The essence of organizational relations. Informal relationships: the pros and cons of informal relationships in an organization What should be the relationship in an organization

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

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

Social relations are relations between social groups or their members.

Veresov N.N. argues that social relations in society are characterized by a very large variety, therefore, typology is of great importance, i.e. differentiation by type. Such typology can be made for various reasons:

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

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

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

  • dependency relationships;
  • power relations;
  • dominance relations;
  • relationships of subordination.

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

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

technical relations. In multilevel management systems, interdependence in the actions and functions of team members is of great importance. Everyone must clearly fulfill their functions and achieve the same clear performance of other employees of their functions, otherwise it is impossible to achieve comprehensively coordinated and effective activities. This is precisely the third type of relationship in the management system - technical relations.

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

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

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

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

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

Under paternalism, the hierarchy of relations is clearly expressed, and the rights of the "owner", who usually makes individual decisions, are undeniable. Subordinates are required and expected to be loyal to their superiors. The "master" vigilantly controls the actions of his subordinates, but if necessary, takes over some of the functions assigned to them. Responsibility for the success of the case or possible failures is shared. The "owner" strictly maintains the unity of the organization, but not through formal regulation, but through the approval and permanent preservation his personal influence. Despite the strict hierarchy, relationships are given a personal character that goes beyond the purely official framework.

In the case of fraternalism, the hierarchy in relationships is diligently smoothed out and softened. The desire to make decisions collectively after their collective discussion dominates. Thus, in relations with his subordinates, the leader claims, rather, the role of "leader", and not "boss" or "master". Subordinates are given sufficient independence, and mutual assistance and support is expected from both the manager and ordinary employees in joint activities. Any success is considered as a common merit of the entire team, any failure as a common misfortune for all members of the team. Relations in such an organization are emphatically informal.

In the case of partnership, although hierarchical relations exist, they are not clearly expressed. Decisions are made on the basis of discussion, where everyone makes suggestions according to their qualifications and areas of expertise. The leader does not order, but coordinates the overall actions. Relevant functions are clearly assigned to each employee, and the manager does not interfere in them, and current control is most often not provided. Subordinates must understand the meaning of the decisions made and implement them in the process of independent work. Despite the collegial nature of decisions and actions taken, relations between employees are depersonalized and transferred to a service-contact basis. The partnership is democratic - independent individuals unite for joint activities under a free contract, and the leader, as a coordinator, distributes tasks and monitors compliance with the agreed conditions and obligations.

The identified four types of relations in their "pure" form are rare, paternalism, in particular, is often implemented in the presence of elements of fraternalism or bureaucracy. Ultimately, everything depends on the composition of the participants in the joint action, the nature, content and direction of the organization within which people enter into social interactions, as well as on the composition and personal characteristics of people - leaders who carry out management functions.

Revskaya N.E. claims that knowledge of the features of the formation and functioning of social relations in the management system helps to avoid common mistakes arising in the practice of some managers. One of the most common in management practice is the mistake of excessive indulgence, manifested in the tendency to evaluate their subordinates above the real level and quality of their performance, which ultimately leads to a decrease in their creative activity and complacency, and this reduces the effectiveness of the organization. There is also the opposite - the error of excessive exactingness, reaching the level of rigidity and expressed in a tendency to underestimate everyone and everything.

Often in the practice of management, a mistake of personal predisposition is manifested, in which the leader in relation to the subordinate relies more on personal predilection than on the work of this subordinate in itself. The nimbus error occurs under the influence of the "halo effect", when in his attitude towards a subordinate, the boss is guided in the first place general impression(good or bad) produced by this employee, and not the effectiveness of his performance. The error in the freshness of impressions is expressed in the desire of the leader to evaluate the subordinate and his work only on the basis of recent events, instead of analyzing and evaluating its performance over a longer period of time.

Each of these mistakes can significantly worsen the relationship between the leader and subordinates, lead to contradictions and conflicts, which can reduce the efficiency of the organization, firm, enterprise; make it difficult for him to reach his goal. On the contrary, knowledge of these mistakes, taking into account the peculiarities of relations that develop between employees, as well as between them and their leader (managers), significantly expands the possibilities for improving the management system and increases its efficiency.

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

Social dependence is also based on the difference in status in the group, which is typical for organizations. Thus, individuals of low status are dependent on individuals or groups that are of higher status; subordinates depend on the leader. Addiction arises from differences in the possession of meaningful values, regardless of official status. For example, a leader may be financially dependent on a subordinate from whom he has borrowed a large amount of money. Latent, i.e. hidden, dependencies play important role in the life of organizations, collectives, groups.

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

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

In society, there are other, not legalized aspects of the manifestation of power dependence. The interaction of people at the personal level often leads to the emergence of power relations, paradoxical and inexplicable from the point of view of common sense. A person of his own free will, not urged on by anyone, becomes a supporter of exotic sects, sometimes a real slave to his passions, which make him break the law, decide to kill or commit suicide.

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

Formal and informal relationships. Power and partnership in the organization. Features of power relations (relations of dominance and subordination). Power by position (based on the authority of the position, possession of power resources) and personal power (based on the authority of the individual). Resources (sources of power). Varieties of power (power of reward, power of coercion, power of connections, informational power, etc.). Labor relations in the organization. Employment contract and collective agreement as a form of securing labor relations. Discipline (performing, active, self-discipline) and disciplinary relations (protective, encouraging, educational, organizational). Methods of managing disciplinary relations (economic, legal, psychological). Social partnership as the most productive type of relationship between employers and employees. Power - in the broadest sense of the word, is the ability to influence the behavior of people, power - the ability of management bodies or an individual leader, by virtue of his position in the system of formal relations in the hierarchical structure of the organization, to influence the behavior of subordinates. Power by office is not determined by the position itself, but is delegated official those to whom it is accountable. The amount of such power depends on the level of trust that an official can receive from a higher manager. Power delegated from above can be withdrawn at any time, so there is no direct relationship between the level of office and the amount of power. The organizational bases of power by position are its sources: decision-making, reward, coercion, power over resources, power of connections. Personal power is the degree of respect and loyalty to its owner on the part of subordinates. This type of power is based on the proximity of goals and is delegated from below, from subordinates. It can be selected by subordinates as a reaction to wrong actions. The most favorable situation is the concentration in the same hands of personal power and power by office. Types of power: The power of reward i manifests itself in the fact that, depending on the expected level of compensation for labor efforts in the form of gratitude, bonuses, promotion, additional leave etc., the subordinate exerts a certain degree of diligence in executing the orders and orders of the leadership.

Coercion as a source of power determines the ability of a leader to influence the behavior of a subordinate through punishment, reprimands, fines, demotions, etc. At the heart of the perception of this source of power is the fear of being punished for not following orders. For its functioning, the organization must have various kinds of resources, the regulation of the availability of which forms a source of power. With objectively limited resources, the division of the organization structure into levels allows the highest level of management to control limited resources, strengthening the right to power.



The power of connections is based on the ability of an official to influence subordinates through their perceived equivalence of this person with influential people in the organization or outside it. At the same time, a real level of equivalence may not exist; however, the power of connections perceived by subordinates adds to the official's influence in communicating with other people.

The group of sources that form the basis of personal power include: expert power, the power of example, the right to power, the power of information.

Expert power is not associated with a specific position, but determines a person’s ability to influence the behavior of other people based on their higher level of training and education. experience and talent, skills and abilities, as well as the availability of specialized knowledge.

The Power of Example associated with the ability to influence subordinates through personal attractiveness based on personal qualities and leadership style.

The right to power divides the leaders of the same level according to the ability to use power.

The power of information is based on the ability to access the necessary and important information and the ability to use it to influence subordinates, as it allows its owner to make optimal decisions. Man concluding labor contract(contract), enters into many relationships different kind, which are united by one name - labor Relations. They include property, management, ethical, aesthetic relationship, as well as relations about working time and rest time, about the honor and dignity of a person, etc.

Discipline is a social relationship that develops over the observance of social and technical standards, rules of conduct in the family, organization, society, state.

three types of discipline: performance discipline

Fulfillment by each employee of their duties. The disadvantage of this kind of discipline, although it is very attractive for example; for public service, consists in the fact that the employee is not granted rights and, moreover, they do not want him to have them and show any activity: active discipline is the use of rights in the performance of duties. This type of discipline is more preferable, since the employee is active in his behavior - he actively uses his rights: self-discipline is the fulfillment by the employee of his duties and the exercise of his rights on the basis of self-government. It also includes the manifestation by the employee of activity greater than required by the rule of law.

Disciplinary relations are a secondary form of labor relations. This form is present in any labor relationship, as it is an attitude about the performance of duties and the realization of rights, about the distribution of rights and obligations.

protective relationship. One of the sides of these relations is the administration, public organizations, bodies of public initiative - endowed with disciplinary power. The other side is the worker. Incentive relations The legal fact that gives rise to a legal relationship is the manifestation of activity by the employee in the form indicated in the hypothesis of the incentive norm. The bearer of disciplinary power may, and under certain conditions, is obliged to encourage the employee (a hypothesis is part of the rule of law, which lists the facts in the presence of which rights and obligations arise). Educational relations. Their content includes the right and duty of the administration to educate the employee, using, in particular, the method of persuasion. The purpose of the development of these relations is to increase the level of education, the formation of personality, the inculcation of the necessary skills and abilities, the formation of a worldview, and the improvement of the physical development of a person. Organizational relations. These relations are made up of activities aimed at creating and maintaining disciplinary relations.

Target: the formation of practical skills for the development of a system of motivation of the organization's personnel.

Students must identify the essence and functions of work motivation. Special attention should be referred to modern approaches and theories of personnel motivation. It is also recommended to determine the procedure for designing a personnel motivation system in an enterprise. At the lesson, students need to give answers to the questions posed, as well as by analyzing and discussing a specific situation and performing practical tasks, consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of practical tasks, analysis of the results of independent work on the topic.

1. Motivation of labor activity: essence, functions.

2. Sources of motivation.

4. Process theories of motivation.

5. The system of labor motivation methods: composition, principles of implementation.

6. Tools of the motivational process.

7. Modern model integrated system motivation.

9. Practical tasks.

The sales manager of one company, I. Ivanov, intends to purchase a car, which, in his opinion, will give him a certain weight in the team, improve the quality of his life due to previously absent amenities. After evaluating his capabilities, he identified three ways to achieve his goal:

1. take a car on lease;

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

3. Participate in lotteries and win a car.

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

2. Which way to satisfy the need is more motivationally justified?

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

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

3. Employees of a large corporation resist a merger with another large company.

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

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

Scheme of the motivational process:

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

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

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

4. implementation of motivation: creating conditions that meet the needs, providing rewards for results, creating confidence and the possibility of achieving the goal, creating an impression of the value of the reward;

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

Determine the conditions for the practical implementation of the main modern theories of motivation:

Practical lesson on the topic "Forms of staff remuneration"

Target: formation of practical skills optimal choice the mechanism of remuneration of the personnel of the organization

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

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

2. Subsystem of personnel remuneration: purpose, main goals

3. Principles of organization of wages

4. Regulation of wages

5. The structure of remuneration of an employee of the organization

6. Basic wages: forms, systems, motivational mechanism for implementation.

7. Additional wage and the motivational mechanism for its implementation.

8. Bonus and motivational mechanism for its implementation.

9. Social payments and the motivational mechanism for their implementation.

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

11. Analysis of the situation.

12. Practical task.

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

Questions for analysis, reflection and discussion

1. Analyze the development of the situation in Nika. How can the results achieved be explained? How can they be linked to the compensation system?

2. What reward system would you suggest for Nika?

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

Develop regulations governing the mechanism of remuneration in the organization.

Business game "Conflict at an industrial enterprise" to the topic "Conflicts in the organization"

I. The purpose of the game. Familiarize students with conflict situation we arising on industrial enterprises during their reconstruction, to teach to recognize the causes and types of conflicts, as well as to find possible solutions to them.

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

a) replace obsolete equipment with new;

b) reduce by about (Golovin) the number of employees;

c) improve the skills of the remaining employees;

d) find (attract) additional funding;

e) radically rebuild the entire structure of the enterprise.

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

a) administrative and managerial apparatus;

b) employees of pre-retirement age;

c) women with young children;

d) all other employees.

All employees are shareholders of their company.

The game can be played by 7 to 30 people.

III. Game participants. one.

General director of the enterprise. 2.

Technical Director. 3.

Finance manager. 4.

Personnel manager. five.

Chairman of the trade union committee. 6.

Ticket number 3 The concept of the subject and object of management. Management relations in the organization.

1. Subject of management is a leader, collegiate body or committee exercising managerial influence. The leader can be both formal and informal leader of the team. In turn, the subject of management can also be the object of management, for higher managers.

Control object- is an individual or group that can be combined into any structural subdivision and on which there is a managerial influence. At present, the idea of ​​participatory management is spreading more and more, i.e. such management of the affairs of an organization, when all members of the organization, including ordinary ones, participate in the development and adoption of the most important decisions. In this case, the control objects become its subjects.

Thus, the central figure in management process- a person who can act both as a subject and as an object.

2. By exercising control, the participants in this process (subjects and objects of control) enter into managerial relations with each other.

Managerial relations exist where there is managerial activity. Managerial relations are generated by the goals of management. Management activity acts primarily as a social activity, since it is aimed at regulating the activities of people pursuing certain goals in accordance with their needs and interests.

The content of managerial relations depends on the nature of managerial work. Relationships between people, such as when making management decision, differ from the relations that develop during the implementation of the control function. The objective basis of managerial relations is social needs in management. The parties of management relations are the subject and object of management and various subjects of management. Communication and interaction is carried out between them: vertically between higher and lower levels of management, horizontally between management links with equal rights. The main characteristic of the hierarchical structure of managerial relations (vertical relations) is the relationship of subordination, i.e. direct and obligatory subordination of the lower level of management to a higher level. Horizontal management relations are relations of management subsystems that have equal rights, but perform different management tasks. These are relations of coordination, coordination of control actions. The regulatory documents on the rights of divisions in relation to management activities should indicate what their actions and in what cases are subject to agreement with other management divisions. People entering into managerial relationships should be guided by the goals of the organization and the public interest, and not by personal, selfish interests and the interests of their unit and level of management.

management relationships can be official (formal) and informal (informal).

Formal managerial relations is a system of relations between the subject and the object of management. The activities of performers are regulated by regulations, instructions, orders, other normative documents. Formal managerial relations involve leadership and subordination. The official acts of the head should cause the subordinate to act, regardless of his desire. At the same time, when there are too many such acts, subordinates are deprived of the opportunity for creative thinking and initiative. If decisions are not made in a timely manner or insufficiently developed and incompetent, unjustified independence or inaction arises.

Entering into managerial relations for the implementation of managerial work, people follow not only official norms and rules.

They discuss and decide management issues based on personal relationships, likes and dislikes.

Informal management relationships are formed within the framework of official relations, but go beyond the formally prescribed rules. Informal relationships not related to the direct execution of direct official functions arise for comradely, related and other reasons. Informal managerial relationships can help or hinder the development of formal managerial relationships. The existence of informal managerial relations cannot be avoided; every person, regardless of his post, is a person with virtues and shortcomings, likes and dislikes. The only difficulty is that informal managerial relations do not replace formal ones, but work with them in the same direction. In many ways, it depends on the first manager, his style of work and personal interests.

Management relations in an organization: concept and typology

The organization consists of two large subsystems - managing (subject of management - S) and managed (object of management - O). The connections between the subject and the object of management are the essence of management relations.

By spatial orientation, relations are divided into:

· subordination ( or vertically) - represent relations of command and administration, on the one hand, and relations of subordination, performance, on the other, arise and are regulated on the basis of normative acts and job descriptions are of a binding nature.

· coordination(or horizontally) - represent the relationship between employees of the organization who occupy an equal and independent position in the service hierarchy, arise to coordinate and inform about the actions of various departments to achieve the goals of the organization.

By role and place in the structure, the following can be distinguished:

· basic relationship, which determine the structure of the system and form the main contour organizational structure;

Complementary relationships that create conditions for the effective implementation of the main relationships;

· duplicate relationships, which ensure the guarantee of the implementation of certain functions of the system and its individual units in the event of a violation of the links that ensure their implementation.

· Control Relationships, which ensure the rationality of both individual intercomponent links and the entire structure of the organization as a whole;

· corrective relationship, which provide changes in the implementation of intercomponent relations of the organization, allow to eliminate deviations that have arisen during the functioning of the system, and adapt the existing structure to the new situation.

By the nature of the impact can be highlighted:

positive connections;

negative connections;

neutral connections.

By discontinuity can be highlighted:

continuous relationship, which form the basis of the organization, ensure the stability of its structure

discrete relations, which suggest the presence of certain time gaps in the implementation.

By variability can be highlighted:

invariant e relations that can remain practically unchanged with various changes in the situation and conditions of the functioning of the organization;

Variable relations that, with a certain change in the situation, also change their characteristics

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

Definition

Informal relationships are relationships that can hardly be called business. They usually occur in small organizations. Employees of such companies communicate too closely, and sometimes they are relatives or best friends. It is not uncommon for good acquaintances to start building. Young people welcome familiarity in the team, they even encourage it. In what way can it be expressed? In the joint celebration of holidays, corporate parties and just spending the weekend in a close circle.

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

Formation

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

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

Characteristic

In any close-knit team, its members will maintain good relations. What can be said about informal communication?

  • group identification. People working in a team of close friends will perceive the fruit of the activity not as their own, but as a group. From the members of such a collective one can hear not the word "I", but the word "we". The person will identify himself as a member of one big family.
  • Personal contact. In what team can warm relationships be created? In one in which everyone has the opportunity to speak frankly with each other. If people don't curry favor with their friends, their relationship will be informal.
  • Distribution of roles. As in any team, in an informal one there will be a clear gradation of personalities. Every person is unique and it will show. One individual will be wary, another will be too open, and it will be difficult for a third to hide his frankness.

Behind

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

  • Good atmosphere. People go to work with pleasure. They perceive their service as a trip with friends to a cafe. Because of this, there are rarely strife and quarrels in the team. The general mood of colleagues is most often positive.
  • Company loyalty. Good professionals who have found real friends in the firm will think twice before quitting their job. Even if a qualified craftsman is offered a higher salary in another organization, he is likely to refuse the offer, as he will not be interested in creating new ones. social connections.
  • Commitment to the development of the company. Each member of the team, which is dominated by informal relationships, will strive to develop their organization. Why? A good relationship with management and colleagues will contribute to more efficient work.

Against

Informal relationships are not something to strive for. This is what most leaders think. Why do they hold such an opinion?

  • Lack of self-realization. When a person knows that he is loved and appreciated, he loses interest in development. The team is like a family. If something does not work out for one of the colleagues, everyone else will look at the flaws with eyes closed. Often this situation happens: an employee is a good storyteller, but bad worker.
  • Gossip. Where there is close communication, there is always a place for rumors and omissions. Not only women, but also men like to pass gossip to each other. Slander and slander can undermine healthy relationships in any team.
  • Inhibition of progress. A close-knit team often opposes any innovation. People think that their fragile world, which they have worked hard to build, can collapse if the boss hires a few more employees, sends someone to training, or acquires new equipment.

Structure

Informal relationships in an organization can be seen as both a blessing and a curse. The close relationship between colleagues has an impact on their labor activity and, consequently, efficiency. To successfully manage such a team, the boss must be a good psychologist. The director must analyze the relationship that has developed between his subordinates. The structure of informal relations is as follows:

  • Yours and others. In the group in which reigns there is a clear boundary that runs between them and the rest. Team members have their own roles, which are secretly distributed. It is difficult for a person from the outside to enter such a circle of communication, and sometimes it is simply impossible to do so.
  • Promotion on the hierarchical ladder. Every group has leaders and outsiders. In a team in which informal communication reigns, it will not be difficult to change your social role.
  • Downtrodden oppression. Authorities often take advantage of their privileged position. Therefore, often newcomers or those people who have not yet had time to become members of the team are oppressed by the rest.
  • Compliance with unspoken rules. The “code of honor”, ​​which all members of the team must observe, is not written anywhere, but its violation can lead to serious quarrels in the team.

Leaders

The informal nature of relations contributes to the fact that individuals appear in the group who occupy a dominant position. Such a person is informally considered a leader. He solves all emerging issues, it is to him that they turn for help, and it is he who communicates with superiors better than others. What qualities does a leader have? He must be active and be able to gain confidence. A sociable person knows everything and everyone. It is he who spreads rumors and creates a mood in the team. If necessary, the leader can force colleagues to "befriend" one or another member of their downed group. Nobody chooses leaders. Therefore, if the team does not like something, a person may lose his authority, and vacancy someone else will take it.

Chiefs

Informal labor relations are formed by management. It is the director who contributes to the rapprochement of his subordinates. If leadership does not support informal communication, then it will not be able to take root. Another thing is when the director is a liberal. He can encourage familiarity and communicate with his subordinates on you without any hesitation. Such close relationships lead to the fact that the boss becomes a direct participant in the group. He will know the weak and strong points of each member labor collective. The boss will also be aware of all personal problems. The director can help both morally and financially to overcome life's difficulties to all his wards.

Novels

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

Examples

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

An example of informal communication in a team is frequent corporate parties. Such events are not held in a restaurant, where the opportunity to communicate is minimized, but directly in the office itself. The director, together with his subordinates, can drink alcoholic drinks, joke, tell obscene anecdotes and discuss funny stories from your practice.

Good or bad

To be or not to be informal communication - management decides. And most often directors of companies come to the conclusion that friendship is friendship, and service is service. Only inexperienced businessmen encourage familiarity. A director who wants to have a strong and stable business will demand respect from his subordinates. In turn, the manager will make sure that each of the employees respects each other. People come to work to work, not to discuss personal problems. Specialists should first of all be engaged in improving their qualifications, and not discussing pressing matters. Only small business, whose leadership does not seek expansion, may allow informal communication of subordinates.

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