of observation, only in this case the experimenter observes the process that he himself systematically carries out. The degree of reliability of an experiment largely depends on the observance of all its conditions.
Testing is one of the most popular methods for studying the socio-psychological climate in a team. It is a targeted and equal impact on all subjects, which is carried out under strictly controlled conditions. The advantages of this method are its simplicity, accessibility, accuracy and the possibility of automation.
Questioning is based on the mass collection of material, which is carried out on the basis of pre-designed questionnaires. Questioning involves honest answers to the questions posed, but in practice it often happens that a person, for various reasons, is embarrassed to give truthful answers to questions, limiting himself to the “correct” norms established in society, and this is the main drawback of questioning as a method of studying the socio-psychological climate a team.
After analyzing the methods for studying the effectiveness of the system for the formation of a socio-psychological climate in a team, we came to the conclusion that in order to obtain the most objective and reliable research results, it is advisable to use these methods in combination, complementing the disadvantages of some with the advantages of others.
Based on the methods described above for studying the socio-psychological climate in a team in order to conduct pilot study, which allows us to evaluate the effectiveness of the directions of the leader's work on the formation of a socio-psychological climate in the team, we dwell on the methods of such authors as V.A. Rozanova (method "Job Satisfaction", L.D. Stolyarenko, S.I. Samygin (test method "Socio-psychological self-assessment of the group as a team", method "Assessment of the socio-psychological climate of the team"
So, after analyzing the methods of studying the socio-psychological climate in the team, presented in the domestic literature, we chose such methods as observation, conversation, questioning, testing as the most appropriate for the objectives of our study. Based on these methods, we have chosen the above three methods of experimental research, which will be described in the next chapter of our work.
