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Social and psychological methods of personnel management

Socio-psychological management methods are based on the use of a social management mechanism (system of relationships in a team, social needs, etc.). The modern management concept puts forward as priorities: conservation, cooperation, quality, partnership, integration. At the center of the strategic concept of personnel management is the person as the highest value for the organization. Such a complex organism as the personnel of a modern organization cannot be considered from the standpoint of the content of only its formal structure and its decomposition into separate parts. The management model using socio-psychological methods is presented in Fig. 1.

It should be noted that this scheme is quite conditional, since the result is influenced by many factors other than human factors. It is logical to consider the behavior of an employee as a result of his activities in the organization, which is an integral part of feedback.

Social psychological methods are based on motivation and moral influence on people and are known as “persuasive methods”. The specificity of these methods lies in the significant use of informal factors, interests of the individual, group, and team in the process of personnel management. Social-psychological methods are based on the use of laws of sociology and psychology. The objects of their influence are groups of people and individuals. Based on the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that specifically influence the personality of a particular person. This division is quite arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychological characteristics. However, effective management of human resources, consisting of a collection of highly developed individuals, requires knowledge of both sociological and psychological methods. The positive and negative impacts of socio-psychological methods are reflected in Appendix Table 4.

It must be emphasized that economic and socio-psychological methods are of an indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Sociological methods play an important role in personnel management; they make it possible to establish the purpose and place of employees in the team, identify leaders and provide their support, connect people’s motivation with the final results of production, ensure effective communications and conflict resolution in the team.

The classification of elements regulated using sociological methods is shown in the diagram in Appendix 5. As part of this work, a detailed study of them was carried out.

Social planning allows you to formulate social goals and criteria, develop social standards (standard of living, wages, working conditions, etc.) and planned indicators, contributes to the achievement of final social results: increasing life expectancy, reducing morbidity rates, increasing the level of education and qualifications employees, reduction of industrial injuries, etc.

Sociological research constitutes a scientific toolkit for working with personnel; it provides the necessary data for the selection, assessment, placement and training of personnel and allows one to make informed personnel decisions. Modern methods of sociological research are very diverse and may include: questionnaires, interviews, sociometric observations, interviews, etc.

Questioning allows you to collect the necessary information by mass surveying people using special questionnaires. Questioning is the most common sociological method and allows you to obtain data that is as close as possible to the real opinions of respondents due to the anonymity of the questionnaire, and also to identify not only individual facts, but also the significance of individual factors for respondents.

The problem of sampling arises whenever it is necessary to collect information about homogeneous groups of people. Sampling is used in “hard” survey methods, i.e. during a questionnaire or formal interview. A sample is a subset of the general population that allows one to draw more or less accurate conclusions regarding the qualities, opinions, and characteristics of the population as a whole. Sampling is used primarily in order to save the efforts and resources of researchers, because a continuous survey requires significant financial and labor costs, which may be wasted if some flaws were made in the development of the methodology.

Interviewing involves preparing a script (program) before the conversation, then, during the dialogue with the interlocutor, obtaining the necessary information. An interview is an ideal option for a conversation with a leader, politician or government figure; it is widely used when assessing candidates for vacant positions, but at the same time it requires a highly qualified interviewer and considerable time.

The sociometric method is used to diagnose interpersonal and intergroup relations in order to change, improve and improve them. The totality of interpersonal relationships in a group constitutes that primary socio-psychological structure, the characteristics of which determine not only the holistic characteristics of the group, but also the mental state of a person. With the help of sociometry, one can study the typology of social behavior of people in group activities, and judge the socio-psychological compatibility of members of specific groups. Sociometric methods make it possible to express intragroup relations in the form of numerical values ​​and graphs and thus obtain valuable information about the state of the group.

The most general task of sociometry is the study of the informal structural aspect of a social group and the psychological atmosphere prevailing in it. The sociometric procedure is carried out with the aim of:

1) measuring the degree of cohesion-disunity in the group;

2) identification of “sociometric positions,” that is, the relative authority of group members on the basis of sympathy and antipathy, where the “leader” of the group and the “rejected” are at the extreme poles;

3) detection of intragroup subsystems, cohesive formations, which may have their own informal leaders at their head.

A sociometric card is compiled at the final stage of developing a sociometric research program. The results of card processing can be presented in the form of a sociomatrix, sociogram and in the form of sociometric indices. Depending on the ratio of the index of sociometric status and the index of emotional expansiveness, each member of the group can be assigned to one or another subgroup.

Personal qualities characterize the external image of an employee, which manifests itself quite consistently in the team and is an integral part of the sociology of the individual. Personal qualities can be divided into business (organizational), which are necessary to perform specific functions and tasks, and moral (moral), reflecting the manifestation of a person’s personal morality. In personnel work, it is also necessary to know the strengths and weaknesses of employees, on the basis of which the appropriate workplace is determined, a career is outlined and promotion is ensured.

Partnership is an important component of any social group and consists of establishing various forms of relationships on the basis of which communication between people is organized. In a partnership, people act as equal members in relationships with each other, in contrast to the formal relationship between a manager and a subordinate, where there is a dependence of one person on the other.

In a partnership, relationships are built on the basis of mutually acceptable psychological methods of persuasion: imitation, requests, advice, praise. When business relationships at work are maintained in the form of friendly partnerships and common hobbies, this always contributes to the creation of a good psychological climate in the team.

Competition is a specific form of social relations and is characterized by people’s desire for success, primacy, achievement and self-affirmation. The history of competition goes back centuries. It was a form of survival for the best representatives of the species - strong, smart, courageous, healthy, and ultimately became the driving force for the development of society. The results of the competition are new discoveries, inventions, works of art, records in sports, achievements in production.

Communication is a specific form of interaction between people based on the continuous exchange of information. Interpersonal communication occurs between different people in the forms of manager - subordinate - employee - friend and other more complex forms of communication between several people. Personal communication takes place in simple forms of relationships between a manager and a subordinate, and employees among themselves, when there are two subjects of communication. Managerial communication includes three main stages: issuing administrative information; receiving feedback; issuance of assessment information.

Negotiations are a specific form of human communication, when two or more parties with different goals and objectives try to link different interests among themselves on the basis of a well-thought-out scheme of conversation (dialogue) and, as a rule, avoid direct conflict. In the most general form, we can talk about three main stages of negotiations:

1) mutual clarification of the interests, points of view, concepts and positions of the participants;

2) discussing them (putting forward arguments in support of one’s views, proposals, their justification);

3) coordination of positions and development of agreements.

Conflict is a form of collision between opposing sides, which has its own plot, composition, energy, which in the course of action is transformed into a climax and denouement and ends with a positive or negative solution to the problem. There are three groups of causes of conflict relationships: those caused by the labor process, the psychological characteristics of human relationships and the personal identity of group members. Conflicts are also distinguished by their significance for the organization and the method of their settlement and resolution, in particular, interpersonal conflicts, personal conflict between the external environment and internal morality, conflicts over the distribution of roles at work, business conflicts due to clashes of interests of various departments, family conflicts on various problems, etc.

Within the framework of socio-conflict analysis, the interrelationships of people within the framework of their relationships in the production team are studied. Firstly, these are functional relationships determined by joint work activities. Secondly, these are relationships arising from workers belonging to the same production team. Thirdly, these are psychological relationships caused by people’s needs for communication. Based on these relationships, the following main types of conflicts that disrupt the successful implementation of the corresponding connection have been identified:

1) conflicts, which are a reaction to obstacles to achieving the main goals of work;

2) conflicts that arise as a reaction to obstacles to achieving personal goals of employees within the framework of their joint work activities;

3) conflicts arising from the perception of the behavior of team members as inconsistent with accepted social norms of joint work activity;

4) purely personal conflicts between employees, caused by the incompatibility of individual psychological characteristics, sharp differences in needs, interests, value orientations, and the level of culture as a whole.

Thus, knowledge of sociological management methods allows the team leader to objectively carry out social planning, regulate the socio-psychological climate, ensure effective communications and maintain a good corporate culture. To do this, it is advisable to systematically (at least once a year) conduct sociological research in a team.

Psychological methods play a very important role in working with personnel, because are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the internal potential of a person to solve specific problems of the enterprise. The classification of elements regulated using psychological methods is shown in the diagram in Appendix 6. Let's consider their characteristics.

Psychological planning is a new direction in working with personnel to form an effective psychological state of the team. It includes:

1) setting development goals and developing criteria for the effectiveness of production activities,

2) justification of psychological standards,

3) creation of methods for planning the socio-psychological climate and achieving final results.

The results of psychological planning are:

1) formation of units (groups) taking into account the psychological compatibility of employees;

2) creating a comfortable socio-psychological climate in the team;

3) formation of personal motivation of employees based on the philosophy of the organization;

4) minimizing interpersonal conflicts;

5) development of models for professional advancement of employees based on psychological orientation;

6) growth of intellectual abilities and level of qualifications of personnel;

7) formation of an organizational culture based on norms of behavior and images of “effective” employees.

It is advisable that psychological planning and regulation be carried out by a professional psychological service of the enterprise, consisting of social psychologists.

Methods of psychological influence are the most important components of psychological management methods. They summarize the necessary and legally permitted methods of psychological influence on personnel to coordinate the actions of employees in the process of joint production activities. Permitted methods of psychological influence include: suggestion, persuasion, imitation, involvement, encouragement, coercion, condemnation, demand, prohibition, censure, command, deception of expectations, hint, compliment, praise, request, advice.

The response to psychological techniques and control methods is mood, feelings and behavior. Mood is a weakly expressed emotional experience that has not yet reached stable and conscious certainty. A feeling is a special type of emotional experience that has a clearly expressed objective character and is characterized by comparative stability. They reflect the moral experiences of a person’s real relationship with the environment in the form of emotions. There are: moral, aesthetic, patriotic and intellectual feelings. According to the degree of manifestation of feelings, emotional states are distinguished: peace, involvement, anxiety, threat, horror. Behavior is expressed as a set of interrelated reactions carried out by a person to adapt to the environment.

Experts consider five positions to be significant factors in employee behavior.

1. Motivation to work - understanding the connection between the satisfaction of individual needs and interests and the quality and quantity of work. This also includes the presence of strong motives that encourage work activity, and the use of organizational opportunities to improve labor performance.

2. Professional competence - the level of knowledge, skills and experience that determine the effectiveness of professional activities. Organizational commitment is commitment to organizational goals and values. The degree of commitment determines the employee’s readiness to take personal responsibility for the results of work and business relationships, as well as to optimally use the capabilities of the environment to solve assigned tasks.

3. Social circle - a set of people with whom an employee interacts and who influence his behavior. The following circles of communication are distinguished:

1) the closest one, which includes a limited number of people with whom any problems can be freely discussed;

2) periodic - people with whom there is a regular discussion of official issues;

3) episodic - these are all other colleagues and acquaintances.

4. Social roles - a set of actions expected from a person in accordance with his individual characteristics and place in the organizational hierarchy. The role dictates the rules of behavior and makes it predictable. The social roles of subordinates are distinguished by the method of acquisition, direction, degree of certainty, degree of formalization and degree of emotionality. The role behavior of a subordinate depends on the following personal characteristics:

1) character;

2) features of perception and assessment of one’s role;

3) acceptability of the role for the individual;

4) compliance with capabilities and desires.

5. Social status is the assessment by others of the employee’s personality and the roles he plays, which determines his real or expected place in the system of social connections. The types of employee status are:

2) formal status, determined by position, privileges, earnings, and the significance of the tasks being solved.

The development of the situation in the organization is largely determined by the behavior of employees. Behavior, in turn, changes depending on the transformation of needs and interests, priorities, moods, self-confidence, etc. The ability to predict the development of the situation and the likely reactions of employees allows the manager to make timely optimal decisions to ensure the fulfillment of organizational tasks. The forecasting process consists of the following sequence of actions.

1. Identification of symptoms - a number of facts and events that, taken together, do not provide grounds for drawing certain conclusions, but are alarming and encourage activity in the search for additional information.

2. Search and analysis of information - collection and processing of various facts that give grounds to draw a certain conclusion (diagnosis) and make a decision regarding the subject of concern.

3. Modeling: possible scenarios of events and probable patterns of human behavior; alternatives to your actions; consequences of the development of the situation and their actions.

When predicting behavior, one should take into account the employee’s conscious control and regulation of his behavior. Depending on the degree of conscious control, the following models of human behavior are distinguished.

1. Patterns of behavior not controlled by consciousness, provoked by subconscious motives and unconditional instincts. They are more likely to appear in situations of stress, emergency and danger. People also tend not to control their behavior in a situation where consciousness is “clouded” or entirely focused on a specific object.

2. Models of behavior (habits) partially controlled by consciousness, determined by conditioned instincts and stereotypes of perception. The vast majority of actions performed by a person every day are partially controlled by his consciousness, since these actions are practiced to the point of automatism. The person is confident in a positive result or does not value the result highly.

3. Models of behavior controlled by consciousness. These behavior patterns are associated with mastering new experiences, intellectual efforts, and, above all, learning. A person tries to control his behavior in a situation only when he knows that others evaluate him, or the result is important to him.

This study identified factors that help predict people's behavior:

1. Revision - interpretation of events and situations in order to present oneself in a more favorable light. Goals: justifying your decisions and actions; desire to give vent to feelings; psychological comfort.

2. Projection - the tendency to attribute one's motives to other people. It is based on individual stereotypes of perception, features of comparison and evaluation, and habits.

3. Displacement - a reaction to the psychological state of discomfort due to unsatisfied needs and the search for a “scapegoat”. Goal: psychological relaxation, sublimation.

4. Suppression - exclusion from consciousness of thoughts about experiences and needs that are unpleasant and cause suffering. It is accompanied by a refusal to take into account all factors, as well as a refusal of self-control and responsibility for the result.

5. Formation of reactive reactions - conscious suppression of strong and unwanted impulses from society with the involuntary implementation of these impulses in behavior. The principle is “you can’t, but you want to, so you can.” This is the result of a person’s non-recognition or ignorance of his true hierarchy of needs and interests, and/or a reaction to the dictates of external circumstances and the inability of volitional processes to control.

6. Protecting one’s own dignity - a reaction to internal self-esteem and comparison with others that infringes on personal integrity; the desire to protect one’s “I” and increase self-esteem.

7. Fulfillment of social roles. The more active a person’s life, the more social roles he performs. Each role is characterized by a certain “set” of behavior patterns. The dictates of social norms and one’s own experience on the fulfillment of social roles should be taken into account.

8. Rationalization - the ability to take into account factors in the maximum possible consequences of one’s actions. Depends on experience, intelligence, integrity of perception of the world in the direction of the individual. Personality orientation is the dominant motive that determines a person’s behavior for a long time.

9. Double standards - a difference in a person’s reaction to the same act depending on his interest. A person, as a rule, reacts sharply to the actions of others that infringe on his interests and dignity. However, this same person shows indifference and lack of understanding of the corresponding reactions of other people who are “touched to the quick” by his behavior or words.

The behavior prediction technique is based on identifying three components of any person’s behavior.

1. General - behavior that is characteristic of all people in a particular situation.

2. Special - behavior characteristic of a certain group of people in a specific situation.

3. Specific - behavior that is characteristic exclusively of a given person in a specific situation.

Table 1

The behavior of any person is determined by his motivation. Only motives (needs and interests) encourage people to change inaction to activity and set goals for their activities. Data from the expert survey allow us to conclude that:

1) 12% of people consider money to be the main motive for their activity;

2) 38% - recognition;

3) 35% - job satisfaction;

4) 15% - power.

Experts have also identified general patterns that determine people’s behavior:

1) the closer and more real the goal is perceived, the stronger the desire to achieve it;

2) the more dangerous and difficult the activity to achieve a goal is perceived, the weaker the readiness for it.

Conclusions to Chapter 1

Taking into account the evolution of management concepts, it should be noted that personnel management requires a systematic approach that combines both “resource management” through the formation of the necessary personnel potential, and “personnel management” through strict regulation of its activities and motivation for “ideal” behavior that implements strategies companies.

An important task of managing the social processes of an organization is the use of various types of social and humanitarian technologies as a set of means of streamlining, reproducing and updating the social environment of the organization, as a kind of algorithm for obtaining the desired results in this matter. Such technologies, based on knowledge about a person, the content and forms of social connections, are used in management activities with the aim of humanizing work, creating conditions most favorable for teamwork, free and versatile development of the individual.

It is important for social service officials to respect social priorities. With limited material, financial and other resources, preference should be given to what contributes to the achievement of the main goals of the organization and improves the quality of working life.

Social-psychological methods, first of all, are distinguished by their motivational characteristics, which determine the direction of influence, since they are based on moral values. They are developed in relation to the conditions of a particular culture, reflect its system of values ​​and norms of behavior: individual and group interests, interpersonal and intergroup relations, motivation and management of human behavior.

One of the most important areas of activity in any enterprise is personnel management. A properly designed management system can significantly improve the efficiency of a company. There are many aspects in the context of which this issue is considered, including socio-psychological methods of management.

The need to develop management methods

The work process involves the establishment of social, economic, legal and psychological relations between the employer and the personnel of the enterprise. The main goal of improving such relationships is to create comfortable working conditions for company employees in order to obtain maximum results from their activities.

Today, many enterprises do not fully utilize their potential. Previously, very little attention was paid to this issue, since there were Soviet administrative and command methods of management. Today, in every company, management creates a system of relationships with staff practically from scratch. One of the reasons for the need for properly selected socio-psychological management methods is fierce competition in the current market economy.

The psychological factor is expected to become more important in manager-employee relationships in the near future. In this regard, the demand for professional psychologists will significantly increase, whose responsibilities will include creating an optimal psychological climate in the team and counseling company employees.

Also, one of the main tasks of psychologists will be to retain qualified workers at the enterprise. Today there is an urgent need for this, since there is very often an active change of personnel. Retention will require methods of keeping employees in the workplace, encouraging them to work, strengthening bonds between individual employees, as well as between subordinates and department heads.

Management methods

The modern classification includes three main groups of personnel management methods:

• administrative)
• economic)
• socio-psychological.

The task of the first group is to create among workers a sense of duty and responsibility, as well as discipline, in order to form a clear organization of work. These methods are implemented through direct influence. Thus, every administrative act must be executed, otherwise appropriate sanctions will be imposed on the employee. The administrative group of management methods acts on the basis of internal acts of the organization and management directives.

Economic methods are based on material incentives for personnel, including bonuses and other additional payments. This is the basis of managerial influence, since in case of failure to fulfill duties, the sanctions provided for by management in relation to employees are most often of a financial nature. In the management field, these management methods occupy a leading place.

Socio-psychological management methods involve the use of social and psychological mechanisms to influence relationships in the workforce. The main feature of this group is the use for their own purposes of various informal factors or interests of individuals or the entire team. These methods affect objects in indirect ways.

All of the above methods can be used both in combination and independently of each other. This classification is not final and does not completely reflect the essence of each group. For example, administrative methods can solve some socio-psychological or economic issues. The results achieved by solving economic methods can be regulated by the administrative group.

Social and psychological methods of personnel management

Optimal relationships between people can be achieved using a set of various social and psychological methods of influencing personnel.

The successful completion of tasks is influenced by factors such as thinking, imagination, and other mental properties. Productivity may depend not only on the physical, but also on the mental and emotional state of the employee. This applies not only to individual employees, but also to all personnel, since efficiency also depends on relationships within the workforce.

Psychological methods are divided into several subcategories:

• optimal staffing of subgroups and teams)
• humanization of the labor process)
• psychological motivation)
• selection of specialists and further professional training.

Compatibility

The first subcategory of the socio-psychological management method helps to achieve the ideal ratio of employees in each of the work groups. Sociological research, surveys and testing help determine what sympathies or antipathies are manifested in a given team. Also, with their help, you can find out what place an employee should occupy, based on his psychological compatibility. The psychological climate in individual departments and in the workforce as a whole depends on these factors.

There are two types of compatibility:

• psychological)
• socio-psychological.

According to the first type, management processes must correspond to the psychology of each individual employee. The second type is formed if the best combination of behavioral types of employees is achieved, and at the same time it is based on the values ​​and interests of the workforce.

Humanization

If work at an enterprise is monotonous and does not involve creative efforts, it is necessary to make some changes by resorting to the humanization of work. You can use color or music to increase work efficiency and make the monotonous process less monotonous.

Motivation

Also, for greater activity, you should use the motivation method. Thanks to him, the employee’s work will be somehow motivated. Motivation affects directly the object itself, that is, the employees.

Social and psychological methods of management include the following methods of motivation:

• belief)
• imitation)
• suggestion)
• involvement)
• confidence)
• compulsion.

The first method is most often used. Persuasion is carried out by influencing the team by logical means in order to relieve tension or the resulting psychological barrier.

Imitation occurs through personal example, which can be set by the head of an enterprise or department. He can become a model of behavior in the enterprise, and also indicate to the employee which employee he can follow as an example. Moreover, the company's management should always be a role model for all staff in order to command respect. This affects discipline in the team and the final result of the work. The employer's actions can be discussed and evaluated by employees. Thus, the leader is a behavioral standard for subordinates.

The team can be influenced by suggestion. This method is quite effective in most cases and is most often used in the event of a conflict situation. Social and psychological methods of management depend on the authority of the one who influences subordinates through suggestion. Moreover, it must be remembered that the suggestor must also have high moral qualities.

To activate the employee, as well as increase efficiency, you can use the technique of motivation (involvement). The employee should be involved in some interesting creative work, making him a participant in this process.

By providing trust, you can emphasize the positive qualities of a particular employee, for example, experience or a high level of qualifications. In addition, the manager expresses his confidence in the employee’s ability to complete any assignment. Unlike trust, coercion is used when it is necessary to force an employee to complete a task, sometimes against his wishes.

Motivation for any work can be promising and current. Thanks to long-term motivation, the employee must overcome any difficulties that arise during the task. This is necessary for the employee to further achieve the intended goal. Intimate motivation can significantly reduce an employee's productivity because he or she has no prospects for development. Often this ends with a transfer to another job.

Competition at the enterprise

Previously, work was perceived as a means of earning money. In other words, if a worker received adequate payment for the work performed, it was believed that he should be satisfied. However, as research has shown, salary is not the only motivation for achieving successful results.

One way you can increase your work efficiency is through competition. However, it should be remembered that not all enterprises can use such psychological management methods. For example, in a company where wages are too low, working conditions are poor, and the volume of tasks performed is too large, the decision to resort to competition may be seen as an attempt to squeeze the remaining strength from the staff.

Thus, the principle of competition at the enterprise should not cause the opposite effect, as a result of which the intensity of personnel changes can only increase. The reason may be a feeling of difference between the result of the work and the payment. Stimulation must be material, since moral incentives are not able to satisfy the basic needs of employees and become full compensation for the work done. In addition, competitions become effective when the amount of payment is the market average or exceeds it.

Usually, in a group of people whose interests coincide, a struggle for primacy begins in any case. Officially, such a competition is a struggle on the hierarchical ladder. Due to the success of the employee, a promotion awaits. Unofficially, it is limited to communication at an informal level in order to establish one’s authority in the team. As a result, friendly relations are formed between employees or conflicts arise. However, experienced company management is able to direct these processes in the right direction. Competition is a means by which each employee can demonstrate his best qualities and, as a result, achieve the desired production result.

According to research, the struggle for leadership occurs only between a certain number of employees. In any team there will be people who do not accept the conditions of competition and only perform their job duties. Often joining the competition occurs on a subconscious level, since most people do not want to stand on the side of the team. Their goal is to strive to imitate those who have achieved more. In order to properly use the existing potential, experienced psychologists are needed who can guide such a struggle in the right direction.

Specifics of psychological methods

Social and psychological methods of personnel management include setting specific goals, creating performance criteria, justifying existing standards at the enterprise, planning the psychological climate necessary to achieve specific goals.

The planning results are:

• creation of separate groups, each of which is formed taking into account compatibility between employees)
• creating a comfortable working environment in the team)
• determination of employee motivation)
• eliminating conflict situations between individual employees or departments)
• creation of a unified model according to which each employee is able, if successful, to move up the career ladder)
• development of professional abilities of personnel.

In addition to the listed methods of psychological influence on enterprise employees, there are a number of less used, but no less effective, opportunities to influence the performance of team members. Each of these methods is permitted by law, but it is advisable that they be carried out by qualified psychologists.

Condemnation

If an employee periodically makes any deviations from the moral or other norms established in the team, a technique such as condemnation is used. This method of influencing a person is almost useless against the “lagging” part of the team. Conviction is also effective in case of poor performance indicators. However, excessive use of judgment can lead to the employee stopping accepting it and continuing to make mistakes with impunity. In this case, you should use other levers of pressure or fire the dishonest employee.

False expectations

Methods of social management also allow for such a method as deceiving expectations. It is effective in cases where there is intense anticipation of something. If previous events have created a certain train of thought in the employee, then false expectations contribute to the adoption of completely new ideas.

Hint

Used most often by experienced bosses or psychologists. This technique can only indirectly influence the employee, for example, with the help of a joke or analogy. Thus, the hint does not penetrate into the employee’s consciousness, but acts at the emotional level. In order not to harm a person, this method is recommended to be used, taking into account the employee’s mood. That is why the hint should be used by specialists who are confident in their competence.

Compliment

Also, a compliment carries an emotional component. It must be remembered that a compliment should not turn into flattery; it should elevate a successful employee, and not insult or offend him. A skillfully given compliment can prompt a person to think, draw certain conclusions and work more effectively in the future. Typically, items that can serve as a target for a compliment are ideas, work results, or things that relate to a given employee of the company. A type of compliment can be considered praise, which has a deeper impact on the employee.

Request

Another lever of influence that psychological methods of personnel management use is a request. This is a fairly common way of informal communication between a subordinate and a manager in many enterprises. The request may include a simple instruction, but in reality it is used as a demonstration of the friendly attitude of management towards the staff.

Behavioral reactions

Any influence may have its own reaction. The main components of a reaction are mood, behavior and feelings. They depend both on the chosen method of influence and on the person for whom it was intended.

1. Mood is usually not very pronounced and is a weakly expressed experience. It may only be in its infancy and not reach any clear definition.
2. Feelings, unlike moods, are more pronounced. They are quite stable and have a specific subject nature. Emotions caused by feelings can be positive, negative or ambivalent. The main task of a psychologist is to try to develop a method of personnel management in which employees would experience only positive emotions.
3. Unlike the two previous components, behavior is more pronounced. As a result of emotions and experiences, an employee can react to any event by displaying his behavior. It can provide for absolute rejection of violence, be highly moral, normal, immoral, or cause results that are completely contrary to current legislation.

Research methods and other aspects

At the heart of any activity are human needs and resources. In order to deploy resources, needs must be satisfied, and social management techniques must also be used for this purpose. To determine what needs staff currently have, sociological research can be conducted. This will allow you to effectively plan future activities in relation to personnel management and, as a result, reduce staff turnover.

Various sociological methods of studying the problem include surveys, data processing, assessments, and further training of personnel in order to improve the activities of the workforce.

1. The simplest method is a survey - employees are surveyed en masse, most often anonymously, and based on the survey, a schedule of needs is drawn up. In this way, some requests of the majority of the staff can be satisfied.
2. Interviewing is considered the ideal way to communicate with management. Although the interview requires the specialist who conducts it to have a fairly high level of qualifications, correctly selected and formulated questions will allow you to obtain the most complete and reliable information about each employee. However, another disadvantage is the significant amount of time that needs to be spent on the interview process.
3. Psychologists can also use a method such as observation. With its help, you can identify in a person those qualities that often manifest themselves in an informal setting. This method requires psychologists to have a fairly high level of qualifications.

After studying the capabilities of the staff as a whole and each employee individually, psychologists and management must develop a system of relationships between employees and departments. Proper research will help you make effective connections. Unlike the above competition, workers must cooperate with each other. Partnership presupposes equal relationships within the workforce. Often the “manager-subordinate” system is broken, and the company does not have any dependence of some employees on others.

Conflicts and their resolution

Sometimes, due to an incorrect management system, a conflict may arise between management and the labor collective subordinate to it, or such a situation arises within the team without the participation of management. Most often, conflicts can be observed regarding the distribution of roles in the department. Problematic situations also often arise between departments. This can happen for two reasons: if departments are engaged in similar activities and compete with each other, or if departments have different areas of activity, but are in close contact with each other. For example, if one department assigns tasks to employees of another, without completely understanding the specifics of their activities. The result may be either an incorrectly defined task or unsatisfactory performance.

The main signs of a brewing conflict are minor misunderstandings and incidents, discomfort in the workplace, and a feeling of awkwardness in the team. Such problems can be solved by a manager and a psychologist, who can either restore a calm atmosphere and prevent/resolve the conflict, or carry out a reorganization in such a way that the conflicting parties do not interfere with each other, but still fulfill their responsibilities.

When solving a problem, the psychologist must have access to the characteristics of employees. For this purpose, all information collected during testing is processed. As a result, the psychologist receives information about each employee such as personality type, character, temperament, etc. Not only a person’s behavior depends on this, but also his labor potential, which he is ready to demonstrate in the course of work.

• Corporate culture

Keywords:

1 -1

Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the internal potential of a person to solve specific problems of the enterprise. The classification of elements regulated using psychological methods is shown in Fig. 4. Let us give their characteristics.

Psychological planning constitutes a new direction in working with personnel to form an effective psychological state of the enterprise team. It is based on the need for the concept of comprehensive development of a person’s personality, eliminating negative trends in the degradation of the backward part of the workforce. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. We include the following as the most important results of psychological planning:

1. formation of units (“teams”) based on the psychological compliance of employees;
2. comfortable psychological climate in the team;
3. formation of personal motivation of people based on the philosophy of the enterprise;
4. minimizing psychological conflicts (scandals, grievances, stress, irritation);
5. developing a career based on the psychological orientation of employees;
6. growth in the intellectual abilities of team members and their level of education
7. formation of a corporate culture based on norms of behavior and images of ideal employees.

It is advisable that psychological planning and regulation be carried out by a professional psychological service of the enterprise, consisting of social psychologists.

The branches of psychology and knowledge of their research methods allow us to make a correct analysis of people’s state of mind, build their psychological portraits, develop ways to eliminate psychological discomfort and create a good team climate. Psychology is an experimental science that studies the relationships of mental processes in human life. The focus of psychoanalysis is on mental processes and motivations of human drives, primarily mental and sexual. Labor psychology studies the psychological aspects of professional selection, career guidance, professional fatigue, tension and intensity of work, accidents, etc. Management psychology analyzes aspects of the behavior of people in the work team, the relationship between a manager and a subordinate, problems of motivation and psychological climate. Psychotherapy studies methods of mental influence by words, actions, and environment on a person with certain mental disorders for the purpose of treatment. Methods such as self-hypnosis (autogenic training), suggestion (hypnosis), and meditation are gradually becoming part of management practice.

Personality types characterize a person’s internal potential and his general orientation toward performing certain types of work and areas of activity. There are several approaches to typifying a person’s personality: Cattell’s 16-factor personality characteristic, Freud’s theory of dreams and drives, based on the classification of behavioral roles, etc.

Temperament is a very important psychological characteristic of an individual for determining the purpose and place of each employee in a team, the distribution of management tasks and psychological techniques for working with a specific person. There are four main temperaments: sanguine, phlegmatic, choleric and melancholic.

Character traits determine the direction of a person’s world and the level of need for communication. Based on the predominance of certain character traits, people are divided into extroverts and introverts. An extrovert is extremely sociable, responds to everything new, interrupts an activity, sometimes without finishing the work, if a new interlocutor or stimulus arises. Motivation for activity is fickle and is directly dependent on the opinions of others, altruistic inclinations are expressed, and sometimes a person forgets himself for the sake of others. Typical extroverts in history were Peter I, the pilot V.P. Chkalov, in art - the film characters of Charles Chaplin.

An introvert is closed, his behavior proceeds only from internal considerations, so sometimes his actions seem pretentious and eccentric to those around him. His intuition is well developed, he calculates the situation very accurately, his decisions are often promising and justified in the future. An introvert is emotionally cold, poor facial expressions and gestures alarm interlocutors and prevent frankness in conversation. Typical introverts I. Stalin and Chekhov's "man in a case."

Characters from the point of view of a person’s attitude to the external and internal world can be considered in relation to the surrounding reality and to other people (positive, neutral, negative), in relation to oneself (overestimated, normal, underestimated) and to work (study).

Personality orientation is an important psychological characteristic of a person and is considered from the point of view of needs, interests, motives, beliefs and worldviews.

Intellectual abilities characterize the capabilities of understanding, thinking, and consciousness of a person and are important for professional guidance, assessing people, career planning and organizing movement up the career ladder. The main attention should be paid to the level of intelligence of the employee, which has three gradations (high, medium, low). Rational thinking abilities are an integral requirement for management personnel and specialists. The level of consciousness determines the employee’s compliance with the moral code of the enterprise. Logical abilities are indispensable in engineering and scientific activities. Intellectual abilities are identified using psychological methods. Human memory is an important component of intellectual abilities. There are significant differences in the capacity of long-term and working memory between different people.

Methods of cognition are tools with which a person studies reality, processes information and prepares draft decisions. The most well-known methods of cognition are analysis and synthesis, induction and deduction. Analysis involves studying a phenomenon based on classification, division into elements, identifying alternatives, and studying internal patterns. Synthesis, on the contrary, is based on the study of interelement connections, the construction of a system from individual elements, and the study of external patterns and connections. In the process of cognition, analysis and synthesis are used together, for example, when constructing a diagram of the organizational structure of enterprise management.

Induction is an inference from the particular to the general based on the study of various facts and events, based on the results of which a hypothesis (general statement) about a certain pattern is developed. Deduction, on the contrary, is an inference from the general to the particular, when hypotheses (rules, principles) are put forward in the form of absolute truth, from which conclusions are drawn about particular patterns. An example of the application of induction and deduction methods is the development of an enterprise philosophy.

Cognition of reality is carried out through sensation and perception of the external world and information. They are the subject of psychology, and there are special methods for their development. Philosophy considers cognition as a process from living contemplation to abstract thinking.

Psychological images make it possible to train personnel based on typical patterns of behavior of historical figures, major managers and production innovators. Artistic images are used for the aesthetic and cultural education of enterprise employees, especially young people. Graphic images form an integral part of engineering activities, especially with the use of modern multimedia technical means, when the design of new technologies is carried out on a computer. Visual images are very useful in personnel work, because... make it possible to ensure recognition of a specific individual in the work team. Psychological images are an ideal form of reflecting objects and phenomena of the material world in the human mind. Psychological images at the sensory stage of cognition are formed through sensation, perception and representation. In the process of thinking, images are formed on the basis of concepts, judgments and conclusions. The material form of embodiment of images are practical actions, spoken language, writing, and various symbolic models.

In the management process, historical, artistic, graphic, audiovisual and iconic images are most often used. Historical images are widely used by describing the lives of great people to educate young workers and justify decisions made.

Artistic images are an important component of the design of office premises, the formation of a culture of management and technical equipment. Graphic images are widely used in management regulation (schemes, graphs, models, general plans) and to justify decision-making. Audiovisual images are an inseparable part of modern computer and television technology, providing workers with timely information in a man-machine dialogue mode. Iconic images allow the use of mathematical methods for making management decisions (matrices, management models, crosswords, etc.).

Methods of psychological influence are considered to be among the most important elements of psychological management methods. They concentrate all the necessary and legally permitted methods of influencing people for coordination in the process of joint work. Methods of psychological influence include suggestion, persuasion, imitation, involvement, coercion, inducement, condemnation, demand, prohibition, placebo, censure, command, disappointed expectation, “explosion,” the Socratic method, hint, compliment, praise, request, advice. Let's look at them in more detail.

Suggestion represents a psychological, targeted influence on the personality of a subordinate on the part of the manager through his appeal to group expectations and motives for motivating work. Suggestion can cause in a person, sometimes against his will and consciousness, a certain state of feelings and lead to the person committing a certain act. An extremely negative form of indoctrination is the zombification of the individual, when a person is instilled with strictly defined forms of behavior that go beyond moral norms (mafia groups, gang formations, religious sects such as “Aum Senrike”, etc.).

Persuasion is based on a reasoned and logical influence on the human psyche to achieve set goals, remove psychological barriers, and eliminate conflicts in the team.

Imitation is a way of influencing an individual employee or social group through the personal example of a manager or innovator of production, whose behavior patterns are an example for others.

Involvement is a psychological technique by which employees become participants in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in a team, etc.

Incentive is a positive form of moral influence on a person, when the positive qualities of an employee, his qualifications and experience, and confidence in the successful completion of the assigned work are emphasized, which allows increasing the moral significance of the employee in the enterprise. In the Soviet period, such forms as being included on the Board of Honor, presenting a Certificate of Honor, awarding the title “Winner of the Competition”, “Striker of Labor”, etc. were widely used to encourage people to work.

Coercion is an extreme form of moral influence, when other methods of influencing a person have failed and the employee is forced, perhaps even against his will and desire, to perform certain work. It is advisable to use coercion only in emergency (force majeure) circumstances, when inaction can lead to casualties, damage, loss of property, people, and accidents.

Condemnation is a method of psychological influence on a person who allows large deviations from moral standards in the team or whose work results and quality of work are extremely unsatisfactory. This technique cannot be used to influence people with weak psyches and is practically useless to influence the backward part of the team. For example, the comradely trial in the film "Afonya" turned from a conviction into a farce.

The requirement has the force of an order. In this regard, it can only be effective if the leader has great power or enjoys unquestioned authority. In other cases, this technique may be useless or even harmful. In many respects, a categorical requirement is identical to a prohibition, which acts as a mild form of coercion.

Prohibition involves an inhibitory effect on the individual. We include the prohibition of impulsive actions of an unstable nature, which, in essence, is a variant of suggestion, as well as the prohibition of illicit behavior (drinking, inactivity, attempted theft or marriage).

This method stands on the verge of two main methods of influence - coercion and persuasion.

Placebos have long been used in medicine as a method of suggestion. Its essence lies in the fact that the doctor, prescribing some indifferent drug to the patient, claims that it will give the desired effect. The patient's psychological attitude toward the beneficial effects of the prescribed medication often leads to a positive result. In production, a placebo is an example of the behavior of an authority figure, when workers are easily demonstrated to perform certain actions, overcoming pain, excessive fatigue, fear of heights, etc. Seeing this, workers can just as easily repeat the actions shown without experiencing unpleasant sensations. If observers notice that the demonstration is carried out through force, then there will be no effect. In general, the placebo effect lasts only until the first failure, until workers understand that the ritual actions that they so scrupulously performed have no basis in reality.

Blame has persuasive power only in conditions when the interlocutor identifies himself with the leader: “he is one of us.” In other cases, reprimand is perceived as a mentoring admonition that can be listened to, but which does not need to be followed. Due to the fact that a person quite actively defends his “I,” he often views this technique as an attack on his independence.

Command is used when quick and precise execution is required without any critical reactions. There is no reasoning when executing commands. In life there are prohibitive and incentive types of commands. The first: “Stop it!”, “Stop being nervous!”, “Shut up!” etc. - aimed at immediate inhibition of unwanted acts of behavior. They are spoken in a firm, calm voice or in a voice with an emotionally charged tone. Second: “Go!”, “Bring it!”, “Do it!” etc. - are aimed at including the behavioral mechanisms of people.

False expectation is effective in a situation of tense anticipation. Preceding events should form a strictly directed train of thought in the interlocutor. If the inconsistency of this direction is suddenly revealed, then the interlocutor finds himself at a loss and accepts the idea proposed to him without objection. This state of affairs is typical for many situations in life: “The driver, sent on a business trip by car, died in a car accident. After his funeral, organized at the expense of the company, the crying wife sharply said to the head of the car workshop:

You killed my husband.

Yes,” he answered quietly. - You are absolutely right".

The woman didn't say anything. She expected anything - excuses, indignation, noble indignation, but not sincere confession. They exchanged two or three more phrases. The woman left, leaving a farewell note at the door; "Thank you... for not lying..."

“Explosion” is a technique known as an instant personality restructuring under the influence of strong emotional experiences. It is described in detail in fiction (the heroes of the novels by V. Hugo “Les Miserables”, A. Dumas “The Count of Monte Cristo” and many others). The use of an “explosion” requires the creation of a special environment in which feelings would arise that could amaze a person with their surprise and unusualness. In such an environment, a person’s nervous processes fail. An unexpected stimulus causes him severe stress. This leads to a radical change in views on things, events, individuals and even the world as a whole.

The Socratic method is based on the desire to protect the interlocutor from saying “no.” Once the other person says no, it is very difficult to turn him around. The method is named after the ancient Greek philosopher Socrates, who often used it, trying to conduct a conversation in such a way that it would be easier for the interlocutor to say “yes.” As we know, Socrates certainly proved his point of view without causing not only obvious indignation, but even the slightest negative reactions from his opponents.

Let's say you are driving around a factory and see a group of young workers in the green recreation area of ​​the workshop. The lunch break is over. "Isn't it hot today?" - you notice. "Yes". - “The sun is scorching. Isn’t it scorching?” - "Yes". - “Probably thirsty?” - "Yes". - "It's time for vacations ahead. Do you want to go to the river?" - "Yes". - "You're working half-heartedly, aren't you?" - "Yes, probably so."

A hint is a technique of indirect persuasion through jokes, irony and analogy. In a sense, a form of hint can be advice. The essence of a hint is that it appeals not to consciousness, not to logical reasoning, but to emotions. Since a hint carries the potential to insult the personality of the interlocutor, it is best to use it in a situation of a specific mood. The criterion for the measure here can be the prediction of self-experience: “How would I feel if I were given such hints?”

A compliment is often confused with flattery. If you tell a person: “How smoothly you speak!”, then this will flatter him. Flattery is not pleasant for everyone, although people often do not brush it aside. A French proverb says "Flattery is the ability to tell a person what he thinks about himself." A compliment does not offend anyone, it elevates everyone. Flattery is simple and understandable. A compliment prompts a person to think, to guess. The subject of flattery is people and their qualities, and the subject of a compliment is things, deeds, ideas, etc., indirectly related to people. If you say to an older woman: “How young you look,” it can offend her. If you say this: “We haven’t met. five years, and you look great and have even lost weight,” this would be a compliment.

Praise is a positive psychological technique for influencing a person and has a stronger effect than condemnation. Sometimes it is enough to tell a young employee: “Today you are working much better and if you improve your quality a little more, you will achieve excellent results.” However, such praise for an experienced worker can be perceived as an insult, and it is better to celebrate his successes in a solemn atmosphere in front of the entire team.

The request is a very common form of communication between colleagues, young and experienced employees and is less often used in the relationship between a manager and subordinates. The applicant seeks advice, help, or instructions from another employee when he has doubts about the forms and methods of performing the work or is unable to do it himself. The manager's request is an effective method of leadership because... is perceived by the subordinate as a benevolent order and demonstrates respect for his personality.

Advice is a psychological method based on a combination of request and persuasion, often used in relationships between colleagues, mentors of young workers and experienced managers. You can tell the worker: “Ivanov, replace the tool” - this is a form of order. You can say it differently: “I advise you to replace the tool.” However, in operational work that requires quick decisions, the use of advice and requests by the manager should be minimized and eliminated in cases where the worker allows defects and failure of tasks.

Behavior is a set of interrelated reactions carried out by a person to adapt to the external environment. Human behavior can be represented as a sinusoid of oscillations or Brownian motion within a fairly wide field formed by moral norms accepted in the social group (team, family) to which the person belongs. Public morality depends on the economic system of society, nationality, social class, standard of living, education and a number of other characteristics; the formation of public morality has historically been carried out by religion for many millennia and recorded in the sacred scriptures (Bible, Koran) in the form of patterns of behavior of God and angels and the devil. This allows us to propose a classification of five main forms of human behavior in a social group:

? “angelic”, tuned to patterns of supernatural behavior, denial of evil and violence, fetishization of the principle “man is man’s friend, comrade and brother.” Very few people in society can be classified as this form of behavior;

• highly moral, proclaiming human virtue, adherence to only high principles of behavior (honesty, decency, unselfishness, generosity, wisdom, sincerity, etc.). In all states, the aristocracy, clergy and intelligentsia are considered bearers of high morality;
• normal, built on the implementation of the principles of public morality, allowing deviations and shortcomings, recognizing the dialectical unity of good and evil, power and money. The majority of society and the workforce are in the zone of normal behavior;
• Immoral behavior is characteristic of people who constantly violate the moral code of society. People of this type place personal interests, motives and needs above established norms in a social group; they do not feel remorse when violating the law and religious commandments. Immoral behavior is characteristic of the backward part of the work collective (drunkards, slackers, truants, swindlers), who over time turn into a criminal environment or join the ranks of social outcasts (“homeless people”).
• “diabolical”, i.e. absolutely immoral, illegal and contrary to the law, excluding the observance of public morality, opposing “angelic” behavior. In religion, the images of the devil (Satan and the devil) are well described. This behavior is demonstrated by some representatives of the criminal world (murderers, rapists).

Classifying people according to the above forms of behavior allows you to choose the right methods of psychological influence (Table 1).

Table 1 Behavior and methods of influence

So, socio-psychological methods represent the most subtle tool for influencing social groups of people and a person’s personality. The art of managing people lies in the dosed and differentiated use of certain techniques listed above.

The instability of the economic condition of the enterprise, financial difficulties, late payment of wages, long downtime, of course, do not contribute to maintaining a good socio-psychological climate, because The manager is forced to devote much more time not to human communication and personnel management functions, but directly to production, marketing, finance, i.e. other functions.

An example of socio-psychological management methods is the satisfaction and stimulation of personnel. To retain good employees, you should make sure that they are happy and satisfied, try to stimulate them to do their job better, which, in turn, will benefit the company.

A small business owner can retain his employees and keep them happy, for example, by creating a positive work environment. You should consider whether heating, ventilation, and lighting are sufficient? Workers will be unhappy if they have to work in a hot, stuffy environment. It is also necessary to think about the layout of the premises: does each employee have his own workstation, is the office equipment modern and easy to use, can employees sit comfortably at their desks on chairs that will not cause back pain, etc. You especially need to think about the working environment if the company employs disabled people. For blind and visually impaired workers, corridors and passages must be clear of obstructions. For visually impaired workers, written documents should be enlarged using a photocopy machine, and any signs and announcements should be written clearly and clearly.

Workers who are deaf or hard of hearing will appreciate the use of equipment such as flashing lights, headphones or amplifiers. For workers who have difficulty walking or are confined to wheelchairs, it is necessary to provide ramps with railings at a certain height, wide doorways; clean non-slip floors; signs, instructions, sticks, switches and handles at convenient heights, as well as adapted toilets and bathrooms. This list is by no means exhaustive. The best way to decide how to meet the needs of a person with a disability is to put yourself in their shoes. For example, why not spend the working day in a wheelchair to provide a good working environment for the disabled person.

If we consider the experience of foreign countries in enterprise personnel management, the Japanese style of personnel management is distinguished by respect for people, formed through a system of lifelong employment, slight differentiation of career advancement, as well as systematic training and involvement of personnel in management. Lifetime employment systems are valuable in creating a feeling among staff that “everyone is in the same boat.” At the same time, there are many opportunities for staff to move up and increase wages. But the differentiation of workers is insignificant, so they consider conscientious work profitable. On the other hand, an emphasis on learning and empowering participation in management improves understanding of the role of one's work. These factors lead to high productivity, receptivity to innovation and, ultimately, high competitiveness in global markets.

Rice. 4. Elements regulated by psychological methods

Social-psychological methods are based on motivation and moral influence on people and are known as “persuasive methods”:
1. Establishment of moral sanctions and rewards.
2. Development of initiative and responsibility among employees.
3. Establishing social norms of behavior.
4. Creation of a normal psychological climate.
5. Formation of teams and groups.
6. Satisfying cultural and spiritual needs.
7. Social and moral motivation and stimulation.
8. Participation of workers in management.
9. Creating a creative atmosphere.
10. Social and psychological planning.
11. Social and psychological analysis.

Socio-psychological management methods are based on the use of a social management mechanism (system of relationships in a team, social needs, etc.). The specificity of these methods lies in the significant use of informal factors, interests of the individual, group, and team in the process of personnel management. Social-psychological methods are based on the use of laws of sociology and psychology. The objects of their influence are groups of people and individuals. Based on the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that specifically influence the personality of a particular person.
This division is quite arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychological characteristics. However, effective management of human resources, consisting of a collection of highly developed individuals, requires knowledge of both sociological and psychological methods.
Sociological methods play an important role in personnel management, they make it possible to establish the purpose and place of employees in the team, identify leaders and provide their support, link the motivation of people with the final results of production, ensure effective communications and conflict resolution in the team.
The setting of social goals and criteria, the development of social standards (standard of living, wages, need for housing, working conditions, etc.) and planned indicators, the achievement of final social results is ensured by social planning .
Sociological research methods, being scientific tools in working with personnel, provide the necessary data for the selection, assessment, placement and training of personnel and allow you to make informed personnel decisions. Questioning allows you to collect the necessary information by mass surveying people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then, during the dialogue with the interlocutor, obtaining the necessary information. Interview- the ideal option for a conversation with a leader, politician or government figure - requires a highly qualified interviewer and considerable time. Sociometric method is indispensable when analyzing business and friendly relationships in a team, when, based on a survey of employees, a matrix of preferred contacts between people is built, which also shows informal leaders in the team. Observation method allows you to identify the qualities of employees that are sometimes discovered only in an informal setting or extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are resolved in an informal conversation.
Psychological methods play an important role in working with personnel, since they are aimed at a specific individual worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior, in order to direct the internal potential of a person to solve specific problems of the organization.
Psychological planning constitutes a new direction in working with personnel to form an effective psychological state of the organization’s staff. It is based on the need for the concept of comprehensive development of the individual, eliminating negative trends in the degradation of the backward part of the workforce. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of units (“teams”) based on the psychological compliance of employees; comfortable psychological climate in the team: formation of personal motivation of people based on the philosophy of the organization; minimizing psychological conflicts (scandals, grievances, stress, irritation); developing a career based on the psychological orientation of employees; growth in the intellectual abilities of team members and their level of education; formation of a corporate culture based on norms of behavior and images of ideal employees.

Social-psychological methods are based on creating a favorable moral and psychological climate in the team and providing the opportunity to develop and realize the personal abilities of employees, which will result in increased satisfaction and, as a consequence, the efficiency of employees and the enterprise as a whole. Important mechanisms of socio-psychological management methods are persuasion, criticism, information, and the leader’s speech to people. Thanks to the use of these methods, mechanisms of work motivation that are not related to the satisfaction of material needs are activated. Such methods require virtually no material costs. However, the disadvantage is that incentives based on people's material needs are not used. In addition, it is very difficult to predict the results of using socio-psychological methods on the board.

The main goal of using this group of methods is to create a positive socio-psychological climate in the team, thanks to which educational, organizational and economic problems are largely solved. In other words, the goals set for the team can be achieved using one of the most important criteria for the efficiency and quality of work - the human factor. The ability to take into account the “human factor” will allow the manager to purposefully influence the team, create favorable working conditions and, ultimately, form a team with common goals and objectives.

The need to use socio-psychological methods in the practice of managing an organization is obvious, since they make it possible to timely take into account the motives of activity and the needs of employees, see the prospects for changing a specific situation, and make optimal management decisions.

Techniques and methods of socio-psychological influence are largely determined by the leader’s preparedness, his competence, organizational skills and knowledge in the field of social psychology. Socio-psychological management methods require that the team be led by people who are flexible enough and who know how to use various aspects of management. The success of a leader in this direction depends on how correctly he applies various forms of socio-psychological influence, which will ultimately form healthy interpersonal relationships. As the main forms of such influence, we can recommend planning the social development of work collectives, persuasion as a method of education and personality formation, economic competition, criticism and self-criticism, permanent production meetings, which act as a method and as a form of workers’ participation in management, various kinds of rituals and rituals.

Based on the scale and methods of impact, these methods can be divided into two main groups:

• - sociological methods that are aimed at groups of people and their interactions in the production process (the external world of man);
• - psychological methods that specifically influence the personality of a particular person (the inner world of a person).

This division is quite arbitrary, because In modern social production, a person always acts not in an isolated world, but in a group of people with different psychology. However, effective management of human resources, consisting of a collection of highly developed individuals, requires knowledge of both sociological and psychological methods.

Let's look at them in more detail:

Sociological methods play an important role in personnel management; they make it possible to establish the purpose and place of employees in the team, identify leaders and provide their support, connect people’s motivation with the final results of production, ensure effective communications and conflict resolution in the team.

Among the sociological methods, social planning and sociological research methods should be noted.

Social planning provides setting social goals and criteria, developing social standards (standard of living, wages, need for housing, working conditions, etc.), planned indicators and indicators for achieving final social results. These indicators include: an increase in life expectancy, a decrease in morbidity rates, an increase in the level of education and qualifications of workers, a reduction in occupational injuries, an increase in living space per employee, etc.

Methods of sociological research constitute scientific tools in working with personnel; they provide the necessary data for the selection, assessment, placement and training of personnel and allow you to make informed personnel decisions.

The objects of study and influence of sociological management methods are: personal qualities of workers, morality, partnership, competition, communication, negotiations, conflicts.

Personal qualities characterize the external image of an employee, which manifests itself quite consistently in the team and is an integral part of the sociology of the individual. Personal qualities can be divided into business (organizational), which are necessary to perform specific functions and tasks, and moral (moral), reflecting the manifestation of a person’s personal morality. In personnel work, it is also necessary to know the strengths and weaknesses of employees, on the basis of which a workplace is selected for them, a career is planned and promotion is ensured.

Morality is a special form of social consciousness that regulates the actions and behavior of a person in society with the help of moral norms. In the process of historical development of mankind, moral norms received everyday expression in the form of folk wisdom and ideological justification in religious teachings based on the ideals of good and evil, honor and dishonor, wisdom and stupidity, approval or condemnation, etc. Currently, the best Western companies (Sony ", "Nissan", "Ford", "IBM", "Mitsubishi") the formation of corporate morality and culture is set as a priority task.

Partnership is an important component of any social group and consists of establishing various forms of relationships on the basis of which communication between people is organized. In a partnership, people act as equal members in relationships with each other, in contrast to the formal relationship between a manager and a subordinate, where there is a dependence of one person on the other. There are the following forms of partnership: business, friendly, hobby (hobby), family (between relatives), sexual (intimate relationships between people). In a partnership, relationships are built on the basis of mutually acceptable psychological methods of persuasion: imitation, requests, advice, praise. When business relationships at work are maintained in the form of friendly partnerships and common hobbies, this always contributes to the creation of a good psychological climate in the team. Thus, partnership is one of the key components of the corporate culture of an enterprise and sociological methods in working with personnel.

Competition is a specific form of social relations and is characterized by people’s desire for success, primacy, achievement and self-affirmation. The history of competition goes back centuries. It was a form of survival for the best representatives of the species - strong, smart, courageous, healthy, and ultimately became the driving force for the development of society. The results of the competition are new discoveries, inventions, works of art, records in sports, achievements in production. It is interesting that Western, and, above all, Japanese companies, having carefully studied the experience of socialist competition, successfully applied it to the national mentality of their workers and the corporate interests of the company in the form of quality circles, workers' councils, etc.

Communication- this is a specific form of interaction between people based on the continuous exchange of information. Interpersonal communication occurs between different people in the forms of “manager - subordinate - employee - friend” and other more complex forms of communication between several people. Personal communication takes place in simple forms of relationships between a manager and a subordinate, and employees among themselves, when there are two subjects of communication. Verbal, or verbal, communication occurs in the process of oral or written exchange of information. Nonverbal communication occurs when other sign forms of transmitting information are used, for example, gestures, facial expressions, sounds, posture, etc. Managerial communication includes three main stages: issuing administrative information, receiving feedback, and issuing evaluation information.

Negotiation- this is a specific form of human communication, when two or more parties with different goals and objectives try to link different interests with each other on the basis of a well-thought-out conversation pattern (dialogue) and, as a rule, avoid direct conflict.

Conflict- a form of collision between opposing sides, which has its own plot, composition, energy, which, as the action progresses, is transformed into a climax and denouement and ends with a positive or negative solution to the problem. There are interpersonal conflicts, personal conflict between the external environment and internal morality, conflicts over the distribution of roles at work, business conflicts due to the clash of interests of various departments, family conflicts over various problems, etc.

Conclusion: So, knowledge of sociological management methods allows the team leader to objectively carry out social planning, regulate the socio-psychological climate, ensure effective communications and maintain a good level of corporate culture. To do this, it is advisable to systematically (at least once a year) conduct sociological research in a team; It is especially useful to know the opinion of team members about the leader.

Psychological methods play a very important role in working with personnel, because are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the internal potential of a person to solve specific problems of the enterprise.

Of particular importance among psychological management methods is psychological planning, which represents a new direction in working with personnel to form an effective psychological state of the enterprise team. It is based on the need for the concept of comprehensive development of a person’s personality, eliminating negative trends in the degradation of the backward part of the workforce. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. The most important results of psychological planning include:

• - formation of units (“teams”) based on the psychological compliance of employees;
• - comfortable psychological climate in the team;

formation of personal motivation of people based on the philosophy of the enterprise;

minimizing psychological conflicts (scandals, grievances, stress, irritation);

• - development of a career based on the psychological orientation of employees;
• - growth in the intellectual abilities of team members and their level of education;
• - formation of a corporate culture based on norms of behavior and images of ideal employees.

It is advisable that psychological planning and regulation be carried out by a professional psychological service of the enterprise, consisting of social psychologists.

Methods of psychological influence are considered to be among the most important elements of psychological management methods. They concentrate all the necessary and legally permitted methods of influencing people for coordination in the process of joint work. Methods of psychological influence include: suggestion, persuasion, imitation, involvement, coercion, encouragement, condemnation, demand, prohibition, placebo, censure, command, disappointed expectation, “explosion”, Socratic method, hint, compliment, praise, request, advice. Let's look at them in more detail.

Suggestion represents a psychological, targeted influence on the personality of a subordinate on the part of the manager through his appeal to group expectations and motives for motivating work. Suggestion can cause in a person, sometimes against his will and consciousness, a certain state of feelings and lead to the person committing a certain act.

Belief is based on a reasoned and logical influence on the human psyche to achieve set goals, remove psychological barriers, and eliminate conflicts in the team.

Imitation is a way of influencing an individual employee or social group through the personal example of a manager or innovator of production, whose behavior patterns are an example for others.

Involvement is a psychological technique with the help of which employees become accomplices in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in a team, etc.

Inducement- a positive form of moral influence on a person, when the positive qualities of the employee, his qualifications and experience, confidence in the successful completion of the assigned work are emphasized, which allows increasing the moral significance of the employee in the enterprise.

Compulsion- an extreme form of moral influence, when other methods of influencing the individual have not yielded results and the employee is forced, perhaps even against his will and desire, to perform certain work. It is advisable to use coercion only in emergency (force majeure) circumstances, when inaction can lead to casualties, damage, loss of life, loss of property, and accidents.

Condemnation- a method of psychological influence on a person who allows large deviations from moral norms in the team or whose labor results and quality of work are extremely unsatisfactory. This technique cannot be used to influence people with weak psyches and is practically useless to influence the backward part of the team.

Requirement has the force of command. In this regard, it can only be effective if the leader has great power or enjoys unquestioned authority. In other cases, this technique may be useless or even harmful. In many respects, a categorical requirement is identical to a prohibition, which acts as a mild form of coercion.

Prohibition suggests an inhibitory effect on the individual. We include the prohibition of impulsive actions of an unstable nature, which, in essence, is a variant of suggestion, as well as the prohibition of illicit behavior (drinking, inactivity, attempted theft or waste of property). This method stands on the verge of two main methods of influence - coercion and persuasion.

Placebo has long been used in medicine as a technique of suggestion. Its essence lies in the fact that the doctor, prescribing some indifferent drug to the patient, claims that it will give the desired effect. The patient's psychological attitude toward the beneficial effects of the prescribed medication often leads to a positive result. In production, a placebo is an example of the behavior of an authority figure, when workers are easily demonstrated to do something, overcoming pain, excessive fatigue, fear of heights, etc. Seeing this, workers can just as easily repeat the actions shown without experiencing any discomfort. If observers notice that the demonstration is carried out through force, then there will be no effect. In general, the placebo effect lasts only until the first failure, until workers understand that the ritual actions that they so scrupulously performed have no basis in reality.

Censure has persuasive power only in conditions when the interlocutor identifies himself with the leader: “he is one of us.” In other cases, reprimand is perceived as a mentoring admonition that can be listened to, but which does not need to be followed. Due to the fact that a person quite actively defends his “I”, he often views this technique as an attack on his independence.

Command used when fast and accurate execution is required without any critical reactions. There is no reasoning when executing commands. In life there are prohibitive and incentive types of commands. The first: “Stop it!”, “Stop being nervous!”, “Shut up!” etc. - aimed at immediate inhibition of unwanted acts of behavior. They are spoken in a firm, calm voice or in a voice with an emotionally charged tone. Second: “Go!”, “Bring it!”, “Do it!” etc. - are aimed at including the behavioral mechanisms of people.

Frustrated expectation effective in tense waiting situations. Preceding events should form a strictly directed train of thought in the interlocutor. If the inconsistency of this direction is suddenly revealed, then the interlocutor finds himself at a loss and accepts the idea proposed to him without objection. This state of affairs is typical for many situations in life.

"Explosion"- a technique known as instant personality restructuring under the influence of strong emotional experiences. The use of an “explosion” requires the creation of a special environment in which feelings would arise that could amaze a person with their surprise and unusualness. In such an environment, a person’s nervous processes fail. An unexpected stimulus causes him severe stress. This leads to a radical change in views on things, events, individuals and even the world as a whole.

Socratic method based on the desire to protect the interlocutor from saying “no”. Once the other person says “no,” it is very difficult to turn him around. The method is named after the ancient Greek philosopher Socrates, who often used it, trying to conduct a conversation in such a way that it would be easier for the interlocutor to say “yes.” As we know, Socrates certainly proved his point of view without causing not only obvious indignation, but even the slightest negative reactions from his opponents.

Hint- a technique of indirect persuasion through jokes, irony and analogy. In a sense, a form of hint can be advice. The essence of a hint is that it appeals not to consciousness, not to logical reasoning, but to emotions. Since a hint carries the potential to insult the personality of the interlocutor, it is best to use it in a situation of a specific mood. The criterion for the measure here can be the prediction of self-experience: “How would I feel if I were given such hints?”

Compliment often mixed with flattery. If you tell a person: “How smoothly you speak!”, then this will flatter him. Flattery is not pleasant for everyone, although people often do not brush it aside. A French proverb says: “Flattery is the ability to tell a person what he thinks about himself.” A compliment does not offend anyone, it elevates everyone.

Praise is a positive psychological technique of influencing a person and has a stronger effect than condemnation. Sometimes it is enough to tell a young employee: “Today you are working much better and if you improve your quality a little more, you will achieve excellent results.” However, such praise for an experienced worker can be perceived as an insult, and it is better to celebrate his successes in a solemn atmosphere in front of the entire team.

Request is a very common form of communication between colleagues, young and experienced employees and is less often used in the relationship between a manager and subordinates. The applicant seeks advice, help, or instructions from another employee when he has doubts about the forms and methods of performing the work or is unable to do it himself. The manager's request is an effective method of leadership because... is perceived by the subordinate as a benevolent order and demonstrates respect for his personality.

Advice- a psychological method based on a combination of request and persuasion, often used in relationships between colleagues, mentors of young workers and experienced managers. You can say to a worker: “Ivanov, replace the tool” - this is a form of order. You can say it differently: “I advise you to replace the tool.” However, in operational work that requires quick decisions, the use of advice and requests by the manager should be minimized and eliminated in cases where the worker allows defects and failure of tasks.

Social and psychological structure of the team ends with the nomination of leaders in small groups and in the team as a whole. Leadership is a natural socio-psychological process in a group, built under the influence of a person’s personal authority on the behavior of group members. 3. Freud understood leadership as a two-pronged psychological process: on the one hand, a group process, on the other, an individual one. At the heart of these processes lies the ability of leaders to attract people to themselves, to unconsciously evoke feelings of admiration, adoration, and love. People's worship of the same person can make that person a leader. Psychoanalysts have identified ten types of leadership

• 1. "Sovereign", or "patriarchal overlord". A leader in the form of a strict but beloved father, he is able to suppress or displace negative emotions and instill self-confidence in people. He is nominated on the basis of love and is revered.
• 2. "Leader". In it people see the expression, the concentration of their desires, corresponding to a certain group standard. The personality of the leader is the bearer of these standards. They try to imitate him in the group.
• 3. "Tyrant". He becomes a leader because he instills in others a sense of obedience and unaccountable fear; he is considered the strongest. A tyrant leader is a dominant, authoritarian person who is usually feared and obeyed.
• 4. "Organizer". It acts as a force for group members to maintain the “I-concept” and satisfy everyone’s needs, relieves feelings of guilt and anxiety. Such a leader unites people and is respected.
• 5. "Seducer". A person becomes a leader by playing on the weaknesses of others. It acts as a “magical force”, giving vent to the suppressed emotions of other people, preventing conflicts, and relieving tension. Such a leader is adored and often does not notice all his shortcomings.
• 6. "Hero". Sacrifices himself for the sake of others; this type manifests itself especially in situations of group protest - thanks to his courage, others are guided by him and see in him the standard of justice. A heroic leader carries people along with him.
• 7. “Bad example.” Acts as a source of contagion for a conflict-free personality, emotionally infects others.
• 8. "Idol". Attracts, attracts, positively infects the environment, he is loved, idolized and idealized.
• 9. "Outcast"
• 10. "Scapegoat"

There is a difference between "formal" leadership- when the influence comes from an official position in the organization, and "informal" leadership- when influence comes from recognition by others of the leader’s personal superiority. In most situations, of course, these two types of influence are intertwined to a greater or lesser extent.

The officially appointed head of the unit has advantages in gaining a leading position in the group, and therefore more often than anyone else, becomes a recognized leader. However, his status in the organization and the fact that he is appointed "from the outside" place him in a position somewhat different from that of informal natural leaders. First of all, the desire to move higher up the career ladder encourages him to identify himself with larger divisions of the organization rather than with a group of his subordinates. He may believe that emotional attachment to any work group should not serve as a brake on his path, and therefore identifying himself with the leadership of the organization is a source of satisfaction for his personal ambitions. But if he knows that he will not rise higher, and does not particularly strive for this, such a leader often strongly identifies himself with his subordinates and does everything in his power to protect their interests.

Formal leaders first of all, they determine how, by what means it is necessary to achieve the goal set, as a rule, by other people, organize and direct the work of subordinates in accordance with detailed plans, while taking a passive position. They build their interaction with others on the basis of a clear regulation of rights and responsibilities, they try not to go beyond them, seeing themselves and others as members of one organization, in which a certain order and discipline should prevail.

In contrast to this informal leaders determine what goals to strive for, formulating them independently, without going into unnecessary details. Their followers are those who share their views and are ready to follow them, regardless of difficulties, and leaders at the same time find themselves in the role of inspirers, as opposed to managers who ensure the achievement of goals through rewards or punishment. Unlike formal leaders, informal leaders are not controlled by others, but build relationships with followers on trust in them.

To summarize what has been said, we will use a table based on the materials of O. Vikhansky and A. Naumov.

Conclusion: So, socio-psychological methods represent the most subtle tool for influencing social groups of people and a person’s personality. The art of managing people lies in the dosed and differentiated use of certain techniques listed above.

The instability of the economic condition of the enterprise, financial difficulties, late payment of wages, long downtime, of course, do not contribute to maintaining a good socio-psychological climate, because The manager is forced to devote much more time not to human communication and personnel management functions, but directly to production, marketing, finance, i.e. other functions.