How relationships are built in organizations. Basic conditions of official relations in the organization

What are informal relationships in an organization? These are the relationships that stop being just business and become personal. This happens all the time. After all, sometimes you can see colleagues even more often than family members. It is not surprising that a person tries to build relationships at work that will make him want to go to the office.

Definition

Informal relationships are relationships that can hardly be called business. They usually occur in small organizations. Employees of such companies communicate too closely, and sometimes they are relatives or best friends. There are often cases when good acquaintances begin to build. Young people welcome familiarity in the team, they even encourage it. What can it be expressed in? In joint celebrations of holidays, corporate events and simply spending the weekend in a close circle.

Employees who maintain informal relationships know not only the business acumen of their colleagues, but also their personal lives. People know who is dating whom, who has how many children, and who spends their leisure time. Informal relationships are more common in women's groups. This is not surprising when you consider that intimacy between employees is achieved through frequent, frank conversations.

Formation

People who are forced to be in close contact with their colleagues 5 days a week, willy-nilly, become part of the same team. Some offices manage to avoid establishing informal relationships, while others do not. What determines the formation of too close a connection?

• A sense of belonging. The person enjoys being part of a team. The very awareness of the fact that you are not just an individual, but a cog in the mechanism of a common cause, raises self-esteem. A person consoles himself with the thought that his colleagues cannot cope without him, and often this really happens.
• Interest. When a person likes workplace and the entire organization as a whole, he will direct all his efforts to help the company develop. Interest in common cause brings people together a lot.
• Mutual assistance. A person feels sympathy for those who come to his rescue. And when a team member is confident in his colleagues, he develops trust. And trust is the basis for any close relationship.
• Close communication. People who communicate with each other every day over a cup of tea or coffee simply cannot keep personal problems to themselves. They share them with others, ask for advice and work together to find a solution.
• Mutual protection. When a person feels sympathy and trust in his colleague, he will try to protect the person. Mutual covering for each other in front of superiors brings us closer together.

Characteristic

In any close-knit team, its members will maintain good relationships. How can you characterize informal communication?

• Identification with the group. People working in a team of close friends will perceive the fruit of the activity not as their own, but as a group one. From the members of such a team you can hear not the word “I”, but the word “we”. The person will identify himself as a member of one big family.
• Personal contact. In what kind of team can warm relationships be created? One in which everyone has the opportunity to talk frankly with each other. If people do not ingratiate themselves with their friends, their relationships will be informal.
• Distribution of roles. As in any team, in an informal one there will be a clear gradation of personalities. Every person is unique and it will show. One individual will behave warily, another too openly, and a third will find it difficult to hide his frankness.

Behind

Both formal and informal relationships have their advantages and disadvantages. Below are the advantages of those teams in which close communication is encouraged.

• Nice atmosphere. People go to work with pleasure. They perceive their service as going to a cafe with friends. Thanks to this, there are rarely discords and quarrels in the team. The general mood of colleagues is most often positive.
• Dedication to the company. Good specialists, who have found true friends in the company, will think twice before quitting their job. Even if a qualified craftsman is offered higher wages in another organization, he will most likely refuse the offer, since he will not be interested in creating new ones. social connections.
• Commitment to developing the company. Each member of a team in which informal relationships dominate will strive to develop their organization. Why? A good relationship with management and colleagues will contribute to more effective work.

Against

Informal relationships are not what you should strive for. This is what most managers think. Why do they hold this opinion?

• Lack of self-realization. When a person knows that he is loved and appreciated, he loses interest in development. The team is like a family. If one of your colleagues does not succeed, everyone else will look at the flaws with their eyes closed. This situation often happens: an employee is a good storyteller, but a bad worker.
• Gossip. Where there is close communication, there is always room for rumors and omissions. Not only women, but also men like to tell each other gossip. Slander and slander can undermine healthy relationships in any team.
• Slowing down progress. A close-knit team often resists any innovations. It seems to people that their fragile world, which they have worked hard to build, could collapse if the boss hires several more employees, sends someone for training, or purchases new equipment.

Structure

Informal relationships in an organization can be seen as both a blessing and a curse. The close connection between colleagues influences their work activities and, as a result, their effectiveness. To successfully manage such a team, the boss must be good psychologist. The director must analyze the relationships between his subordinates. The structure of informal relations is as follows:

• Ours and others. In a group in which reigns there is a clear boundary that runs between them and the rest. Members of the team have their own roles, which are unofficially assigned. It is difficult for an outsider to enter such a social circle, and sometimes it is simply impossible to do so.
• Promotion up the hierarchical ladder. Every group has leaders and outsiders. In a team where informal communication reigns, change your social role it won't be difficult.
• Oppression of the lower classes. Authorities often take advantage of their privileged position. Therefore, newcomers or those people who have not yet become members of the team are often oppressed by others.
• Compliance with unspoken rules. The “Code of Honor” that all team members must abide by is not written down anywhere, but violating it can lead to serious disagreements within the team.

Leaders

The informal nature of relationships contributes to the emergence of individuals in the group who occupy a dominant position. Such a person is informally considered a leader. He resolves all issues that arise, he is the one they turn to for help, and he is the one who communicates better than others with his superiors. What qualities does a leader have? He must be active and be able to gain trust. A sociable person knows everything about everyone. It is he who spreads rumors and creates the mood in the team. If necessary, the leader can force his colleagues to “be friends” against one or another member of their downed group. No one chooses leaders. Therefore, if the team doesn’t like something, the person may lose his authority, and someone else will take the vacant position.

Chiefs

Informal labor Relations forms leadership. It is the director who helps bring his subordinates closer together. If management does not support informal communication, then it will not be able to take root. It's another matter when the director is a liberal. He can encourage familiarity and communicate with his subordinates on a first-name basis without any embarrassment. Such close relationships result in the boss becoming a direct participant in the group. He will know the weak and strong points of each member labor collective. The boss will also be aware of all personal problems. The director can help all of his wards overcome life’s difficulties both morally and financially.

Novels

The scenario of informal relationships usually includes a love triangle, which is formed from colleagues. Employees take liberties with each other, as a result of which a whirlwind romance begins between two colleagues. But usually such stories do not have a happy ending. The employee or employee already has a husband or wife, as well as a child. An affair at work is perceived as entertainment or an affair. There is even sympathy that arises between two colleagues who are not married, they are not destined to live long and happy life together. Constant communication at work, gossip and misunderstandings, problems that will be transferred from the office to home will quickly destroy people's happiness. And further communication between former lovers will be very strained.

Examples

There are many examples of scenes of informal relationships. Female colleagues who have been working in the office for more than a year can spend their weekends together. They will meet as families, visit each other, or go to the sea together during vacation.

An example of informal communication in a team is frequent corporate events. Such events do not take place in a restaurant, where the opportunity to socialize is minimized, but directly in the office itself. The director, together with his subordinates, can drink alcoholic beverages, joke, tell obscene jokes and discuss funny cases from their practice.

Good or bad

Whether or not to have informal communication is up to management to decide. And most often, company directors come to the conclusion that friendship is friendship, and service is service. Only inexperienced businessmen encourage familiarity. A director who wants to have a strong and stable business will demand respect from his subordinates. In turn, the manager will ensure that each employee respects each other. People come to work to work, not to discuss personal problems. Specialists should primarily focus on improving their skills, rather than discussing pressing matters. Only small business, whose management does not seek expansion, may allow informal communication between subordinates.

The main contribution to the consideration of this problem was made by such scientists as N.N. Veresov, A.V. Karpov, E.V. Meshcheryakova, N.E. Revskaya, A.A. Urbanovich. Below, the main directions in their work will be discussed.

In its actual functioning, a management system appears as a set of diverse actions performed by a larger or smaller number of people, united by common interests and a common goal. Management arises and is carried out only when and where several or many people carry out joint actions to achieve a certain goal, be it building a house, teaching students at a university, or participating in a football team in a championship. But almost every human action is not only a certain operation in relation to a certain thing: to building materials, textbooks, but also a certain act in relation to a certain person (help, support or, on the contrary, competition). In any action that connects people in one way or another, including in management processes, quite definite relationships arise between each person and his colleagues - relationships of cooperation or competition, sympathy or antipathy, dominance or submission. The set of connections between people that arise in the process of their interaction constitutes what is called interpersonal relationships. But such connections acquire a stable and long-lasting character when they are determined by the fundamental vital interests of not only individuals, but also by the economic, political, cultural and other interests of certain social groups and communities that unite people with common goals and actions to achieve them, including and managerial. The totality of precisely such connections and interactions appears as existing in a given society at a certain stage of its historical development social relations.

Social relations- is the relationship between social groups or their members.

Veresov N.N argues that social relations in society are characterized by very great diversity, therefore great importance typology acquires, i.e. differentiating them by type. This typology can be made for various reasons:

• 1) by subject (or carrier):
  • · individual (personal);
  • · interpersonal;
  • · intragroup;
  • · intergroup;
  • · international (inter-corporate) relations.
• 2) by object:
  • · economic;
  • · political (within systems and institutions);
  • · socio-cultural;
  • · religious (within churches, mosques, synagogues);
  • · family-household (in the object - family).
• 3) by the nature of the relationships (modality):
  • · cooperative relationships;
  • · mutual assistance;
  • · rivalry;
  • · conflicts;
  • · subordination.
• 4) According to the degree of standardization and formalization:
  • · formal and informal;
  • · official and unofficial.

Social relations in the management system are a set of diverse connections that arise between individuals, their groups, communities, as well as within the latter in the process of development, adoption and implementation management decisions aimed at ensuring sustainability, dynamism and efficiency of the managed social object.

In the process of functioning of the management system, the following are identified as priority social relations:

• · dependency relationships;
• · power relations;
• · relations of domination;
• · relationships of subordination.

Meshcheryakova E.V. writes that in the process of functioning of the management system, six main types of social relations arise. The most common type of interactions between people in the management process are service relationships, which are distinguished by their asymmetry. This feature is manifested in the fact that in the process of functioning of the management system, a one-sided dependence of the subordinate on the boss develops. The most essential feature of an official relationship is the authority to decide what and how a subordinate should do in work time, and determine the tasks that the subordinate must perform.

Functional relationships. Functional relations should be distinguished from service relations, the conjugations of which may, but should not, overlap with the conjugations of service relations. Functional relationships are built in such a way that the functionally determining subject of the relationship does not decide what the functionally dependent subject should do. The role of the functionally determining subject is more about advice and assistance than about issuing orders. Within the framework of functional communication, orders do not apply. An example here would be the relationship between the director of an institution and legal counsel or counsel. The director sends a draft of any agreement or order for conclusion, the legal adviser is obliged to express his opinion, and the director is obliged to familiarize himself with it. But whether the director agrees with the conclusion or not depends only on himself.

Technical relations. In multi-level management systems, interdependence in the actions and functions of team members becomes of great importance. Everyone must clearly perform their functions and ensure that other employees perform their functions equally clearly, otherwise it is impossible to achieve a fully coordinated and effective activities. This is precisely the third type of relationship in the management system - technical relations.

Information relations are relationships associated with one-way or mutual processes of informing about all states of an object and about changes in states that the informer knows about, and the informee must know about in order to be able to effectively perform his duties.

Specialized relationships are a type of relationship associated with the division of labor (distribution of goals and actions to achieve them) in the management of the multilateral configuration of the activities of a given system - organization, firm, institution, etc. It's about about the connection of the control subsystem or its individual links with specialized components, links, sections. Specialized relationships can take on varying degrees of intensity. Some sections, links of the managed subsystem may be more or less connected with the division of labor both among themselves and with the managing subsystem.

Hierarchical relationships are relationships between links or cells of the system located at various steps of the management ladder (management vertical), in which each lower level of management is subordinate to a higher level of management.

Karpov A.V. argues that, depending on the nature of the relationship between managers and subordinates, social relations in the management system can be presented in four main varieties: bureaucratic, paternalistic, fraternalistic and partnership relations.

Bureaucratic relations are based on the administrative hierarchy. In the presence of such relationships, each employee is strictly assigned, his functional responsibilities. Superiors make decisions, and subordinates are obliged to carry them out, strictly following the letter of orders. Monitoring the activities of employees and the entire organization is a well-established inspection procedure. Responsibility for the success of the business and possible failures lies with the relevant performer. Contacts between superiors and subordinates are mainly of an official (formal) and depersonalized nature, limited to relations of a purely official nature.

With paternalism, the hierarchy of relations is clearly expressed, and the rights of the “owner”, who usually makes sole decisions, are undeniable. Subordinates are required and expected to be loyal to their superiors. The “master” vigilantly monitors the actions of his subordinates, but, if necessary, takes on part of the functions assigned to them. Responsibility for the success of the business or possible failures is shared. The “owner” strictly maintains the unity of the organization, but not through formal regulation, but through the approval and constant preservation of his personal influence. Despite the strict hierarchy, relationships are given a personal character that goes beyond purely official boundaries.

In the case of fraternalism, hierarchy in relationships is carefully smoothed out and softened. There is a prevailing desire to make decisions collectively after their collective discussion. Thus, the manager, in relations with his subordinates, claims rather to be a “leader” rather than a “boss” or “master.” Subordinates are given sufficient independence, and joint activities Mutual assistance and support is expected from both the manager and ordinary employees. Any success is considered as a common merit of the entire team, any failure is considered a common misfortune for all members of the team. Relations in such an organization are emphatically informal.

In the case of partnership, hierarchical relationships, although they exist, are not clearly expressed. Decisions are made through discussion, where everyone makes suggestions according to their qualifications and area of ​​expertise. The leader does not order, but coordinates general actions. Each employee is clearly assigned the appropriate functions, and the manager does not interfere with them, and ongoing control is most often not provided for. Subordinates must understand the meaning of decisions made and implement them in the process independent work. Despite the collegiality of decisions and actions, relations between employees are depersonalized and transferred to a service-contact basis. The partnership is characterized by democracy - independent individuals unite for joint activities under a free contract, and the manager, as a coordinator, distributes tasks and monitors compliance with the agreed conditions and responsibilities.

The identified four types of relations in a “pure” form are rare; paternalism, in particular, is often realized in the presence of elements of fraternalism or bureaucracy. Everything, ultimately, depends on the composition of the participants in the joint action, the nature, content and direction of the organization within which people enter into social interactions, as well as on the composition and personal characteristics of the people - the leaders performing management functions.

Revskaya N.E. argues that knowledge of the peculiarities of the formation and functioning of social relations in the management system helps to avoid typical mistakes arising in the practice of some managers. One of the most common in management practice is the mistake of excessive leniency, which manifests itself in the tendency to evaluate one’s subordinates above the actual level and quality of their performance, which ultimately leads to a decrease in their creative activity and complacency, and this reduces the effectiveness of the organization. There is also the opposite - the mistake of being overly demanding, reaching the level of rigidity and expressed in a tendency to underestimate everyone and everything.

Often in management practice an error of personal predisposition manifests itself, in which a manager, in relation to a subordinate, relies more on personal predilection than on the work of this subordinate itself. The halo error occurs under the influence of the “halo effect,” when in his attitude towards a subordinate, the boss is guided primarily by the general impression (good or bad) made by this employee, and not by the effectiveness of his work. The error in freshness of impressions is expressed in the manager’s desire to evaluate a subordinate and his work only based on recent events, instead of analyzing and evaluating its effectiveness over a longer period of time.

Each of these mistakes can significantly worsen the manager’s relationship with his subordinates, leading to contradictions and conflicts, which can reduce the efficiency of the organization, firm, or enterprise; hinder his progress towards his intended goal. On the contrary, knowledge of these mistakes, taking into account the peculiarities of the relationships that develop between employees, as well as between them and their manager (managers), significantly expands the possibilities for improving the management system and increases its efficiency.

Urbanovich A.A. Among social relations, he distinguishes relations of social dependence, since they are present to one degree or another in all other relations. Social dependence is a social relationship in which social system S 1, (individual, group or social institution) cannot perform the social actions d 1 necessary for it if the social system S 2 does not perform actions d 2 . In this case, system S 2 is called dominant, and system S 1 is called dependent.

Social dependence is also based on differences in status in the group, which is typical for organizations. Thus, individuals with low status are dependent on individuals or groups who have higher status; subordinates depend on the leader. Dependency arises from differences in the possession of significant values, regardless of official status. Thus, a manager may be financially dependent on a subordinate from whom he borrowed a large sum of money. Latent, i.e. Hidden dependencies play an important role in the life of organizations, teams, and groups.

Power relations are of greatest interest among researchers of social dependence. Power as the ability of some to control the actions of others is of decisive importance in the life of a person and society, but until now scientists have not developed a consensus on how power relations are carried out. Some (M. Weber) believe that power is associated primarily with the ability to control the actions of others and overcome their resistance to this control. Others (T. Parsons) proceed from the fact that power must first of all be legitimized, then the personal position of the leader forces others to obey him, despite personal qualities leader and subordinates. Both points of view have a right to exist. Thus, the emergence of a new political party begins with the emergence of a leader who has the ability to unite people, create an organization and begin to lead it.

If the power is legalized (legitimate), people obey it as a force, which is useless and unsafe to resist.

There are other, non-legalized aspects of the manifestation of power dependence in society. The interaction of people on a personal level often leads to the emergence of power relations that are paradoxical and inexplicable from the point of view of common sense. A person, of his own free will, without being pushed by anyone, becomes a supporter of exotic sects, sometimes a real slave of his passions, which force him to break the law, decide on murder or suicide.

Thus, in a number of spheres of life, constantly repeating interactions gradually acquire a stable, orderly, predictable character. In the process of such ordering, special connections are formed, called social relations. Social relations are stable connections that arise between and within social groups in the process of material (economic) and spiritual (legal, cultural) activities.

Target: formation of practical skills in developing a motivation system for the organization’s personnel.

Students must identify the essence and functions of motivation labor activity. Particular attention should be paid to modern approaches and theories of personnel motivation. It is also recommended to determine the procedure for designing a personnel motivation system at the enterprise. During the lesson, students need to provide answers to the questions posed, as well as, through analysis and discussion of a specific situation and completing practical tasks, consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of practical assignments, analysis of the results of independent work on the topic.

1. Motivation for work: essence, functions.

2. Sources of motivation.

4. Process theories of motivation.

5. System of methods of labor motivation: composition, principles of implementation.

6. Tools of the motivational process.

7. Modern model integrated system motivation.

9. Practical tasks.

The sales manager of one company, I. Ivanov, has the intention of purchasing a car, which, in his opinion, will give him a certain weight in the team and improve his quality of life due to previously missing amenities. Having assessed his capabilities, he identified three ways to achieve his goal:

1. lease a car;

2. increase sales in your company, get more profit and buy a car;

3. participate in lottery draws and win a car.

1. Using V. Vroom’s procedural concept of motivation, determine the most reasonable behavior from a motivational point of view of a manager who realizes his need.

2. Which way of satisfying a need is more motivationally justified?

Analyze the situations that have developed in the company and suggest ways to motivate employees in order to eliminate the conflict situation with maximum benefit for the organization (the analysis of the situation is carried out according to the motivation process scheme given below:

2. Information is leaked from the CEO's office to a competitor.

3. Workers large corporation are opposed to merging with another large company.

4. An experienced (10 years of work experience) specialist began to perform tasks worse.

5. The organization employs predominantly women, and interpersonal relationships are tense.

Scheme of the motivational process:

1. analysis of the situation: place of the current situation (organization, workplace), participants in the situation (relationships, candidates);

2. definition of the problem: formulation of the problem, causes and motives;

3. setting goals for motivating an employee (workers): identifying needs, determining the hierarchy of needs, analyzing changes in needs, “needs-incentives,” strategy, method of motivation;

4. implementation of motivation: creating conditions that meet needs, providing rewards for results, creating confidence and the ability to achieve a goal, creating an impression of the value of rewards;

5. motivation management: monitoring the progress of the motivational process, comparing the results obtained with the required ones, adjusting incentives.

Define the terms practical implementation main modern theories motivation:

Practical lesson on the topic “Forms of remuneration of personnel”

Target: formation of practical skills in the optimal choice of the mechanism for remuneration of the organization’s personnel

Methodological recommendations for the lesson. Students must identify the essence and role of incentives in the personnel management system. Pay special attention to the forms, systems and methods of regulating the remuneration of enterprise personnel. It is also recommended to determine the procedure for creating a mechanism for effectively stimulating staff work. During the lesson, students need to provide answers to the questions posed, as well as through analysis and discussion of a specific situation and implementation practical task consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of a practical task.

1. The role of incentives in the personnel management system.

2. Personnel remuneration subsystem: purpose, main goals

3. Principles of organization wages

4. Regulation of wages

5. Remuneration structure for an employee of the organization

6. Basic salary: forms, systems, motivational mechanism of implementation.

7. Additional salary and motivational mechanism for its implementation.

8. Bonuses and motivational mechanism for its implementation.

9. Social benefits and motivational mechanism for their implementation.

10. Modern tendencies in the field of remuneration and forms of their implementation.

11. Analysis of the situation.

12. Practical task.

Denis Kovalchuk is the General Director and owner of the Nika company, engaged in import and wholesale trade computer equipment. The company employs two specialists in the purchase of computers abroad, receiving official salaries and monthly bonuses in the amount of 40% of the salary (the decision on the payment of bonuses is made by CEO), and five commercial agents occupied with sales on domestic market and receive a commission of 10% of sales. The prices for computers sold are set by the General Director. Analysis financial results over the past six months showed Denis that the company’s profitability began to decline, despite the constant increase in sales volumes and maintaining inventory at the same level, and that, in addition, the time frame for collecting receivables has increased. Purchasing specialists received a 40% bonus for all six months, but their compensation was only 40% of the average commercial agent income.

Questions for analysis, reflection and discussion

1. Analyze the development of the situation in Nika. How can we explain the results achieved? How might they relate to the compensation system?

2. What reward system would you propose for Nika?

3. How would you advise Denis to implement this system?

Develop regulations governing the remuneration mechanism in the organization.

Business game “Conflict in an industrial enterprise” for the topic “Conflicts in an organization”

I. Purpose of the game. Introduce students to conflict situation mi arising on industrial enterprises during their reconstruction, teach to recognize the causes and types of conflicts, as well as find possible options their decisions.

II. Installation. Joint stock company, producing chemical products (for example, detergents), was on the verge of bankruptcy. Due to low quality and high cost, the company's products cannot withstand competition in the sales market. For the profitable operation of the enterprise, it is necessary to take the following measures:

a) replace outdated equipment with new ones;

b) reduce the number of employees by approximately (one half);

c) improve the qualifications of the remaining employees;

d) find (attract) additional funding;

d) radically restructure the entire structure of the enterprise.

The company employs 100-150 people. All employees are divided into the following categories:

a) administrative and managerial apparatus;

b) workers of pre-retirement age;

c) women with young children;

d) all other employees.

All employees are shareholders of their enterprise.

From 7 to 30 people can take part in the game.

III. Participants of the game. 1.

General director of the enterprise. 2.

Technical Director. 3.

Finance Manager. 4.

Personnel Manager. 5.

Chairman trade union committee. 6.

The concept of "social relations"

Man is a social being who realizes his activities and interests within society. Therefore, a person can evaluate his properties and characteristics only within the framework of social relations that develop in social organization. Social relationships reveal the most significant traits of human character, which will either help a person realize himself or hinder the realization of his needs, interests and, in general, his self-affirmation.

Definition 1

Public (in other words, social) relations are various forms of interrelations and dependencies that appear when a person interacts with other members of society. Social relationships, in contrast to interpersonal and other types of relationships, are those relationships where people appear as a social “I”. That is, they do not fully reflect their essence as a member of the organization, but at the same time they exhibit those traits that the organization or society requires of them.

Social relations can be classified according to the following main characteristics:

1. Social relations depending on the amount of power that the participants in the organization and relationships have - both vertically and horizontally;
2. Social relations distributed according to the ownership and disposal of property - estate, class social relations;
3. By spheres of manifestation - economic, political, social, religious relations at different levels of development of the organization. Each type of social relationship reflects a person’s need to realize himself as part of a spiritual community, part of social relations or part of an economic structure;
4. In terms of regulation, relationships can be either official (formal, built according to a pre-prescribed system of norms and rules) and informal (informal, which arise in some organizations, as well as simply in relations between people at the level of friendly relations, etc.).

Official (formal) and unofficial (informal) relationships can also be of several types: long-term (relationships between colleagues and friends), short-term (casual acquaintances, fellow travelers), functional (the order executor and the customer himself), educational relationships (formed in educational and scientific environment between students and teachers, as well as between colleagues who are knowledgeable in a particular scientific field), subordination (boss and subordinates who regulate their relationships and do not allow them to go beyond the work team). Another type of relationship in this group is cause-and-effect (for example, victim and offender).

Characteristics of social relations in the organization

Social relations within one organization have their own specific features. Firstly, such relationships are hierarchical (if there are higher layers and lower ones - management and subordinates). Secondly, this is self-regulation of relationships. It is characterized by the fact that the relationship is initially subject to rules and laws, and the employee is notified of them. In accordance with these rules, he carries out his activities, performs certain duties, for which he receives privileges (increased wages, paid vacations). Relations in the organization are open, since only on such conditions is it possible effective development relations between management and employees, achieving set goals.

Social relations in a group and organization are determined depending on the type of social connections. So, these can be the following types:

1. Social contacts are simple, elementary connections that arise between individuals. Such contacts can be short-term or long-term. It all depends on the goals pursued by the organization and its members, and on how long-term the cooperation can be;
2. Social actions are those actions that are oriented towards other members of the organization (individuals). Social actions are rational, understood by all members and pursue specific goals;
3. Social interactions are systematic, regular (may even be daily) interdependent actions of subjects that are directed at each other. Of course, interactions do not just happen - members pursue a common goal, and can separate again after achieving the desired result;
4. Social relationships are relationships that develop between people (or wider groups of people). Social relations are carried out in accordance with the laws that are prescribed within the framework of the social organization of society.

Social relations are very dependent on the typology of social action. Let us note that today in sociological science there is a unified typology of social action of a person or a wider group of people:

• Purposeful action - this type presupposes a fairly clear awareness of the goal set for the members of the organization. It is correlated not only with its immediate awareness, but also with a rational understanding of all the means that are necessary to achieve it;
• Value-rational action is a type of action that is focused on certain human values ​​(ethical, religious, aesthetic, spiritual, moral). These values ​​are accepted by the individual, realized by him and develop depending on how strongly he strives to understand and accept them;
• Traditional action is formed on the basis of imitation of certain patterns of behavior. Samples are fixed in traditional culture and are not subject to criticism. If a person does not support them, he may be expelled from society for disobedience;
• Affective action is his main characteristic is to determine the emotional state of the individual. A person can perform actions in a state of passion, without controlling his emotions, and in the future such actions can harm society.

1. Linear relationships- the relationship between a leader and his subordinates.

2. Functional relationships– the relationship of an employee who is authorized to perform a certain function within the entire organization with other members of the team. As a rule, such a production mission is advisory in nature, and the functional manager is located within his line organization.

3. Management relations exist in the case of representing someone's rights and powers. Job responsibilities at the same time consist of providing recommendations and advice.

Advantages: The method is effective for teaching and training future leaders. It saves working time for senior managers and frees them from daily purely administrative work.

Flaws: executive assistants often exceed their authority, informally gaining additional power and influence.

4. Lateral relations. Two types of lateral relations:

o collegial – relations between employees (workers) of the same department, subordinate to the same boss;

o parallel - relationships that are caused by the need for the exchange of information, ideas and opinions between employees occupying the same position in the organization, but working in different departments and divisions.

What are linear and functional relationships within an organization?

Linear relationships- This is the relationship between a leader and his subordinates. For example, the head of a workshop is a foreman, Chief Accountant- accountant-calculator.

Functional relationships- this is the relationship of a specialist who is authorized to perform a particular function within the entire organization with other members of the organization. Typically, such a production mission is of a recommendatory nature. For example, the head of the personnel department maintains a functional relationship with the head of the workshop in matters of hiring, training and social security of workers. An accountant may have a functional relationship with the head of the sales department on issues of financing sales, advertising, etc. Moreover, the functional manager himself is within the framework of his linear organization, for example, the head of the personnel department in relation to the employees of his department.

Linear form of communication

IN organizational structure linear and functional connections occupy an important place in management. Existing types of organizational structures for production management differ from each other in the way linear and functional relationships are implemented. The predominance of connections of one type or another is predetermined by the requirements of developing production. The choice of a certain method of interrelations in the organizational structure of management is a complex process of development of production itself and its management.

The simplest form of communication in production management is linear (hierarchical). The essence of the linear form of connections in the management structure is that at the head of each team is a manager (body), who is accountable to a superior manager (body). Subordinates carry out orders only from their immediate superior. A superior manager does not have the right to give orders to employees without bypassing their immediate superior. This scheme of subordination and accountability is the main feature linear control. In this case, the links of linear management, in general, correspond to the links of production, between which clear and simple relationships are established. This is one of the main advantages of this type of communication and linear management in general.

The advantages of linear communication in the management structure also include the receipt by subordinates of consistent and interconnected tasks and orders; full responsibility of each manager for the results of work; ensuring unity of leadership from top to bottom, i.e. implementation of the principle of unity of management.

The disadvantage of the linear form of communication in the management structure is that the manager must have versatile knowledge necessary to manage the relevant object. In addition, with a linear form of communication in the management structure, there are no specialists in the implementation of individual management functions. The use of a linear form of communication does not fully meet the increasing requirements modern production, the main trends in the development of its technology, economy and organization.