home Self-development Types and forms of business interaction. Essence of business interaction

Types and forms of business interaction. Essence of business interaction

Business conversation - a form of communication based on the principles of business etiquette, aimed at interacting with individuals or a group of individuals (organization) to achieve mutually beneficial results.

Ethics of business communication. People taking part in business communication adhere to the official style of communication and are focused on solving and achieving their goals. The culture of business communication is always appropriate.

The role of business communication.

Successful business communication skills and understanding of the interlocutor's personality, his interests should be considered a determining factor in the process of conducting business meetings. Ethics of business communication prevails not only in business negotiations, but also in everyday life - allowing you to effectively interact with others.

Features of business communication lie in the fact that the interlocutor in the process of dialogue acts as a significant person; The interest of people in the process of business interaction characterizes a good mutual understanding in the tasks set; The paramount task of business communication is productive and effective cooperation.

Psychology of business communication.

Communication is the highest form of mental activity and is characteristic of all rational beings on earth, but only in humans it reaches the most advanced mental processes - it is mediated and conscious, acquiring a sign system of coding images, it becomes speech.

There is no such period in a person's life, even the shortest one, during which he would not be outside the process of interaction with people. The process of business communication is often an important factor in any joint activity of people and serves as a method to improve the quality and result of their interaction. The content of such interaction is what people are doing, which is a common task for them, and not personal problems that concern their inner world.

Business conversation- this is a process of interaction between people, in which information is exchanged regarding business tasks, contributing to the achievement of a certain result in joint activities.

business communication rules.

Norms mean the presence of regulations, that is, formal adherence to certain rules, which are determined by the peculiarities of the mentality and style of behavior that have developed in the given territory, as well as the professional ethical principles of business communication that are well-established in this professional circle of people.

Types of business communication.

Business communication is conditionally divided into two types:

1. Direct(Immediate direct contact. Face to face or telephone conversation.)

2. Indirect(when there is a certain time delay in the interaction process, that is, emails, business notes, commercial offers etc.).

Direct business communication is more effective, the power of psychological suggestion and influence, indirect business communication, unfortunately, does not have such great potential, it is more formal factors than personal participation. The most commonly used type of direct business communication is business conversation. A business conversation is understood as an interpersonal verbal dialogue of several participants in order to resolve business problems or establish business relationships.

Business communication is distinguished from informal communication by the fact that in its process specific goals and objectives are set that require a certain result, which does not allow us to neglect the process of interaction with an interlocutor or several participants at any time.

None of the people who are involved in business today can avoid the process of business interaction, be it the company's own staff, business partners, government officials, employees of the judiciary or legal services, and all this requires acquired skills and knowledge in the field of psychology business communication.

Qualities and skills that allow you to adequately and correctly behave during a conversation are one of the key components of the success of a business person. The ability to effectively implement this process of business communication is one of the first necessary skills for someone who wants to succeed in business and personal spheres.

Business communication is a process of interaction between business partners aimed at organizing and optimizing one or another type of subject activity: production, scientific, service, etc. business communication the subject of communication is a joint activity (common cause), and a communication partner always acts as a person significant to another. Productive cooperation, convergence of goals and positions, improvement of partnerships are the main tasks of business communication.

There are a number of essential elements in joint activities:

single purpose;

commonality of motives that encourage individuals to work together;

interconnectedness of participants;

Availability single space and time of individual actions;

division of a single process of activity into separate functions and their distribution among the participants;

coordination of individual actions, the need to manage them.

Unlike personality-oriented communication, the subject of which is the nature of the relationship between its participants, the purpose of business interaction lies outside the process of communication . This interaction of people is subject to the solution of a specific problem facing the organization, which imposes certain limits on the behavior of people.

Specifics of business interaction associated with the key characteristics of the organization, its structure and principles of organizational behavior:

Mandatory contacts of participants in communication, regardless of their likes and dislikes.

Conventional restrictions, i.e. compliance with legal, social norms, adherence to regulations (for example, actions on instructions, protocol, compliance with rules internal regulations; adherence to the traditions of the organization, etc.).

Compliance with the formal-role principles of interaction, taking into account official roles, rights and functional duties while adhering to subordination and business etiquette.

Business communication is largely formalized, detached, "cold". This is due to a rather strict regulation of the goals and motives of communication, ways of making contacts between employees. Each employee in the organization is assigned a certain standard of behavior in the form of a stable structure of formal rights and obligations.

Business interaction is carried out in a specific environment where relationships of subordination, dependence, inequality are fixed between departments and employees in accordance with the hierarchy of the organization.

In connection with the hierarchical structure of the organization, the problem of efficiency arises. feedback, transmission of complete and accurate information on the levels of the hierarchical pyramid. According to some reports, only 20-25% of the information coming from the top management reaches the direct executors and is correctly understood by them. This is due, on the one hand, to the distortion of information, on the other hand, the unwillingness of managers to inform employees in detail about the state of affairs at the enterprise as a whole (subordinates must follow specific instructions without asking unnecessary questions). At the same time, people make assumptions about the available information. In order to take into account these features of service and business communication, it is necessary to record orders, decisions, orders in writing and recognize feedback as the most important means of increasing the efficiency of business interaction. ·

The interdependence of all participants in business communication both in achieving the final result and in the implementation of personal intentions. Motivation - necessary condition effective business communication. In business communication, a person simultaneously acts as a specific person and as a representative of an organization, i.e. bearer of certain professional-role functions. If personal needs are not satisfied in the process of activity or one's own ideas and style of behavior do not coincide with group norms, a conflict (intrapersonal, interpersonal) may arise, interest in work may decrease.

Compatibility and harmony of team members (the integrity of the collective subject) is an important condition for joint activities. In the course of joint activity, specific mechanisms for regulating the dynamics of individual cognitive processes are formed, joint strategies for solving problems, a common style of activity for the group, there is an exchange of individual qualities, the ability, desire and ability to correlate their goals and actions with the goals and actions of other people develop. All this contributes to the expansion of the information space, makes it possible to see more aspects of the problem being solved and ways to solve it. The result of such interaction is a kind of unification of ideas among the participants in the activity. Harmony is the consistency in the work between the participants in the joint activity.

Professional self-realization of specialists, their business interaction are possible in those types of communication which imply pragmatic goals, constructiveness of decisions, psychological readiness of each of the partners for adequate behavior. It's about about cognitive, persuasive, expressive, suggestive and ritual types of communication:

cognitive communication is aimed at expanding the information fund of partners, transferring the information necessary for professional activities, commenting on innovative information. As a result, the development of new information, its application in practice, the introduction of innovations, and self-development are expected.

persuasive communication is designed to evoke certain feelings in business partners, to form value orientations and attitudes, to convince of the legitimacy of certain interaction strategies, to change opinions, attitudes, and positions.

Expressive communication is aimed at forming a certain psycho-emotional mood in the partner, conveying feelings, experiences, inducing to the necessary social action.

suggestive communication should have an inspiring effect on a business partner to change motivation, value orientations and attitudes, behavior and attitudes.

ritual communication is necessary in order to consolidate and maintain conventional relations in the business world; provide socio-psychological regulation in large and small groups of people; preserve the ritual traditions of the company, enterprise, create and consolidate new ones.

Thus, effective communication requires knowledge of all its components, the possession of which ensures the communicative competence of a business person. The development of communicative competence is a necessary condition for effective professional activity.

After studying chapter thirteen, the bachelor must: know

basic forms of business communication;
the main characteristics of a business conversation;
concept and types of business meeting;
concept, types and functions of business negotiations;
strategy and tactics of negotiation; be able to
apply the acquired theoretical knowledge on the forms of business communication in professional activities;
conduct necessary training for business conversations and business negotiations;
analyze the results of the conversation and the negotiation process; own
basic techniques for successful business conversations, meetings, negotiations.

Business communication, as noted earlier, in the first chapter of this textbook, is regulated. The regulation of business communication is manifested in various forms interactions, the most important of which are a business conversation, a business meeting and business negotiations.

business conversation

The skill of business communication is manifested in the ability to conduct business conversations, i.e. establish verbal contact designed to stimulate the solution of specific problems. Impossible without business conversations labor activity, establishing and maintaining business relationships, solving business issues.

Conversations differ in duration, form, content and purpose.

Conversations can be short (when information is exchanged in the working order, something is specified, an order is given), but they can also be quite long (for example, when applying for a job).

In business communication, conversations can take place between partners of equal status (for example, between employees of the same rank or between students) and unequal ones (for example, a leader and a subordinate, a student and a teacher). In each situation, different techniques of extension to the interlocutor, different etiquette forms of address are used.

Main goal conversations - the exchange of information, however, depending on the subject content, a multi-purpose character of conversations is possible.

A more thorough preparation in the field of conducting conversations will be facilitated not only by the study of literature on relevant issues, but also literature on personality psychology and argumentation theory.

In conducting a business conversation, the stage of preparing the conversation and the stage of directly conducting the conversation are distinguished.

Stage of preparation for the conversation in expanded form contains the planning of the conversation and operational preparation.

When planning a conversation, preliminary analysis topics, interlocutors and situations; the goals, strategy and tactics of the conversation are determined. Here you need to determine what you want to achieve as a result of the conversation, noting the preferred maximum and acceptable minimum. Planning elements in one form or another precede any conversation, even a very brief one. Some types of conversations, for example, when applying for a job, involve extensive preparation both on the part of the employer and on the part of the applicant for the job.

Operational preparation includes the collection of materials, their selection, thinking about the material and its layout, drawing up a working plan for the conversation.

When preparing a conversation, special attention should be paid to working out the course of the conversation: to think over the questions that need to be asked to the interlocutor, to establish the rules and place of the conversation. At this stage, in addition to preparing materials, it is necessary to focus on the personality of the future interlocutor, taking into account not only the position he occupies, but also his psychological characteristics. Spontaneously, this is what happens when, for example, going to an appointment with a manager, an employee first finds out what mood he is in.

The main thing in preparing a conversation is to ensure that it results in a deep orientation in the subject of the conversation.

Conducting a conversation directly includes the following steps:

1) the beginning of the conversation;
2) the main part of the conversation, during which information is transmitted and discussed;
3) making decisions and ending the conversation.

When building the composition of the conversation, you should pay attention to the following points:

when choosing tactics and techniques of conversation, it is necessary to take into account the originality of the interlocutor's thinking and his psychophysical characteristics;
the conversation must be periodically interspersed with reasonable pauses in order to give its participants the opportunity to rest and consolidate what has been achieved;
the rate of presentation of the material and the distribution of pauses are determined taking into account the psychology of the interlocutor, while the most effective is the “quantum” method of transmitting information (in dosed portions);
it is desirable to alternate not very pleasant moments and facts with favorable ones;
the beginning and end of the conversation should be, of course, positive.

Starting a conversation largely determines the success or failure of its implementation.

The purpose of this phase is to establishing contact with the interlocutor, creating a pleasant atmosphere for conversation, attracting attention and awakening interest in the subject of the conversation.

Everything starts with contact. If psychological contact with the interlocutor is not established, then it is unlikely that the conversation will be successful.

In the course of establishing contact, attachment to the interlocutor and adjustment to it occur. When establishing contact, it is worth recalling your knowledge in the field of the psychology of perception (features of the formation of the first impression, stereotypes and perception errors), as well as in the field of personality psychology. At the same time, one should not forget that the best impression is made by a calm and self-confident person. Establishing contact worked out in psychotherapy. The therapist never starts a conversation with objections to the client. He listens carefully, conditionally agrees, adjusts and joins the client, and then leads him. It is advisable to apply this technique at the beginning of a business conversation. You should not force the interlocutor to look for counterarguments and take a defensive position with the very first words and questions:

- I think this problem is of particular importance to you ...
- No I do not think so.
- Why?

So the discussion moves away from the course of the conversation that was planned, and the interlocutor took a confrontational position. Building and joining means skillful signaling like "I'm just like you."

Creating a friendly and trusting atmosphere in the conversation will help it to be more successful.

Here are some suggestions for starting a conversation:

the handshake should be firm and confident, accompanied by a look into the eyes, since such a handshake is usually liked by almost everyone;
you need to address the interlocutor by name, with respect for his personality;
starting a conversation, you need to try to maintain a benevolent atmosphere by asking questions that a person will answer “yes” with noticeable pleasure;
in order to achieve mutual understanding and ease, it is advisable to copy both the posture and gestures of the interlocutor during contact: such “mirroring” informs him that you support his opinions and views, and predisposes him to you;
it makes no sense to talk businesslike with an excited and excited person, you must first calm him down;
you need to establish steady eye contact with the interlocutor, which shows interest and inspires the interlocutor to continue the monologue;
you should use the simplest neutral words (“of course”, “of course”) with a sympathetic tilt of the head, thereby encouraging the interlocutor and making him want to continue communication;
You can make a good impression by making positive comments about business reputation, work organization, workplace equipment, since most people like it when they are told pleasant things;

Main part of the conversation includes the transmission and receipt of information, as well as discussion of the problem.

The purpose of this part of the conversation is to convey the planned information, identify the motives and plans of the interlocutor, argue his position, analyze and verify the position of the interlocutor, if possible, in a preliminary determination of the directions of his subsequent activities. This greatly facilitates and simplifies the final phase of the conversation - decision making.

Transmission and receipt of information includes the following elements:

informing the interlocutor (general and targeted);
asking questions;
listening to the interlocutor;
observation of the interlocutor's reactions and their analysis from the point of view of psychology.

When transmitting information, one should achieve the utmost brevity in presenting one's positions, using clear and meaningful phrases and explanations, avoiding the use of ambiguous and incomprehensible words and statements to the interlocutor.

When asking questions, you need to remember that all the so-called closed questions that require simple (“yes” or “no”) answers have a property to disrupt the interlocutor’s train of thought. During the conversation, it is desirable to ask open-ended questions that are good with a positive or neutral attitude of the interlocutor, when required additional information or it is necessary to clarify the real motives and positions of the interlocutor. However, since the initiative here is transferred to the interlocutor, care must be taken to ensure that he does not seize control over the course of the entire conversation.

In addition to questions in the process of obtaining information, it is advisable to make factual statements, commenting on which, the interlocutor provides more information than answering a regular question. Moreover, if you create a convincing impression that you know much more about the subject of discussion than the interlocutor, the latter himself will tell everything he knows.

Interspersing the phrase “it can’t be” with the interlocutor’s statements, you can provoke him to frankness. Here, a well-known regularity of human psychology is manifested: people only report information that interests us when we contradict them.

During the conversation, you need to constantly monitor the reactions of the interlocutor and analyze them from the point of view of the psychology of communication. Usually a person seeks to hide his true view of this or that information received. To do this, he weighs the spoken words, controls facial expressions, and the so-called. However, in reality, the average person is able to monitor at the same time no more than two or three of all the reactions that arise in him. Therefore, with certain knowledge in the field of non-verbal communication, it becomes possible to determine the true impression that the presented information had on a particular person.

Discussion of the problem involves the process of reasoning, general information which were presented in chapter ten. In the process of argumentation, attention should be paid to its psychological aspects.

Argumentation involves mastery of the material and a clear definition of the goals that it is desirable to achieve in the course of the conversation. For competent argumentation, you need to enter the position of the interlocutor. What is he striving for? What are the maximum and minimum requirements for the results of the conversation? How, in the event of its unfavorable development, can one retreat without “burning bridges behind oneself”? Is a compromise possible?

It is necessary to develop and perfect the tactics of argumentation in advance, bearing in mind that:

we must not forget about communication barriers, as a result of which the interlocutor “hears” and understands much less than he wants to show;
the method and pace of argumentation should correspond to the personal characteristics of the interlocutor;
well-placed pauses often have more impact than the flow of words;
two or three strong arguments achieve more effect than many less expressive arguments.

In the process of argumentation, instead of formulations that complicate the conversation, one should use those that will contribute to the discussion of the problem, namely, the “You-approach” and “We-statements” strategies.

"You-approach" is able to create a special state of psychological comfort, trust, warmth and thus dispose the interlocutor to more fruitful cooperation. The essence of the technique is easy to see when it is compared with the "I-approach" technique (Table 4).

Table 4

Strategy " We are the statement aims to draw attention to the common interests and goals of the partners. It creates a situation of cooperation, not confrontation, with opposing views like "we - you", where the parties seek only unilateral benefits. Thus, the use of the pronoun “we” (both sides) in speech intuitively generates a negotiation strategy of mutual consent and cooperation among partners. Let's compare the "We-statement" strategy with the "You-statement" strategy (Table 5).

Table 5

In a conversation, as in other forms of business communication, the use of psychological tricks is completely unacceptable.

On the stages of discussion you need to involve the interlocutor in the joint development of a solution that will help to successfully complete the conversation.

Ends a conversation making decisions.

The main task to be solved at the end of the conversation is the achievement of the main, or, in the most unfavorable case, the spare (alternative) goal.

Throughout the conversation, including its completion, you need to maintain a favorable atmosphere, regardless of the presence or absence of mutual understanding. In order to maintain the friendly mood of the interlocutor, you can make some concessions to him, which in essence are noticeably smaller than they seem at first glance. Whenever possible, one should recognize the correctness of the interlocutor, which can be useful even when he is wrong about something. A critical attitude towards oneself in case of a mistake, all the more disarms a communication partner. The courtesy of the courtesy will not diminish the clarity of the request or order, but it will clearly prevent the object from generating underlying resistance. A contemptuous denial of the interlocutor's arguments without any desire to understand their real meaning has a very unfavorable effect on the atmosphere of a business conversation. Even when a completely unacceptable position is expressed, one should not reject it indiscriminately, it is better to say that it is still incomprehensible.

Creating such a favorable atmosphere will help to continue to maintain contacts with the interlocutor, to establish strong business relationships.

When it becomes clear from the interlocutor's posture that he intends to end the conversation, it is necessary to take the initiative into your own hands and be the first to offer to end the contact. Such a move will allow you to maintain control over the situation.

At the final stage of the conversation, it is necessary to make a summary that is understandable to its participants, with a clearly defined main conclusion.

Experienced business people usually they think over two or three groups of final clauses in advance, in order to decide, depending on the course of the conversation, which of them (softer or more rigid in form) to pronounce.

And, finally, analyzing the results of the conversation, you need to answer a number of questions for yourself that help you look at the course of the conversation from the outside and identify mistakes that should be taken into account in further conversations:

- Was the main line of the conversation consistent?
- Were the comments and objections justified?
- Were the position and objections of the interlocutor taken into account?
- Did you manage to be correct throughout the conversation?
- Have the goals been achieved?
- What impression did the interlocutor have about you?

such interaction of people, which is subject to the solution of a specific problem (industrial, scientific, commercial, etc.) facing the organization (firm, enterprise), which imposes certain limits on people's behavior.

We single out the following key features organizational structure, which determine the specifics of business interaction.

1. Sufficiently strict regulation of the goals and motives of communication, methods
communication between employees. For every employee in
organization is normatively fixed a standard of behavior in the form of sustainable
structure of formal rights and obligations to be followed.
The exchange of information between employees is expected to be non-personal, but
subordinated primarily to the joint solution of the service task. As a result, business
communication is largely formalized, detached,
"cold".

2. Hierarchical structure of the organization, in according to which between
departments and employees establish subordination relationships,
dependencies, inequalities; it certainly has a major impact on the character
interpersonal interaction. One consequence of this feature
organizational structure becomes a problem of feedback effectiveness,
transmission of accurate and, if possible, complete information along the links of the hierarchical
pyramids.

It has been observed that the efficiency of spreading business information "horizontally" (that is, between departments, divisions or employees of the same level) is usually very high. People working at the same level understand each other "perfectly", they do not need a detailed and detailed explanation of the essence of the task. The effectiveness of vertical communication (that is, up and down the hierarchical levels) is much lower. According to some reports, only 20-25% of the information coming from the top management reaches directly to specific performers and is correctly understood by them.

This is partly due to the presence in any hierarchically organized management of intermediary links on the path of information from the source (speaker) to the addressee. Line managers, secretaries, assistants, office workers, etc. act as intermediaries. When transferring from one level to another

(both downwards and upwards) oral messages can be shortened, edited, distorted before they reach the recipient (the “broken phone” effect).

Another reason for the low efficiency of vertical communication may be the widespread belief among some managers that subordinates do not need to know about the state of affairs in the enterprise as a whole, that they must carry out the tasks assigned to them, implement the decisions made and not ask unnecessary questions.

The desire to take into account these features of official business communication is manifested, on the one hand, in the requirement to record orders, decisions and orders in writing, and on the other hand, in recognizing feedback as the most important means of increasing efficiency in organizing business conversations.

3. Labor motivation as a necessary condition efficient operation organizations or businesses. The need for special efforts to stimulate labor can be partly explained by the objective inconsistency of the behavior and self-perception of a person in an organization: in business communication, he acts simultaneously as a specific integral person and as a representative of the organization, that is, the bearer of certain professional role functions. In the event that personal needs are not satisfied in the course of activities in an organization, or a person’s own ideas and style of behavior do not coincide with group norms, an intrapersonal conflict may arise, and interest in the work performed may decrease. Conflicts of this kind often turn out to be a topic of discussion between employees, and sometimes the cause of problematic conversations between a manager and a subordinate.

Along with such methods of motivating the work of personnel as various types of moral and financial incentives, promotion, advanced training at the expense of the organization, etc., conversations between the leader and subordinates, that is, direct interaction in a business setting, can have a huge motivational impact. Critical assessments, the form of setting tasks, the manager's answers to questions either help employees navigate their activities, encourage them to work more successfully and more profitably, or hinder this.

Rules of interpersonal interaction in a business environment:

Be clear about the purpose of your message;

Make the message clear and understandable different groups
workers: find specific illustrations general concepts, develop a common
idea using bright examples;

Keep messages as short and concise as possible, avoid
redundant information, draw the attention of partners only to those problems
that concern them directly;

Follow the rules of active listening when speaking with employees,
show your interlocutors signals of your understanding and readiness for joint
actions.

Thus, in the business sphere, people are expected to consciously manage the course of interpersonal interaction, minimizing the element of chance; the task of assessing the effectiveness of interaction becomes relevant.

Depending on the field of activity, the intensity of business interpersonal contacts changes. Let's compare, for example, types of activities, the implementation of which does not require the direct presence of a person in a group (programmer, designer, artist, curator in a museum, etc.), and types of activities for which a group or team is a basic condition (managerial activity, team sports, construction team, etc.). Obviously, in the second group of activities, knowledge of the norms, rules, procedures of interpersonal interaction

has a greater impact on the performance of people.

Forms of interpersonal interaction in the business environment- business conversations and business meetings.

In control theory business conversation is considered as a type of business communication, a specially organized substantive conversation that serves to solve managerial problems. It always has a specific subject and occurs, as a rule, between representatives of the same organization.

A business conversation is a conversation mainly between two interlocutors, therefore, its participants can and should take into account the characteristics of each other's personality, motives, and speech behavior. Thus, communication acquires an interpersonal character and involves various ways of verbal and non-verbal influence of interlocutors on each other.

There are the following goals holding business conversation :

- the desire of one interlocutor to exert a certain influence on another, to cause
in another person or group, the desire to act to change an existing
business situation or business relationship;

Analysis by the manager of the opinions and statements of employees to develop
relevant decisions.

When conducting business conversations requirements for interpersonal communication in a business environment take the following form:

Conscious adjustment to the level of your interlocutor, taking into account the content
tasks performed by him, his powers and responsibilities, vital and
work experience, interests, features of his thinking and speech;

Rational organization of the conversation process, that is, if possible, brief and
exact presentation by the interlocutors of the content of information on the issue under discussion
(a lengthy presentation and redundant information complicate the assimilation of the
essential);

Simplicity, figurativeness, clarity of language as a condition for the intelligibility of information,
hence, orientation to the interlocutor.

Exist different classifications of business conversations. Depending on the goals and methods of conducting a conversation, it is customary to single out as independent types: an interview when applying for a job, an interview when leaving a job, problematic and disciplinary conversations.

Job interview is in the nature of an interview, the main purpose of which is to assess business qualities going to work. The form of questions may vary, but their content is aimed at obtaining information that can be grouped into the following blocks: 1) what is the person who applied for a job; 2) why he is looking for a job; 3) what are its strengths and weak sides; 4) what are his views on effective leadership (in other words, his ideas about a good boss); 5) what salary he expects.

Dismissal interview from work has two varieties: 1) a conversation related to an unplanned, voluntary departure of an employee and 2) a conversation in a situation where the employee has to be fired or reduced.

In the first case, during the conversation, it is necessary to identify the true motives for dismissal: it is caused by dissatisfaction production process, inattention or resentment, or there are other reasons. The need for an interview is due to the manager's concern for improving management activities at various levels of production. In such a conversation, it is useful to ask questions related to the content, volume, conditions for the employee to perform production tasks, clarifying his assessment of such tasks and the conditions for their implementation. It is interesting to find out what did not like and what did the employee like in his work. People who leave the organization own will are usually sincere

their comments and wishes and share information that can improve the situation of those who remain.

Otherwise, conversations proceed with the employee who has to be fired. The procedure for dismissal by decision of the management is extremely difficult for everyone who takes part in it. In specialized literature, she received the name "farewell conversation"; the implementation of this procedure is based on knowledge of the specifics of such a conversation and the technique of its conduct.

So, a farewell conversation is never scheduled before weekends or holidays; it should not be carried out directly at the workplace of the dismissed person or in a room where a large number of people work; the conversation should not last more than 20 minutes, as an employee experiencing unpleasant news is not able to listen carefully and think about the various details that the manager sets out to him.

If the manager has to reproach the employee for violating discipline or talking about other violations, then he must be accurate and correct in presenting the facts and not give the dismissed person any reason to doubt the validity of the reproaches made. In foreign practice, it is recommended to show humanity in relation to the dismissed person - for example, offer him a list of vacant jobs at another enterprise or something like a “rehabilitation program”, which provides for maintaining self-confidence, maintaining the authority of the dismissed person in the eyes of others and family.

Need for problematic and disciplinary conversations is caused either by failures in the activities of the employee, the need to give a critical assessment of his work, or by the facts of violation of discipline. In the process of preparing a problematic conversation, it is important to answer questions in advance about the meaning, purpose, results, means and methods of solving the problem. The main line of the leader in preparing for a problematic conversation is to ensure that the subordinate takes the position of leadership.

At the same time, there are some regulations to avoid "split" and have a constructive conversation. For this you should:

1. Get the necessary information about the employee and his work.

2. Build a conversation, observing the following order in the communication of information:

A message containing positive information about the employee's activities;

Critical message;

Message of a commendable and instructive nature.

3. Be specific and avoid vagueness (for example, turns like: “you did
not what you need"; “You didn’t complete the tasks”, etc.).

4. Criticize the performance of the task, not the person.

These rules help to create a positive emotional background that will allow the unpleasant part of the conversation to be carried out constructively, without causing unnecessary hostility from the employee, without forcing him to take a defensive position.

When conducting a problematic conversation, it is important to find out if the problem that has arisen is a means of attracting attention. For example, a delinquent worker hides his dissatisfaction due to some reason, and does not want or cannot openly talk about it. Are the violations caused by personal difficulties (family conflict, illness of loved ones, etc.)? Is the problem related to a lack of qualifications, assistance, training? Does the worker need more independence? Maybe it's because he doesn't accept leadership style? The answers to these questions allow us to make a decision on possible organizational measures to overcome the situation that has arisen.

Recall that criticism from the leader has a significant motivational effect. Ability to make comments showing what and how it should be

change in work, at the same time noting that this employee is already doing well, is an indicator of the high communicative competence of the manager.

When preparing for the upcoming conversation, it is important to avoid two extremes: on the one hand, excessive confidence in your ability to immediately, without preparation and thinking through the details, conduct an effective conversation; on the other - a kind of reinsurance, the desire to punctually think through all the stages of a future meeting, take into account the smallest details of one's own behavior and the behavior of one's interlocutor, up to the use of pauses and gestures. In the first case, the initiative can pass to a partner, in the second, the slightest deviation from the plan will cause confusion and uncertainty. It is more useful to think over and predict the main lines of behavior in a business conversation.

The main task of starting a conversation - establish contact with the interlocutor, create an atmosphere of mutual understanding, arouse interest in the conversation. The literature provides a number of techniques, the use of which is especially effective at the beginning of a conversation:

The method of relieving tension, that is, the use of warm words, personal
treatment, compliments, jokes to establish closer contact with
interlocutor;

The "hook" method, that is, the use of some event, comparison, personal
impression, anecdote or unusual question for a figurative presentation of the essence
the problem to be discussed in the conversation;

The method of stimulating the game of imagination, that is, asking a lot of questions
on a number of issues that should be considered in the conversation;

The method of "direct approach", that is, a direct transition to business without any
or discussions short message about the reasons for which the interview was scheduled, and
quick jump to a specific question.

Their further attitude to the subject of conversation and to each other depends on the first phrases of each participant in the meeting.

Main part of the conversation is aimed at collecting and evaluating information on the problem under discussion, identifying the motives and goals of the interlocutor, and transmitting the planned information. The successful implementation of this phase is facilitated by the possession of the technique of posing questions, methods of active listening and perception of information and facts.

The frank, constructive-critical atmosphere of a business conversation is contradicted by:

Tactless interruption in mid-sentence;

Unjustified deprivation of the interlocutor of the opportunity to express his opinion;

Imposing the opinion of the speaker;

Ignoring or ridiculing the interlocutor's arguments;

A rude reaction to the expression of opposing points of view by partners;

Falsification of facts;

In a business conversation, in order to better hear the interlocutor, understand and take note of the meaning of what was said, you should listen to the following advice from psychologists.

Tip 1. As a rule, we treat information received from people who for some reason are unpleasant to us with a significant degree of prejudice. Therefore, if the interests of a business connect you with a person, try to soberly assess what annoys you - the information that you heard from him, or the person himself (his appearance, character traits, moral qualities).

Tip 2. When perceiving information, it should be borne in mind that fundamentally new ideas that do not fit into existing logical schemes or representations cause a certain emotional protest. So don't dismiss them out of hand. It takes time to think through new information, to pick up logical arguments to refute or confirm it. Not

contradict right away, because of this you may not hear the interlocutor's arguments in favor of the expressed consideration - and they may turn out to be quite weighty.

Tip 3. It is practically impossible to convince people who experience a sense of worthlessness, loneliness, alienation, aggressive and anxious, who do not tolerate difficult situations.

business meeting

If a business conversation makes visual the mediation of interpersonal interaction in an organization by the status, functional position of a person, then a business meeting allows you to point out another important factor in business interaction, namely the group factor.

Joint activity is a group activity. For the normal functioning of the group, the optimal coordination of personal and group aspirations is important. One cannot demand from a person a complete renunciation of his individual desires, but in cases where the question arises of the existence of a group as a whole, personal aspirations must be subordinated to collective requirements.

business meeting

a form of organized, purposeful interaction of the head of the team through the exchange of views.

It has been established that purely individual stimulation and responsibility only for oneself contribute to the emergence of strong psychological tension, aggressive reactions, deformation of intragroup relationships, which ultimately leads to a decrease in the effectiveness of activity. The optimal interaction of group members, their strategy and tactics of joint actions determine the success of joint activities to a greater extent than the activity of each member of the group separately.

The very existence of the group causes the emergence of a certain psychological tension of its members, as a result of which the individual mechanisms of psychological defense are actualized. In groups that exist for a long time, the level of tension is established quite stable. In groups that are heterogeneous in composition, the establishment stable level difficult, which enhances the action of protective mechanisms.

When preparing and holding a business meeting, it should be remembered that the characteristics of group behavior (from the distribution of roles in a group to group pressure) will have a serious impact on the nature of the interpersonal interaction of its participants.

In control theory business meeting is defined as a form of organized, purposeful interaction between the leader and the team through the exchange of opinions. This is a kind of forum for developing key decisions and a way to coordinate the activity of people and departments. The meeting is a means of management, and, like any means of achieving desired result, it must be used properly. An unsuccessful meeting can cause material and psychological losses as a result of making inadequate decisions.

The success of a meeting depends on careful planning of elements such as objectives, participants, agenda, and venue. Already at the planning stage, taking into account the characteristics of group behavior becomes important. When deciding whether to call a meeting, it is useful to keep the following in mind. Experience has shown that a group should be used in problem solving when:

The problem is more complex than simple, and it is unlikely that
one person will have all the information needed to make a decision;

It is reasonable to share the responsibility for solving this problem;

Desirable is not one, but several options for solving the problem;

It is useful to test different views;

The leader seeks to establish a democratic style of management or wants to
gain the trust of subordinates;

Group members need to get to know each other better.

Interaction in any organized group is a guided process. This is true for business meetings. The effectiveness of meetings depends on how they are led. At all stages of the meeting, it is necessary to influence the participants in such a way that they are included in the discussion of the issues raised and strive to solve them. To achieve this goal, the leader must take a number of actions that take into account the characteristics of group behavior. Among them:

Ensuring that the meeting starts at exactly the scheduled time, presentation
participants, announcement of the agenda and statement of the subject and purpose of the meeting;

A clear and understandable presentation of the issues put forward for discussion by all present
problems, posing questions, highlighting the main points that contribute to
the emergence of a creative discussion at the meeting;

Recording all statements that reveal difficulties and obstacles and
indicating ways to overcome them;

Saving time;

Correct interruption of speeches repeating the facts already stated, and
also wearing irrational, lengthy, contradictory and superficial
nature or devoid of specificity;

Periodic summaries of what has already been achieved, a clear statement of tasks that
yet to be resolved, immediate clarification of all misunderstandings arising
between meeting participants;

Summing up the results of the meeting, determining the tasks arising from it, indicating
persons responsible for their implementation, thanks to employees for participating in the work
meetings.

Experiencing mutual interest or sympathy, people often move from business to friendly communication, at first including topics that go beyond the common goal in the range of issues discussed. The need for emotional relationships with other people, the desire to be understood and understand the other make a person observant in relation to various manifestations of the interlocutor's feelings.

Group compatibility issue

One more important topic directly related to the analysis of interpersonal interaction in the business environment is the question of the degree of interconnectedness and interdependence of team members, or the integrity of the collective subject as a condition for joint activities.

This integrity is achieved due to the convergence of opinions, assessments, feelings and actions of group members, which can lead to convergence of their interests and value orientations, intellectual and wife is one satan").

In the course of joint activity, specific mechanisms for regulating the dynamics of individual cognitive processes are formed, joint strategies for solving problems, a common style of activity for the group, an exchange of individual qualities occurs, the range of individual capabilities expands, the ability, desire and ability to correlate their goals and actions with the goals and actions of others develop. of people.

In social psychology, the concepts of compatibility and harmony are used.

group members.

Compatibility

the optimal combination of the properties of the participants in the interaction, the ability of the group to this composition interact without conflict and in a coordinated manner, which creates conditions for effective joint activities.

Harmonycoherence in work between the participants of joint activities.

Both compatibility and harmony serve to indicate the objective correspondence of the properties of interacting people in relation to the goals of their interaction.

For harmony the behavioral component is the leading one: high effectiveness of interaction, satisfaction, first of all, with the success of work and, as a result, with relationships with a partner, low emotional and energy costs.

Lead Component compatibility- emotional: satisfaction with communication with partners, high emotional and energy costs. Thus, compatibility to a greater extent reveals an orientation towards good interpersonal relationships, and coherence - a focus on the effectiveness of interaction.

K. K. Platonov (Platonov, 1971) identifies 4 levels of compatibility: physiological, psychophysiological, psychological and socio-psychological. In the first two, compatibility is represented by a combination of temperament features, dynamic characteristics of psychophysiological reactions, needs, biorhythms, basic mental processes (sensation, perception, memory, thinking, attention), psychophysiological endurance and emotional and volitional resistance to work in extreme conditions. The psychological level implies the conformity of character, motives. The socio-psychological level is based on the coordination of social roles, interests, value orientations, cultural and general educational levels of development.

The main indicator of compatibility is emotional experiences during interaction, the most striking manifestation of which is empathy as a special way of understanding.

It was found that in successful dyads, partners almost do not differ in the degree of adequacy of self-assessments, the level of claims, the ability to perceive new information, motivational orientation, and emotional stability. In unsuccessful couples, similarities were revealed in low emotional maturity, a low level of self-control, differences in self-esteem and intellectual abilities were clearly expressed.

It has been established that the most significant for maintaining favorable (in relation to the goals of activity) interpersonal relations are the following individual psychological properties: emotional-volitional (high self-control of behavior and emotions, frustration tolerance), psychoenergetic (working capacity, activity) and communicative (lack of excessive sociability , distrust, suspicion towards others, overestimated claims and striving only for personal success) (Zhuravlev, 1993).

Many studies have shown that relationships based on shared values and motivation are more conducive to performance than relationships based on likes and dislikes. Hypertrophied attention to emotional and interpersonal connections and their strengthening can damage the formation of a system of business relations, especially in newly organized, as well as in underdeveloped groups and collectives.

The influence of interpersonal relations on the productivity of joint activities is mediated by the complexity of the tasks being solved. With a relatively simple task, low results were shown by groups whose members had positive relationships. This is due to the desire to maintain friendly relations and mutual indulgence to the detriment of the quality of work. The high productivity of groups with negative attitudes is associated with the criticality of partners to the proposed solutions. With the complexity of the task, the influence of interpersonal relations on the success of work decreases.

The phenomenon opposite to compatibility - incompatibility people, when their needs are not met in interaction, actions and behavior are mutually exclusive. This process is accompanied by subjective dissatisfaction of partners and space-time isolation. Psychological incompatibility - the inability to understand each other in critical situations, the asynchrony of psychomotor reactions, differences in attention, thinking and other innate and acquired personality traits that prevent joint activity.

Thus, interpersonal interaction in a business environment is characterized by the orientation of participants to the status-role positions of each other, the fundamental importance of the group and organizational affiliation of partners for communication, and a rational approach to the problem of compatibility. Interpersonal relationships are, as it were, constructed, regulated with the help of developed norms and procedures, and, in turn, significantly affect the nature of business communication and the efficiency of the work performed.

Human society is arranged in such a way that its development requires constant active interaction between the most diverse cells of society, which together form a complex dynamic self-developing system.

Note: all public life based on different kinds of relationships. We say: "personal relations", "family relations", "public relations", "labor relations", "industrial relations", "contractual relations", "market relations" and so on.

What is this relationship? And this is essentially our attitude towards various types and forms of interaction between people in various fields and with various goals. And just as spheres and goals have different levels and scales, so relationships and interactions can have different levels and scales. It is easy to confirm this by comparing such a series of relations: "interpersonal relations", "interregional relations", "interstate relations", "international relations".

Any social interests of a person, and especially those associated with socially useful activities, one way or another require entering into some kind of “relationship” with other people.

Of all the variety of relations, communications and interactions between people, we will focus on business interaction, by which we mean such relations between people that arise when organizing any joint activity, and we will call the participants in such interaction business partners.

Each person lives, first of all, with his worries, interests and deeds. Going about their business, people communicate on a daily basis, discuss something together, consult, exchange opinions, coordinate, decide, plan and take some actions. In any type of activity, we somehow enter into business interaction, although we often do not realize this, especially in cases where this interaction is not regulated or fixed in any way.

The majority of the so-called personal cases, on which the interests of a narrow circle of people are closed, are among the unregulated ones. The larger the circle of people and organizations involved in this or that business, the greater its social significance and scale, the greater the importance of business interaction and the more necessary its fixation and regulation.

Extremely important in modern world the role of interaction in the field of state policy - internal and external. Conducting a well-thought-out state policy that meets the interests of the country and its population requires a well-coordinated, clear interaction between all institutions state power. If such interaction is established, if the mechanism of state administration works clearly and without failures, then the tasks put forward by life, as a rule, are solved at the lowest cost. This kind of interaction is established by the constitution of the country, adopted laws and other official documents. But if such interaction is disrupted, all kinds of conflicts arise, both between individual institutions of power and within them, which can develop into a protracted political crisis. It naturally arises if, say, there is no effective interaction between the constituent and executive authorities, between the government and parliament, between parliament and the president.

Business interaction, partnership and cooperation in relations between states in solving complex international problems is the most important condition for the stability of peace and the security of peoples. Such interaction is regulated by international legal documents - international treaties and agreements on a bilateral and multilateral basis, the Charter of the United Nations and the charters of regional international organizations. Disrupted interaction between countries in resolving controversial international issues leads to international tension and conflict situations.

Similarly, the role of business interaction in the economy is extremely important. The normal functioning of modern social production and the distribution of manufactured products is based on a complex multi-level system of interaction between its constituent elements, between various sectors of the economy, between its individual sectors and between individual production units - industrial enterprises. Each industrial enterprise can be considered as a complex mechanism of interaction between production services and workshops. Violation of the established interaction in social production with well-established, well-established cooperative, production, management, supply, marketing and financial ties inevitably leads to serious disruptions in the operation of the complex mechanism of the economy, a hard-to-surmount decline in social production, and a protracted economic crisis. Therefore, overcoming these negative phenomena cannot be achieved without establishing sustainable interaction in all spheres of the economy, including business. When creating any new business, production, management structures, it is necessary first of all to ensure a clear interaction of all the constituent elements of these structures with each other and each new structure with the existing structure into which it is built.

On a complex, multi-level, branched system of interaction, modern book publishing and bookselling business is built, which has a pronounced intersectoral character. The production and sale of book products plays a special role in the life of modern society, interacting with such areas as politics and international law, economics and industrial production, science and scientific and technological progress, culture and art, health care and medicine, upbringing and education, history and military affairs, ecology and sport. None of these areas can do today without a book. The book is needed in any city and in any village. The book is necessary for schoolchildren and academicians. In a word, everyone needs a book, like bread.

From this we can conclude that the book publishing and bookselling business is a typical socially oriented business.

Incoming for sale book production in terms of its consumer properties, it is focused on the needs of both individuals and the needs of the whole society, on its most diverse layers, various professional contingents and age categories.

Being at the epicenter of public relations, the bookselling business, whose significance goes far beyond the mere sale of published book products, should be based, on the one hand, on the study of the public needs and demands of the reading public, using the entire arsenal of methods (public relations) of public relations (public realization) and be a feedback channel for the book publishing system, and, on the other hand, based on the understanding of its special social role actively influence the formation of reader interest, taste and demand.

Let us make a reservation that here we mean only those types of entrepreneurial activity that, while satisfying the interests and needs of an individual, do not conflict with accepted legal and ethical norms and folk traditions.

Features of business interaction in the field of book-selling business are determined by the specifics of book production, the peculiarities of the book-selling business, which individually serves the public needs in the book, is extremely diverse and multifaceted.

The analysis of the place and role of business interaction in various fields and public spheres leads us to the conclusion that business interaction in all cases is purposeful and, being the basis of entrepreneurship, serves the life support and development of human society.

To ensure purposeful interaction, its good organization is necessary. A high culture of organizing business interaction management is a necessary condition for achieving the goals of entrepreneurial activity focused on meeting public needs, needs and requests.

Satisfaction of needs, requirements and requests is the main moral guideline of entrepreneurial activity. All its ultimate goals, as well as the ways to achieve them, will in the following presentation presuppose precisely this main moral guideline.

We emphasize once again that the organization of business interaction is becoming an important condition for successful activity in any area of the economy, science and culture. Overcoming, and moreover - preventing, crisis situations in the economy and its progressive development is facilitated by the purposeful organization of a well-established interaction of all its links and ensuring optimal management of this interaction. Concretizing this position, we say that under the conditions market relations and free entrepreneurship, the establishment of interaction between various institutions of state power and the most important spheres of social activity is of exceptional importance: production and the market; production, science and education; producer and consumer; industry and trade; seller and buyer.

All this dictates the need for a deep knowledge of the features and laws of the organization of business interaction.