The main factors of the effectiveness of psychological influences are:

• properties of the impact initiator;
• features of the addressee of the impact;
• the quality of the relationship that develops between the initiator and the addressee of psychological impact;
• conformity of the type, form, method and tactics of influence to its goal, situation and personal characteristics of the initiator and addressee.

The central figure in the psychological impact within the framework of the "leader-followers" system is the leader as the initiator of the impact. The effectiveness of the impact largely depends on its moral, psychological, professional qualities.

Yu. A. Sherkovin, speaking of suggestion as a method of psychological influence, emphasizes that the degree of readiness of a partner to focus his attention on information, perceive and accept it largely depends on his subjective idea of ​​a communicator.

In general, the following factors associated with the leader as the initiator of the impact determine its effectiveness:

• the leader's prestige (the leader as an initiator of influence can increase his prestige, either by showing his real high competence, or by using the authority of another person or group);
• personal properties (charm, strong-willed, intellectual, characterological superiority, etc.);
• the degree of possession of a complex of special skills, in particular, to choose and apply the most effective ways and techniques, taking into account the purpose and characteristics of the addressee of the impact, to quickly and well understand people, take into account their characteristics and conditions (for example, if the addressee of the impact is calm, other things being equal, the best results will be given by persuasion, and if he is excited, a brief suggestion);
• features of the role behavior of the leader as the initiator of the impact;
• the nature of the general and situational attitude of the initiator of the impact to the addressee;
• the attitude of the leader as the initiator of the impact to the content of this process (in experimental studies it was found that the attitude of the speaker to the content of the speech is transmitted to the listeners and thereby affects the results of the impact; a relationship was revealed between the speaker's belief in what he conveys to the listeners, his conviction, speech and the effectiveness of psychological impact);
• the influence of the social environment on the leader as the initiator of the impact (positive or negative).

If the assessment of the status and role behavior of the leader turns out to be high enough, and the presence of his connections with the social group is obvious, if the personality of the leader for the followers is indisputably positive and there are not even the slightest suspicions of insincerity of his intentions, and, finally, if the leader, as the initiator of the impact, has confidence in the reliability of the information he offers and the conviction in his ideas, then the process of influence will be very effective.

Every person is susceptible to external influences in one way or another. This ability is common to all people, although to varying degrees. In relation to various methods of psychological influence, it acts as suggestibility (suggestivity), persuasion, etc. The following types of susceptibility to psychological influence are distinguished:

• 1) according to the degree of awareness - intentional and unintentional;
• 2) according to the content of the impact - general and special;
• 3) by the number of objects of influence - individual and group;
• 4) according to the conditions of influence - personal and situational.

In addition, the effectiveness of the impact is determined by the following circumstances related to the addressee of the impact:

• participation of the addressee in the process of transmitting information (the addressee responds better to the message if he himself participates in this process in one way or another; for example, the subordinate perceives information better if the leader does not just give him instructions, but discusses possible ways problem solving);
• the addressee has mechanisms of psychological protection from exposure.

As A. V. Kirichenko showed, psychological defense -back side any psychological effect. It "filters" influences, separating desirable from undesirable, useful from harmful, accepting or blocking them.

Psychological protection - a complex, multi-level, dynamic system, the main function of which is to prevent violations of the internal stability of the individual, protect the human psyche (personal structure) from negative, unwanted, destructive external influences. Psychological protection is manifested at the interpersonal and intrapersonal level and is inherent in every adult normal person.

As a result of empirical research, A. V. Kirichenko found that the effectiveness of psychological influence at the socio-psychological level is regulated by the "safety filter", "interest filter" and "confidence filter". These "filters", sifting through all external influences, automatically and almost instantly determine the level of psychological danger, as well as the significance of psychological influences for the individual, accepting or blocking them. It is the work of the "filters" that explains the selective nature of psychological defense and its dynamism, consisting in "fluctuations in its strength both upwards and downwards".

The “security filter”, which performs the function of general external psychological protection of the individual, allows, relying on stereotypical signs, to identify in the form of a partner but in interaction everything that may pose a threat to personal security, to create uncomfortable living conditions. The functioning of this "filter" is based on the ancient psychological mechanism "we - they".

The "filter of interest" protects a person from an overabundance of psychological contacts with various people, from satiety with human communication, separating significant interaction from insignificant. This subsystem of psychological defense "filters" all the "we" members of the society on the basis of "usefulness - uselessness". The psychological sign "useful - useless" ("interesting - not interesting"), which underlies the functioning of this filter, protects the human psyche from information overload, overvoltage and, as a result, its possible destruction.

The main function of the "confidence filter" is to identify among the "safe" and "interesting" people those to whom a person can fully open up. The "confidence filter", making the most subtle screening among the social environment, allows a person to protect himself as much as possible from targeted psychological influences. Based on the system of signs "trust - distrust", a person compares the integral image of a communication partner with his "model" of a partner who can be trusted. If the reflected image of the interlocutor coincides with this "model", he begins to act as a motivating force to reveal the person to the interlocutor, he feels that "the partner can be trusted."

In addition to socio-psychological protection, the human psyche is protected from destructive influences from the outside by a system of intrapersonal protection.

Psychological protection can be directed to various structural elements of the impact:

• on the initiator (critical attitude towards the leader as a person);
• on content (the follower does not accept the arguments and arguments of the leader);
• on the situation, the conditions of influence (for example, the follower may not perceive a sharp critical remark in the presence of other members of the group).

At the same time, a “transfer” of the protective relation from one element to another can be observed. Thus, often the lack of authority of the leader gives rise to a critical attitude to what he says.

In addition, psychological protection is characterized by:

• selective character: one and the same addressee of the impact can detect a different degree of opposition to different initiators of the impact;
• dynamism - the fluctuation of its strength depending on the situation of influence and the personality of the initiator.

It should be borne in mind that the process of influence is not one-sided. Often it takes on the character of interaction when individual A affects individual B, and the latter not only reacts to this impact, but, in turn, has an impact on individual A. If this scheme is supplemented with feedback, then we will have a closed system in which there is a constant exchange of roles. In addition, partners in the psychological impact are connected by mutual, albeit with different goals, knowledge. So, the leader seeks to know the followers in order to determine the tactics of interaction, to choose the most effective techniques solving group-wide problems, and followers get to know the leader in order to determine his competence and, consequently, the measure of trust or distrust in him.

The leader and followers are also connected by emotional relationships, which are the result of their knowledge of each other. Emotional relationships can have both positive and negative connotations, but in any case they affect the direction and strength of the psychological impact. For example, the follower's sympathy for the leader increases the degree of trust, removes communication barriers, and thereby increases the effectiveness of the impact.

Finally, the relevance of its type, form and method to the goals, situation and personal characteristics of the initiator and addressee is important for the effectiveness of the impact.

Depending on the means of influence leader on followers can be divided into two types of psychological impact: authoritarian and dialogical. Each type of impact is various tasks, solved in the process of communicative interaction (Table 4.2).

Table 4.2. Comparative characteristics authoritarian and dialogic type of psychological impact

Analysis Options						Dialogic influence ting
Psychological setting of the initiator of the impact			"Top down"			"Equally"
The psychological position of the addressee of the impact			Passive object of influence, listening and perceiving information			An equal, active participant in the interaction, who has the right to his own opinion, i.e. not only supports feedback, but also participate in the process of achieving the goal of communication
	Message content presentation method	Axiom or dogma		Problem or challenge
	Statement form	Impersonal ("it is believed", "there is an opinion", "it is known that ...", etc.)		Personified ("I believe", "in my opinion", "I know that...")
	Means of influence	requirement, inspiring instruction, etc.		suggestion, question, methods of indirect suggestion, etc.
	Accounting for the characteristics of the addressee	Not implemented		Implemented
	Own feelings of the initiator of the impact in relation to the content of the message, situation and addressees	Hiding		openly expressed
	Features of non-verbal message accompaniment	Unexpressed facial expressions, closed gestures		Open gestures, active facial expressions
	The principle of constructing stages of exposure
	Spatial position of the impact initiator	"Above the addressee" (at the head of the table, at the pulpit, on the podium, etc.)		at the same level (for round table, nearby, etc.)
	Spatial position of addressees in mass forms of influence	Each recipient sees only the initiator		Addressees see not only the initiator of the impact, but also each other

Authoritarian influence can only be used within the framework of the implementation of such types of power as legitimate and coercive power. The leader can use the dialogic type of psychological influence in the implementation of such types of power as expert and referent.

As M. R. Bityanova emphasizes, authoritarian influence can have a strong, but short-lived effect. Dialogic impact, not having such effectiveness during communication and immediately after it, produces a greater "effect of consequences" and has a stronger influence on the attitudes, motivations, beliefs and other personal structures of the addressees. The leader's task is to harmoniously combine the authoritarian and dialogic types of influence on followers, taking into account the properties of these types of influence and the scope of their application.

Depending on the goals distinguish imperative, personal and manipulative influences. Comparison of their characteristics (Table 4.3) suggests that the use of manipulative, and often imperative influences reduces the effectiveness of influence.

Table 4.3. Characteristics of manipulative, imperative and personal influences

Manipulative influence	imperative impact	Personal Impact
The outcome is desirable only for the initiator	The outcome is desirable primarily for the initiator, but may affect the interests of the addressee	The outcome may or may not affect the interests of the initiator
	The consent of the addressee is not taken into account	The consent of the addressee or lack thereof is taken into account
Information that disagrees with the desire of the manipulating party is not disclosed		The addressee is provided with all the facts
The object of manipulation is not given the opportunity of free and independent choice	The addressee is obliged to fulfill the direct request of the initiator	The recipient is free to choose

When choosing one or another method of psychological influence as the leading one, it is necessary to take into account a number of characteristics (Table 4.4).

Table 4.4. Characteristics of the main methods of psychological influence

The above table makes it possible to choose the leading method of psychological influence, taking into account its characteristic values ​​and possible reactions of the addressee.

Situational-dynamic models of psychological impact

If we consider the psychological impact as a kind of integral system, we can imagine it as a set of situational and structural-dynamic components, the relationship between which determines the effectiveness of the impact.

As situational components of psychological impact are:

• the subject of the impact (that for which this impact should be provided);
• the content of the impact (what is reported);
• relationship between the initiator and addressee of the impact;
• the ability to correctly use its types, forms, methods and tactics (for the initiator of the psychological impact) and the ability to correctly assess the degree of desirability of the impact and, if necessary, build protection against it (for the addressee of the psychological impact);
• knowledge individual features partner but interaction and himself;
• features of the situation of interaction between the initiator and the addressee.

The structural-dynamic components of the psychological impact are (according to V.P. Sheinov):

• engaging in contact presentation of information to the recipient of the impact to activate its specific direction in accordance with the purpose of the impact;
• background factors - state of mind and functional state the addressee, his inherent automatisms, habitual scenarios of behavior, taking into account which allows you to create a favorable external background of influence (trust in the initiator, his high status, attractiveness, etc.);
• targets of influence - sources of motivation of the addressee: his actual needs and their manifestations - interests, inclinations, desires, inclinations, beliefs, ideals, feelings, emotions, etc., on which the impact is directed;
• motivation for activity the result of the total action of involvement in contact, background factors and impact on the target or the use of special techniques (formation of internal motivation, direct actualization of the desired motive), which pushes the addressee to activity in the direction specified by the initiator (making a decision, performing an action).

Depending on what means of psychological influence are used at the level of each of the selected dynamic components and which intrapersonal processes are leading, six situational-dynamic models of psychological influence can be distinguished (Table 4.5, according to V.P. Sheinov).

As can be seen from this table, the most effective are the logical, personal and spiritually oriented models of the leader's psychological impact on followers.

• The table uses the developments of M. R. Bityanova (see: Bityanova M. R. Social psychology: textbook. allowance. 2nd ed., revised. St. Petersburg: Peter, 2010).
• Cm.: Bityanova M. R. Social Psychology.
• Cm.: Sheinov V, P. Psychological influence. Mn.: Harvest, 2007.

Personal health, its ability to work, internal emotional state is largely determined by a combination of socio-psychological factors that determine the characteristics of the course of all aspects of an individual's life, social group, society.

Approaches to understanding socio-psychological factors

Definition 1

In the most general view socio-psychological factors are understood as the sources of the formation of a culture of individual behavior, latent cultural, social variables that determine the mental make-up of a person in society at a particular stage of its historical development.

In modern scientific literature, socio-psychological factors include multiple personal and social characteristics, including gender, age, marital status, psychological, emotional-volitional, environmental, and other features.

Approaches to the classification of socio-psychological factors

The whole set of socio-psychological factors is represented by several groups of conditions, including the following:

1. External factors - form social situation in society, in a specific professional branch, institution or organization.
2. Internal, personal factors. This group includes personality traits, the nature of its interaction with the surrounding social and natural environment, behavioral features, emotional-volitional, motivational spheres, etc.

In turn, external factors are represented by the following groups:

• factors of the national level - have a huge impact on the life of the individual. A separate individual has practically no effect on this group of factors;
• industry factors - at this level, a person acquires more opportunities to reduce the negative impact of negative factors, to manage them;
• organizational factors - the conditions for the functioning of a separate social institution, organizations.

Personal maturity as a personal socio-psychological factor

One of the most important socio-psychological factors that determine the features of the implementation of academic, social, professional activities is the criterion of maturity. Achieving the emotional, professional, social maturity of the individual requires not only a long time, but also the work of the individual on himself.

The understanding of maturity as a socio-psychological factor is based on the individual's awareness and perception of the system of values, stereotypes accepted in society, as well as conscious adherence to them, full functioning in society.

Social maturity is reflected in the awareness of one's role load, the ability and need to manifest one's own social activity in the hypostases of "I and society", "I am in society".

Professional maturity in modern scientific literature is understood as awareness of the choice of the sphere of professional activity, the ability to plan one's own professional life, the ability to make responsible decisions.

Emotional maturity as a socio-psychological factor is reflected in life optimism, positive emotional mood, tolerance for failures, balance, stability of the emotional sphere.

The decisive feature of all types of maturity is the aesthetic, moral, intellectual, conscious attitude of the individual to life, to himself, the ability to be responsible for the content own life in front of you and those around you.

Remark 1

Thus, the characteristics of the life of an individual, a social group, and society as a whole largely depend on a combination of positive and negative socio-psychological factors.

1

The article discusses the socio-psychological factors that affect the work of the team in particularly difficult times for the organization - during periods economic crises. The authors show the main goal of management in the context of organizational change, which boils down to the rational distribution of enterprise resources and the organization of effective work of personnel. Are given concrete examples the influence of the group on the individual, there are possible negative consequences for the company that have arisen as a result of ignoring the role of social and psychological factors on the part of top management. Acceptable options for personnel policy are considered for organizations operating in conditions of instability caused by political and economic factors, as well as elements of the micro- and macro-environment. A factorial model of personnel stability in a crisis is proposed, followed by a description of its stages.

socio-psychological factors

employee's identity

team

instability

personnel policy

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6. Smetanin V. Social psychology to help personnel officers // Handbook of personnel management. - 2010. - No. 8. - P. 34–39.

7. Shamarova G. Problems of human potential management // Personnel management. - 2008. - No. 8. -S. 16–23.

The current difficult situation in the Russian economy could not but affect the functioning of many business entities and their employees. If the recent entry of Russia into the WTO assumed economic and political benefits for our state, such as an increase in income (state and personal), an increase in employment, and especially in export sectors of the economy, as well as an increase in efficiency foreign economic activity by simplifying the system of customs duties and other trade barriers. As a result, transparency, certainty of trade conditions and their simplification, non-discriminatory approach, etc. - all this should help to optimize the activities of organizations, reduce their costs, and hence create favorable climate for trade and investment attractiveness.

However, today the economic and political situation in the country is extremely unstable. Furthermore, crisis state economies have been partly exacerbated by ongoing sanctions from the West. As a result of such phenomena, organizations and enterprises as economic entities found themselves in an extremely difficult situation, and their activities are carried out in conditions of instability.

Our time is characterized by constant scientific, technical, economic, political and social changes. These changes bring to the life of the organization not only positive trends, such as productivity growth, labor optimization, the development of the intellectual abilities of the employee and the improvement of the working conditions. But also for any enterprise, these are more and more difficulties that complicate interpersonal relations in a team of employees, change their mood in the organization. At the same time, people's values ​​are reassessed.

In the modern world, companies and organizations encounter a large number of problems, and in order to be able to deal with them, it is necessary to keep up with the times. The purpose of modern management is to ensure the achievement of the goals of the organization through the rational allocation of enterprise resources and the organization of effective work of the staff.

The changes taking place in the organization are an integral feature of modern business. Not only Russian but also foreign companies are entering an era of unprecedented volatility, and in order to survive, it is necessary to rely solely on human resources. This reality requires understanding and awareness that the external environment is extremely changeable. All this makes it necessary to acquire and master new survival skills and the ability to change in time and in the right way, since it is one of the determining factors for the success of a modern company.

Thus, any change in the process of production and management in the organization has an impact on its staff. Therefore, the company's employees are an object of constant modernization. New professions appear, old ones undergo changes or cease to exist at all, at the same time, collective technologies are improved, the importance and value of management processes and labor resources. There is growing direct competition between employees for the most prestigious professional positions in the organization. All this significantly changes the socio-psychological climate of the economic entity. And given the temporary instability in the country, socio-psychological factors can significantly reduce the labor potential and capacity of the staff.

Since any firm is not a self-sustaining system and has a dependence on external factors, then the secret of survival depends on the ability of managers to analyze and find opportunities to avoid threats that open up in the external environment in relation to the organization, and to adapt it to them in time. Since environmental factors in the modern world are mobile and changeable, it becomes more and more difficult to predict them. As a result, management is making more and more demands on core competencies managers of all levels of management, and also recognizes the value of a situational approach to management. This approach lies in the ability of a leading person to correctly interpret the current situation and choose the most effective techniques and methods of influence in the conditions of this particular situation.

In most books on management, one can find a conditional division of socio-psychological factors also into 2 groups: macro-environment factors and micro-environment factors. It is obvious that under the factors of the macroenvironment we mean the wide environment and social space of the organization, the economic situation, the state of public consciousness, the degree of democratization, and so on. Under the socio-psychological factors of the microenvironment, they mean, first of all, the immediate environment of the employee, the features of the organization of labor, the construction of communication links, the state of working conditions, the degree of interaction between formal and informal structures, the development of the material environment of the company.

For the top management of enterprises in our country, the primary consideration of the influence of socio-psychological factors is not yet typical, they are often simply ignored. This is the main mistake of the administrative staff. After all, in a crisis period, the cohesion of the team, its motivation, integration and organization will help any organization survive, fight the challenges of the time and remain effective in its activities.

Consequently, on the one hand, the totality of all the prevailing socio-psychological factors in the organization is able to influence the entire team as a whole, but on the other hand, it can also affect the specific personality of each employee individually. Thus, we will consider the influence of socio-psychological factors from two positions. From the point of view of the leader and his influence on the team and from the point of view of the team, the prevailing moral and psychological climate in the organization and the position of the employee's personality in an informal group.

At the stage of implementation of changes in enterprises, much attention is drawn to problems, the source of which are personal causes. Instability in the workforce, staff turnover, poor performance, inexplicable promotions and demotions, layoffs or employee rotations can all be the result of a single manager's decision. The management style adopted in the company and the credibility of the administration should also be taken into account. Leaders-dictators suppress the personality of the employee, form a passive team of “template” employees that please them, democratic directors are also not ideal, their subordinates usually weave intrigues, shy away from work, act in an atmosphere of permissiveness. As a result, informal leaders appear who try, with the support of colleagues, to change the management of the company.

Thus, undermining the entire socio-psychological atmosphere in the organization, the boss has problems with his subordinates in one or another case. Moreover, such a leader has both supporters of the actions taken by him, and ardent opponents, there is a "break" in the team. Therefore, any new employee, having settled in this organization, immediately finds himself in a difficult situation, and he is faced with a choice of what position to take, with the condition that all this time he is under pressure from his colleagues. While being pressured by the group may not even be "new" to the organization, perhaps it is just an ordinary employee who does not have an active life position, who is an excellent performer, but who is so easily influenced by informal structures. This is nothing but an example of the influence of the socio-psychological factor on the formation of personality. Adding to this the situation of instability in the economy, we get a growing threat to further efficient operation organizations or businesses.

Now consider the second position of the influence of socio-psychological factors, namely the team and the formation of personality in it. Note that developing your individual abilities in a group is a rather difficult task, as there is constant pressure from outside. Typically, value orientations and norms of behavior in a team develop over decades and then become inertial. Any individual either accepts them and continues to work, adjusting to the opinion of informal leaders, or does not accept them, which gives rise to conflict situations.

During crises, the company's personnel is in a special position, primarily due to the infringement of social guarantees in the team, as well as the growing situation of anxiety. Informal structures that exist in any enterprise are especially dangerous at this moment. An innovative negative environment is being formed. Of course, if no one has ever been involved in the development of communications and the creation of correct guidelines in groups in an organization. Here it is very important to capture the mood of the labor collective and its degree of solidarity with the leadership in a period of instability.

So, in the case when the team initially does not take an active part in the life of the company, is disunited, each employee performs only his duties, communications are difficult, any initiatives and rationalization proposals on the part of an ordinary employee will not find proper returns. Most likely, they will be expressed in a narrow circle of workers and, not finding support among “their own”, will remain the ideas of an enthusiast. There will be a suppression of the personality, which will be replaced by dissatisfaction with work and unwillingness to further self-development. What will the management of the organization have from this? High staff turnover, low adaptation, conflicts, reduced labor potential. Another situation is also possible. During labor activity each employee assumes a specific organizational role. But there are irreversible processes in the labor market or in the economic sphere as a whole, which affects the activities of the organization. The management apparatus begins to revise the personnel strategy and policy of the enterprise, and the workforce is being optimized. Accordingly, the roles of employees, their job responsibilities, the scope and nature of work are also changing. Not everyone in the team agrees with such changes, but someone simply reorients for a long time. The employee's understanding of his job role ceases to fully meet the requirements of his colleagues, a conflict arises that is destructive in nature.

Consequently, the formation of the employee's personality is influenced by critical remarks from colleagues, leading him to a stressful state, and his own claims, dissonance in the inner world of the employee. All this leads to inefficient performance of their labor duties and a decrease in productivity in the department, structural unit, organization as a whole, and possibly the loss of a valuable employee by the company.

Thus, the problems that appear in modern conditions crisis instability, require from the management of the economic entity constant socio-psychological work with their employees. The administration of the enterprise should have a well-developed plan for stabilizing the team in a crisis, which should work not only during periods of exacerbation, but also proactively, forming a unidirectional, cohesive and solidary team. In such a situation, an active or preventive personnel policy in the organization would be appropriate.

With a preventive policy in the field of personnel, the company's management has reasonable forecasts for the development of the personnel situation for the average and short-term periods and staff development activities are also offered.

With an active personnel policy, the company's management has reasonable forecasts for its development and appropriate tools for influencing employees. Companies with an active personnel policy develop anti-crisis programs, the situation is regularly monitored, the data of the program are adjusted taking into account the parameters of the external and internal environment for the medium and long term. The effectiveness of personnel policy will increase if ways to achieve the optimal state of the organization's human resources potential and what will be the result of these innovations for each employee individually are indicated.

An active personnel policy focuses on such strategic success factors as proximity to the market through focus on the field of activity and on customer requests; necessary maintenance using appropriate technical means and high quality products; use of achievements scientific and technological progress and the latest technologies; a sense of economic responsibility and respect for economic balance; qualified personnel potential; adaptive and flexible organizational structures. The mechanisms used by management in the analysis of personnel and other situations lead to the fact that the grounds for the forecast and programs can be rational (conscious) and irrational (hardly amenable to algorithmization and description) in nature.

So, we propose our own unified factorial model of staff stability in a socio-economic crisis (figure).

Now we will reveal in more detail the stages of formation and management of socio-psychological factors in the team.

The first stage - preparatory, should consist in a preliminary socio-psychological study of the factors ensuring the stability of personnel in the organization. In each company, the personnel management service forms its own list of socio-psychological factors that affect the performance and satisfaction of the staff, and then develops an action program with subsequent detailing of the points.

The second stage is intentional, that is, the creation of a unidirectional collective thinking, which is supported separately by each employee's personality. Here we are working with the group, creating a team of conservatives and a team of changes. As a rule, employees of Russian enterprises are always very difficult and reluctant to accept innovations and changes in their work. Moreover, the older the average age of employees, the more difficult it is to prepare staff for forced changes, workers are not very mobile. Then, communication channels are formed that collide the interests of groups in order to develop a common vision and identify generally recognized leaders in the team.

Factor model of staff stability in a crisis

The third stage is operational. At this stage, measures are being taken to increase team spirit, the level of job satisfaction, maintain a positive attitude towards the organization, create additional measures to optimize an effective personnel policy and support informal group leaders from top management. This stage is very important, since the creation of a single team with the same values ​​is one of the most important and important points for creating the stability of the staff, ready to change in times of crisis and instability.

The last stage is the final one, it involves monitoring the current program to minimize the negative impact of socio-psychological factors and the feasibility of preparing the team for new difficulties (economic, political, personnel), if any are visible in the near future.

In conclusion, we note that the most negative consequences of instability for the organization are changes in the socio-psychological state of the staff. Not all companies understand this and do not have employee development programs in crisis situations. In these cases human resource- as main source effective work, acts against the organization, first generating intra-company conflicts, and then destroying it completely.

Conclusion

Taking into account the cyclical nature of changes in the external environment, maintaining the efficiency of the personnel, its personnel potential, reliability in productivity and labor results, increasing satisfaction with the content and working conditions are urgent tasks for strategic leaders and a guarantee of the company's high competitiveness. To solve this problem, we have developed a unified model of personnel stability in conditions of instability during socio-economic crises. This model is quite general, so it should be adapted for each company separately, taking into account the current organizational culture and the degree of development of personal and group guidelines in the workforce. Do not forget that the positive attitude of employees towards the organization, the acceptance of its goals and values, the prospects for its development are a condition for the stability of the staff, and hence the company as a whole. And the sooner the management of the organization will be engaged in the formation of a solidary and manageable team, without prejudice to the development of individuality in it, the easier the company will "survive" the conditions of instability.

Reviewers::

Rudakova O.V., Doctor of Economics, Professor, Head. Department of Economic Theory and world economy”, FGBOU VPO “Orlovsky state institute economy and trade”, Orel;

Polyanin A.V., Doctor of Economics, Associate Professor, Acting head department "Management and management of the national economy", acting Dean of the Faculty "State, municipal management and economics of the national economy", Oryol branch, Federal State Budgetary Educational Institution of Higher Professional Education "Russian Academy of National Economy and Public Administration under the President of the Russian Federation", Orel.

The work was received by the editors on April 1, 2015.

Bibliographic link

Alekhina L.L., Ilyin I.V. INFLUENCE OF SOCIO-PSYCHOLOGICAL FACTORS ON THE FORMATION OF PERSONALITY IN THE TEAM OF EMPLOYEES OF THE ORGANIZATION IN CONDITIONS OF INSTABILITY // Fundamental Research. - 2015. - No. 2-12. - S. 2637-2641;
URL: http://fundamental-research.ru/ru/article/view?id=37537 (date of access: 03/20/2020). We bring to your attention the journals published by the publishing house "Academy of Natural History"

The effectiveness of group activity is how well the group copes with the tasks assigned to it. Usually, the effectiveness of a group is compared with the success of the work of the same number of individuals and it is believed that the group works effectively if the results of its activities exceed the combined (summed) results of the activities of the same number of people acting independently of each other.

Studying small groups, psychologists have repeatedly been convinced that the knowledge of the patterns of interaction and relationships between people in them makes it possible to increase the effectiveness of group work. Almost all the characteristics of the group we have considered - size, communication channels, composition, interpersonal relationships, leadership style, and others - are important for successful group work. It is appropriate now to pose and discuss the following questions.

• 1. Is the influence of each of the above factors on the effectiveness of group activity the same?
• 2. What are the links between each of them and the success of group work?
• 3. Are these connections unambiguous, or can they be different in different situations and conditions of group work?

In search of answers to these questions, all previously considered socio-psychological characteristics of the group can be divided into two classes: formal, describing the structure of the group, ways of organizing joint activities and communication of people, and meaningful, directly reflecting the relationship of people in this group, that is, its social psychology. .

The formal characteristics of the group include the number of members in this group, its composition, communication channels, features of the group task, the distribution of responsibilities between group members; meaningful - interpersonal relationships, norms, value orientations, roles, statuses, leadership.

The question of what to give preference to when studying the effectiveness of group activity - its formal or substantive characteristics - is quite complex and is solved ambiguously. The psychological characteristics of the group directly affect its work, but they are not easy to change, and besides, they depend on the formal properties of the group, for example, on its composition. The formal aspects of group work, on the contrary, are easier to manage, but they only indirectly affect the success of group activity - through the psychology of its constituent individuals. Therefore, it is important, among other things, to find an answer to the question of how the formal and content characteristics of the group are interconnected in their joint influence on the effectiveness of group activity.

You can line up various factors that affect the success of group activities, according to their importance or logical priority. Let's try to do it.

Of the formal and substantive characteristics of the group (in terms of their joint influence on the success of the group), the first place can be put on the substantive, and not all, but only those that characterize the group as a developed team. Following them should, apparently, be placed the formal and general meaningful characteristics of the group (Fig. 2).

Considering the signs of the effectiveness of group work, social psychologists offer the following solution. There are three main criteria for the effectiveness of the group: productivity, quality of work and the positive impact of the group.

Rice. 2.

on an individual. The first two criteria reflect the special tasks facing the groups and associated with its work, and the third is general social. It implements positive socio-psychological functions associated with the socialization of the individual through small groups.

Let us consider separately what influence its formal (structural) and substantive (psychological) features can have on the success of group activity.

It has been established that the size of the group does not have a direct and unambiguous impact on the success of its activities. However, increasing or decreasing the number of members, depending on the task of the group, its structure and relationships, can affect the results of the work.

The psychological consequences of increasing or decreasing the number of group members are different, they can be both positive and negative. Those and others for comparison are presented in table. one.

Table 1. Consequences of increasing or decreasing the number of group members

Positive	Negative
1. With the increase in the group, more people with a pronounced individuality appear in it. This creates favorable conditions for a deep and versatile discussion of various issues.	1. With an increase in the number of members of a group, its cohesion may decrease, and the probability of the group breaking up into smaller groups may increase. This significantly reduces the cohesion of the group and makes it difficult to achieve unity on the issues discussed.
2. The larger the group in size, the easier it is for the sake of the cause to distribute duties in it among individual members in accordance with their capabilities and abilities.	2. It is difficult to manage a large group, much more difficult than a small one, it is not easy to organize the interaction of its members, to establish normal business and personal relationships between them.
3. A large group can collect and process a greater amount of diverse information in the same time.	3. Growth in the size of the group can lead to an increase in differences of opinion and to an aggravation of the relationship between group members.
4. In a large group, the number of people who can participate in the development and adoption of decisions, weighing and evaluating their positive and negative consequences increases.	4. With the increase in the group, the status and authority of some of its members grows, while others decrease, increasing the psychological distance between the members of the group. Opportunities for the development and use of their abilities, satisfaction. needs for communication, self-expression, recognition among some members of the group increase, while others, on the contrary, decrease, which creates unfavorable conditions for the development of each individual
5. As the size of the group grows, its "talent resource" usually increases. This increases the likelihood of making optimal decisions. For problems that have many alternative solutions, this circumstance seems to be significant.	5. With an increase in the group, the average contribution of each participant to the results of joint activities decreases

The success of the work of the group is largely influenced by the task facing it. It should be noted that the group task determines the structure of the interaction of group members in the process of their joint work, and this structure, in turn, affects the results of group work.

The composition, that is, the individual composition of the group, determined by the psychological characteristics of its members, affects the life of the group in the same way as its size and the tasks to be solved - through a system of relationships and interactions that characterize the level of socio-psychological development of the group as a team. The same composition of the group can be psychologically compatible and incompatible, efficient and inoperable, cohesive and disunited.

Highly developed groups with a heterogeneous composition - with significant individual psychological differences among group members - are better than homogeneous ones in coping with complex problems and tasks. Due to differences in experience, approaches to solving problems, points of view, thinking, perception, memory, imagination, etc., their participants approach the same problems from different angles. As a result, the number of ideas, options for proposed solutions increases and, consequently, the likelihood of an effective solution to the problem at hand increases. The heterogeneity of the composition of the group, if it is poorly developed, makes it difficult for mutual understanding and the development of a common position. Under such conditions, the heterogeneity of the composition of the group leads to contradictions and conflicts in the sphere of personal relationships. For the orderly activity of groups, it is advisable to divide them into subgroups in the process of work, consisting of people who are psychologically compatible with each other, to ensure coordination of actions and distribution of responsibilities (division of labor) between subgroups within this group.

The dependence of the success of the group's activity on the style of leadership is also directly related to the level of socio-psychological development. For a group approaching the level of collective development, having self-governing bodies, capable of self-organizing activities, collegial forms of leadership will be more effective, assuming a democratic, and in some situations even a liberal leadership style. In groups that are at an average level of development, the best results will be given by a flexible leadership style that combines elements of directiveness, democracy and liberalism. In relatively underdeveloped groups that are not ready for independent work, incapable of self-organization and having complex, conflicting interpersonal relationships, a directive leadership style with elements of democracy is preferable.

The directive style as a temporary measure can also be useful in medium-developed groups when they work in difficult situations: a new task, lack of time, unexpected and significant changes in the composition of the group, requiring a difficult and urgent redistribution of responsibilities, etc. It should, however, be remembered that too frequent, socio-psychologically unreasonable use of a directive or authoritarian style of leadership (leadership) in a group negatively affects the general mood of people, their interactions and relationships, and ultimately reduces the effectiveness of group work. This leadership style limits the independence of group members and is especially bad for solving creative problems that require independent thinking of each group member.

Of no small importance for the successful work of the group are the personal relationships that have developed in it. Mutual likes and dislikes, the frequency of communication and the emotional coloring of interpersonal contacts, and other forms of relationships can affect the effectiveness of group work in different ways. Good emotional-interpersonal relationships between group members most often contribute to their successful teamwork.

However, in groups of different levels of socio-psychological maturity, these relationships manifest themselves in different ways. With relatively simple tasks that have become familiar to members of the group, which do not require significant joint efforts from them, do not cause them physical fatigue and emotional tension, personal relationships do not significantly affect the results of group work. If the group faces unusual tasks that require complex, coordinated, coordinated actions, great efforts, giving rise to increased emotional tension (especially a stressful situation), then groups that are more developed socially and psychologically will show themselves better in such work.

The success of the work of the group also depends on the form of organization of its activities. There are several such forms of organization: collective-cooperative, organized on the basis of interaction and interdependence of group members in work; individual, based on the independent work of each; coordinated, in which everyone works independently, but correlates the process and results of their work with the activities of the other members of the group.

The choice of this or that form of organization of joint labor is determined by two factors: the task facing the group, and the level of its socio-psychological maturity. In most cases, with the exception of certain types of complex creative work, preference is given to the collective-cooperative form of organizing joint activities. It has the maximum effect, best mobilizes the intellectual, emotional and physical resources of the group members, improves the ability to perceive, process information and make optimal decisions. The same form of organization of work is better than others in preventing erroneous decisions. In complex creative work, individual and coordinated forms of organizing joint activities are preferable, sometimes combined with a collective-cooperative form of labor organization, for example, when using brainstorming techniques in group work, which will be discussed later.

The group, like any organizational entity, is subject to certain patterns in its development. It is important for an organization to be able to evaluate the effectiveness of a group. The criteria for evaluating the effectiveness of a group are approximately the same as those used to evaluate the results of an employee's work: productivity, job satisfaction, adaptation and training, etc.

Forming working group, the manager must ensure that its main parameters correspond to the conditions in which the group will function. The effectiveness of its work depends on the validity of decisions regarding the parameters of the group. Most important factors that determine the effectiveness of the group are the following:

1. Group size. The number of group members is selected based on the conditions of its functioning. Too small a group (2-3 people) reduces the possibility of specialization and can reduce the quality of work results, recruitment increases social roles per worker, the intellectual potential of the group is reduced.

A dyad is a group of two people. There is no third person in the dyad whose opinion could be consulted or who could help in case of disagreement. As a result, friction often arises between two people (especially those with different psychological personality types). People working in pairs feel or should feel this and avoid categorical judgments and actions that could lead to disagreement. In a dyad, opinions are more often asked than expressed. Dyads tend to avoid disagreement (because it can lead to failure), and this may result in apparent coherence of action, even if it does not exist (false consensus).

The desire to avoid disagreements can also be detrimental to the organization, especially if it affects the quality of the couple's work. In case of disagreement, ideas are expressed freely and discussed together. If two people who are supposed to work together can't handle their differences, or if the lack of such is detrimental to the success of the task at hand, then the dyad should most likely be abandoned.

The triad, or group of three people, poses other problems for managers. Triads have a very high potential for power struggles, unplanned alliances, and general instability. Managers are generally advised to avoid the use of triads, especially when the tasks at hand result in the need for frequent interaction of workers, which creates the opportunity to exert pressure on each other. In conditions of confrontation and struggle for leadership, these tasks cannot be solved.

A small group most often consists of at least 4 and no more than 15 people, since in a group larger than 15 people it is more difficult for its members to communicate with each other. With a group of less than 10 people, you can freely communicate with each other, but when the group becomes large, people do not catch the essence of the problems and take less part in the discussion, express fewer ideas. The concept of a small group is of interest to managers from various points of view, as working groups, project teams, commissions, etc. are usually a small group.

When forming small groups, managers should avoid an even number of group members, as groups with an even number of members are more likely to get stuck. It is better to create groups with an odd number of members - for example, 5, 7, 9 people, which work much more efficiently.

A large group is a group with more than 15 members. Large groups are organized for a short period of time. For example, a meeting of shareholders, members of a team, various kinds of conferences, etc. As the size of the group increases, the effectiveness of its activities can either increase or decrease. The consequences of increasing the size of the group include a decrease in the possibility of participation, a decrease in the level of cohesion, a decrease in the degree of job satisfaction, an increase in the formal component of the work process, etc. Large formal groups, as a rule, break up into several informal groups, the existence of which requires the manager to make an effort to orient their work in the direction of their goals.

In general, the influence of group size on its success depends on the task at hand. If by adding people to a group its effectiveness increases, then the size is a positive factor. If team members work independently, such as in a machine shop, then more people means more productivity. The size of the group can also play a positive role in the performance of tasks that require interaction within the group and joint efforts.

However, in large groups, the achievement of the set task does not always depend on the most capable members of the group, for example, on the assembly line, the weakest limit the productivity of the previous links and prevent the subsequent ones from working at full strength.

2. Composition of the group. The correct selection of the composition of the group is the most difficult task solved by the manager when forming the group. The selection of participants is carried out based on the nature and level of requirements for the quality of tasks to be solved by the group. This should take into account:

Value orientations of employees;

Compatibility of individual psychological characteristics;

Gender and age composition;

Professional and qualification characteristics of employees

Status-role relations.

Work performed in groups, as a rule, requires different knowledge, skills and personal qualities. In this regard, it is generally accepted that groups of heterogeneous composition (by gender, age, length of service in the organization) work more efficiently than groups that are relatively homogeneous in composition. At the same time, conflicts and struggles for power can arise in groups that are heterogeneous in composition, and there is a high turnover of personnel. However, with skillful management, these problems are successfully overcome.

By status in a group, we mean the position or rank that is assigned to one or another member of this group by its other members. The status can also be formal (for example, the winner of the "Best in Profession" competition) and informal (respect corresponding to merit, knowledge, etc.).

Almost every group has its formal leader, which can be the head of a department, project manager, committee chairman, president of the association, etc. Leaders largely determine the moral climate, relationships in the team and, ultimately, the effectiveness of its work.

Each member of the group is usually assigned certain roles, i.e. behaviors expected from him in accordance with the place in the group that he occupies. Everyone has to play not one, but several roles. For example, an HR manager can simultaneously be the chairman of the labor dispute resolution committee, a member of the commission on the release of work force from the enterprise, vice-president of the association of specialists personnel services. In some cases, these roles may be incompatible and contradict each other. If the behavior of the employee comes into conflict with what others expect of him, a role conflict arises.

Both in formal and informal groups, it is of great importance to determine the most typical roles that are most often used in brainstorming, business meetings and meetings. These include the following roles:

Organizer. Organizes the discussion of the problem, establishes communication between members, manages the decision-making process, resolves conflicts. Group leader. A sanguine or phlegmatic person with a high level of intelligence who has gained recognition in the group.

Idea's generator. Puts forward new ideas, explains them, identifies alternatives for decision-making, actively participates in their discussion. Sanguine or choleric with a high level of intelligence, having encyclopedic knowledge

Critic. Critically examines ideas, gives arguments "against", actively seeks out shortcomings in the formulation of the problem, goals, decision criteria. Pessimist with average intelligence, sometimes standing in opposition to the group

Expert. Identifies the "grains of truth" in the issues under discussion, argues for and against and orients the group in the right direction. An optimist with average or high intelligence, with a lot of experience and work experience.

Svyaznoy. Provides information links with other groups, delivers up-to-date information (data and rumors), connects the leader with all team members and passes orders. Choleric with an average level of intelligence, mobile, sociable, without complexes, has a good visual and auditory memory

Clerk. Responsible for office work, sometimes the cashier of the group. Records the results of the discussion of the problem and prepares documentation for the leader. Phlegmatic or choleric with average or low intelligence, has a good memory and handwriting.

The typical distribution of roles in the group provides the possibility of specific and active participation of each member of the group in solving the tasks set by the leader and binds the group members into a cohesive and efficient team. Otherwise, the group works inefficiently or is disbanded into microgroups, where new leaders create conditions for their more productive work.

3. Group norms. Group norms are expressed in standard rules that define the boundaries of the behavior of group members. Formal norms are determined by management. In informal groups, the norms provide for the interests of the participants in the interaction. They can be both positive, corresponding to the formal norms of the organization (requirements for disciplinary standards, quality of work), and negative, running counter to the requirements of formal interaction (low quality of work, resistance to change). Acceptance or non-acceptance by a person of the norms operating in the group is a condition for his entry into the group. Norms can be formalized in certain documents - standards, regulations and procedures. However, most of the norms that govern groups are informal.

4. Psychological climate in the group. A favorable psychological climate in a group is determined by a number of factors: the psychological compatibility of its members, value orientation, the level of cohesion of employees, the conflict nature of the group. Diagnostics of the psychological climate should be carried out systematically by the organization's specialists.