99638 (Formation of group behaviour in the organisations), страница 3

3. Opposed to its group and has not understood, as well as why business relations have regenerated in the interpersonal;

4. Has transplanted it in a separate room and has received the formal. The relation of translators to work: completely;

5. At last, has definitively destroyed all relations when has achieved revision of bonus system.

The conclusion

In the conclusion it is possible to draw some conclusions and to formulate ten restrictions which disturb to disclosing of potential of group and its productivity:

1. Unfitness of the head its inability on the personal qualities to rally employees, to inspire them on effective working methods.

2. Not qualified employees a typical lack imbalance of functions of the workers, an inadequate combination of professional and human qualities. For example, Vudkok and Frensis offer interesting enough distribution of office roles according to which in each working group should be idea men the directing, the planning, carrying out a role the deterrent and a little executors. The combination of roles depends on specificity of the collective, thus one worker can combine a little from the listed roles.

3. Not constructive climate. It is characterized by absence at a command of fidelity to problems, there is no high degree of mutual support in a combination to care of the blessing of each employee.

4. An illegibility of the purposes. The insufficient coordination of the personal and collective purposes, inability of a management and the personnel to the compromise. Authors underline necessity of periodic updating of objects in view, differently members of collective lose representation about prospects of the activity.

5. Low results of work. It is meant that the collective should no on reached, should show aggressiveness in achievement of the significant purposes that promotes a high self-estimation of employees, growth of personal professionalism.

6. An inefficiency of methods of work. Value of the correct organisation of gathering and granting of the information, acceptance of correct and timely decisions is underlined.

7. Shortage of an openness and confrontation presence. Necessity of free criticism, discussion strong and weaknesses of the done work, existing disagreements without false fear to be misunderstood is marked, to break business etiquette, to cause the conflict. However in practice it is exigeant, or special preparation of the personnel and the head is required.

8. Insufficient professionalism and low culture of employees. Desire to have in collective of strong employees with high level of individual abilities quite clearly. It is possible to consider correct the point of view according to which the developed employee should be vigorous, be able to operate the emotions, ready to be open to state the opinion, to possess ability to change the point of view under the influence of arguments, instead of forces, it is good to state the opinion.

9. And 10. Low creative abilities of the personnel and not constructive relations with other collectives. Last two obstacles in a way of development of collective are axiomatic and do not require the comment.

The literature list

1. Вайсман Р. С. Связь межличностных отношений с групповой эффективностью деятельности. // Вопросы психологии. – 1974. - №4

2. Гибсон Джеймс Л., Иванцевич Дж., Донелли Дж. «Организация: поведение, структура, процессы». – М., 2000.

3. Глумаков В. Н. Организационное поведение. М., 2002.

4. Громкова М.Т. Организационное поведение. М., 1999.

5. Карташова Л. Н., Никонова Т. В., Соломанидина Т. О. «Организационное поведение». М., 2000

6. Красовский Ю. Д. Организационное поведение. М., 1999.

7. Спивак В. Н. Организационное поведение и управление персоналом. СПб: Питер, 2000.