Project work - Managing small groups in the organization

Introduction

Today, no one of the spheres of public life is impossible to imagine without such entity as an organization.

The organization has a defined, ordered structure and a certain internal structure, consisting of parts. These parts of the internal structure of the organization are small groups - a few on the composition of groups, whose members share a common social activity and are in direct personal contact, which is the basis for the emergence of emotional relationships, group norms and group processes.

The relevance of the problem due to the fact, that the organization is now one of the most common forms of people cooperation who strive to achieve maximum performance and achievement of its objectives. Small groups in the organization, as its components, impact on its activity as a whole. Hence, studying the specifics of the management of small groups within an organization allows an understanding of how using management techniques may improve the efficiency of the organization and achieve the realization of tasks. This is possible only in the knowledge of the specifics of small groups, their structure, interpersonal relationships within the group, as well as the role of small groups in the overall organizational system.

The problem of specificity of the management of small groups in the organization is currently widely in the literature. The most common literature with general information about the features of small groups of sociology and psychology. An example is the work of A.L. Zhuravlev "Psychology of Small Groups." Here, the author discloses the concept of small group and describes the interaction of its members among themselves. Quite a few studies specific management representatives are committed by small groups of management. Among them are works by E.E. Starobin "How to manage a team," J.D. Krasovskii "Management behavior in the firm." These works reveal the essence of the management of small groups as part of the organization, part of the general staff.

The object of study of the work is a small group as one of the elements of an organization. The subject - specific management of small groups within the organization. The author of this work formulated the following hypothesis: Managing small groups in the organization is particularly sensitive, because of the characteristics of the structure and interpersonal relationships within the group and intergroup interactions of small groups within the organization.

The aim of the work - learn the specifics of the management of small groups within the organization. In connection with the target set by the author of the work the following objectives:

1.      Determine the specificity and the structure of small groups

2.      Describe the existing classifications of small groups

3.      Define the organization as a set of inter-group interactions

4.      To investigate the role of personality in a small group

5.      Learn the specifics of intergroup relations in organizations

6.      To investigate the specificity of management of small groups

This work consists of two chapters: the first chapter examines in detail the specifics of the structure of small groups and given their classification. In the second chapter the small groups are considered as a structural part of the organization, investigates interpersonal and intergroup relations, and describes the specific management of small groups.

Chapter 1. A small group as an object of study

1.1.           The specifics of small groups

In a small group of management has always been an object of control and part of the general staff of the organization. Since a small group - it constitutes the entire organization, management is actively exploring its features, in particular, the structure of small groups, interpersonal relationships and specific ways of influencing small groups to improve performance across the organization.

In science, a small group we mean not numerous on the composition of a group whose members share a common social activity and are in direct personal contact, which is the basis for the emergence of emotional relationships, group norms and group processes.

It should be noted that a small group - a group that actually exists in a definite system of social relations. It serves as the subject of a specific type of social activity. In this case, it is important to understand the specific feature of the small group that distinguishes it from large groups: public relations here are in the form of direct personal contact. An example of a small group is a team of advertising any particular organization. Employees of this department are in direct contact with each other and engaged in joint activities, development of advertising for the organization. In such a small group generated some interpersonal relationships that are unique to this community of people that represents the group as a collection of unique elements - its members.

Small groups are formed in the process of implementing the individuals need to communicate. However, in informal groups and emerging communication on the basis of his psychological relationship is the leading area of ​​activity, and in this respect, the central phenomenon of the psychology of small groups is the psychological community. For example, there is the psychological community of some members of the student group, and as a result of fulfilling the need for communicating with each other, they form a small group engaged in common activities and constantly liaising with each other.

The main criteria for the phenomenon of psychological phenomena are the generality of similarity and commonality of individuals belonging to a small group. Awareness of the presence of members of the group of similarity and commonality of its constituent individuals and their differences from other groups is the basis of individuals identifying with the group. One manifestation of the positive within-group identification is committed - a trend to a more positive emotional attitude of individuals to their group and a more positive assessment of its members. Psychological community groups is also evident in the presence of social-psychological characteristics such as compatibility, harmony, unity, etc.

These characteristics of small groups are essential for the formation of a "healthy" group, effectively performing its role in the organization. Shared values ​​and norms are the basis for a corporate, in-house culture of the organization and allows members to feel part of it, and not an autonomous entity that performs its duties.

The most important characteristic of small groups is its quantitative composition. As written, A.L. Zhuravlev, quantitative features of a small group - its lower and upper bounds - quality characteristics are determined by a small group, the main ones are: rapport - the ability of each team member to communicate regularly with one another, to perceive and evaluate each other, exchange information of mutual evaluation and impacts and integrity - social and psychological community of individuals within the group, allowing them to perceive as a whole.

The question of the lower boundary of the small groups in the scientific literature is controversial. But most experts as the lower bound the size of a small group takes three people. The upper limit of the small group is defined by its quality characteristics and usually no more than 20-30 people. The optimal size of a small group depends on the nature of joint activities, and within 5.12 people. In smaller groups, rather a phenomenon of social satiation, of larger size is easier to break into smaller ones microgroups in which individuals are linked more closely.

From this it follows that the structure of the organization - is the complex interactions between small groups, each of which plays a unique role in the overall system and, simultaneously, contributes to the overall objectives of the organization.

1.2. Classification of small groups

Small groups in science, as well as many other phenomena, subject to classification.

Currently there are about fifty different bases of classification. It is advisable to choose the most common, which are two classifications:

1) the division of small groups in the "primary" and "secondary"

2) divide them into "formal" and "informal".

Division of small groups in primary and secondary for the first time were invited to Charles Cooley, who gave a descriptive definition of the primary groups, calling groups such as family, friends, a group of neighbors. Later, Cooley offered a certain sign, which would determine the essential characteristic of the primary groups - the immediacy of contact. The researcher then offered another sign of the primary groups - contact its members. But it was impractical to allocate within these groups still ka-tions a special group where the specific feature of this will be the most rapport. So the tradition is preserved division into primary and secondary groups (secondary in this case are those where there is no direct contact, and for communication between members, various "intermediaries", eg in the form of communication).

The second of the proposed divisions of small groups of researchers - is the classification of the formal and informal. For the first time this case-tion was proposed by E. Mayo during his famous Hawthorne experiments. According to Mayo, the formal group is different in that it clearly defined the position of all its members, they are prescribed group norms. Accordingly, in the formal group as strictly divided and the roles of all team members, in the subordination of the so-called power structure: the representation of the relationship of vertical relationships as system-defined roles and statuses. That is, formal group - the group, membership, and relationships which are mainly determined by the formal and formal regulations and agreements.

Formal groups within E. Mayo discovered yet, and "informal" groups that develop and emerge spontaneously, with no status, no roles are not prescribed and given system of vertical relationships is missing. Informal groups - is bringing people together, arising under the internal, inherent in communicating the needs of individuals, belonging, understanding, sympathy and love. Examples of informal small groups are friendly and friendly company, a couple people loving each other, informal groups of people who share common interests, hobbies. Formal and informal groups differ primarily on the mechanisms of their formation and the nature of interpersonal relationships.

Chapter 2. The role of small groups in the organization

2.1. Organization as a set of inter-group interactions

In modern management, the term "organization" refers to the joint efforts of the planned system in which each participant has a clearly defined role, their tasks or duties that must be met. These responsibilities are shared between the parties to achieve the goals it has set for an organization and not for the sake of satisfaction of individual desires, let these and other frequently coincide.

Organization - this is, above all, social groups, focused on achieving specific goals and interrelated. Each organization is appropriate in the sense that its actions are coordinated in a certain way to achieve a common result for it in a definite area of ​​human activity.

In addition, the organization - a collection of groups that are characterized by a high degree of formalization. Their internal structure is highly formalized in the sense that the rules, regulations, routines cover almost the entire scope of the conduct of its members. They clearly and precisely defined and cover all the roles and role of communication, role-prescribe action regardless of the personal qualities of individuals occupying certain positions within the organization. Director, his assistants or ordinary performers - they are all subject to the rules defining the responsibilities, relationships at work and the chain of command, regardless of their personal qualities.

Besides the high degree of formalization and structuring of a clear and distinguished features such as the presence of a coordinating organization and the governing body and the division of labor among its members. However, these traits are manifested mainly in large organizations and are not strictly required for all organized social groups.

In addition to the regulatory, is observed in the presence of another organization - the structure of behavior. It differs from the regulatory framework, especially the fact that it to the fore the personal qualities of participants and their mutual assessment of these qualities. In general, the behavioral structure - a system of relationships between people, located within the regulatory framework, but at the same time deviating from the normative structure within certain limits, due to personal feelings, preferences, likes and interests.

Thus, the social structure includes a set of interrelated roles, and ordered relationships between the members, in the first place, certain rules and regulations. This is seen as a normative structure of the organization. But these relationships change as a result of resource sharing, personal characteristics of the structure members, and their psychological characteristics. Then it is possible to speak about the behavioral structure of the organization.

As mentioned earlier, the organization - is first and foremost, the social groups involved in certain activities to achieve common goals. These social groups in the organization can be as small groups, as described in the first chapter of the course work. These small groups within the organization in carrying out certain activities, enter into different relationships and interactions. However, according to the above types of social structures, these relationships can be normative - formalized by different rules, responsibilities and regulations approved by the command of an organization or other governing bodies, and behavioral - originality reasonable interpersonal relations mediated by specific personality and psychology of each of the members who have this kind of relationship. An example of this phenomenon may serve the following. Subsidiary of McDonald's is comprised of various departments: accounting, bosses, advertising department, staff of waiters, etc. Each of these departments can truly be considered a small group, since they fit the description - each of them engaged in common activities, aiming to achieve a common goal, staying in close personal contact. These small groups - departments affiliate McDonald's, are in constant interaction with each other. In this case the interaction takes place at two levels - normative and behavioral. For example, according to documents signed by the command of the branch staff of waiters obliged to hand over cash every day at ten o'clock in the evening division of Accountants. In connection with this every day realized regulatory interaction between the two department. And, for example, between the staff of waiters and staff at the time of harvesting of customer service are implemented behavioral interactions, expressed in mutual aid in customer service, because of mutual sympathy for each other and desire to achieve common goals.

Thus, it is possible to understand that every organization is a system of inter-group interactions, due to the series of regulations that formalize some of these interactions, and personal characteristics of the organization.

2.2. Managing small groups

To study the specificity of the management of small groups in an organization needs to clearly understand the meaning of the governance and management structure of the organization.

Under the direction of modern management refers to activities aimed at controlling and regulating the activities of the organization by affecting the structure, in particular, to members, staff of the organization. Office of the organization is usually responsible for a number of manager or managers, forming a management structure.

The management structure - an ordered set of management subjects (units, positions) and the relations among the subjects of management.

Management structures or manager representing them in the organization carries out direct work on the management of small groups. The specificity of this control can be studied from different points of view. But the main criterion for the management of small groups in an organization is to achieve their efficiency and their role in the implementation of organizational goals.

Managing small groups when considering the past in terms of understanding how their organization's staff includes working with the regulatory side of organizational structures. In the literature, some of the control circuit is isolated in small groups as components of the organization's workforce.

Consider some specific control schemes:

- Simple linear control circuit (division of powers): Head directly commanded by the performers. Perhaps only a very small organization.

- "Anarchist" control scheme - a few heads, talking to each other on equal terms commanding performers.

- A complex linear control scheme - the higher the subordinate team leader, at a lower level of management - the performers.

Development and selection of control schemes and organization on the basis of its management structure - one of the main functions of the manager. The work of HR should be based on broad research base, counseling, development of administrative infrastructure.

Management techniques in small groups can also be divided into two types. Let us consider these items:

- Statutory methods - methods based on the formalization of the control pressure from above, subordinate leaders. For data management techniques in small groups are such as the introduction of normative documents regulating the activities of small groups, their role and relationship between them, the introduction of accounting, controlling the work of small groups and the performance of their duties, etc.

- Behavioral methods - methods of control based on the effects on the informal side of relationships and interactions within groups and between groups. The impact of these methods is carried out thanks to the knowledge manager in the field of personality psychology, interpersonal psychology, and other allied subjects, as in this case it works with the consciousness of employees, their behavior and motivation. For behavioral methods include techniques such as intra-organization of special events, personal counseling of employees, etc.

It is also worth noting that each organization has its own special tools and specific management of small groups, which is due to several characteristics, such as a sphere of activity, the qualitative characteristics of the members of small groups, their number and structure, stage of development of small groups, especially the management qualities of the manager the staff.

Thus, management of small groups has its own peculiarities in each individual organization. There are many tools and management techniques in small groups. Some of the approaches that offer these techniques, considering the small group as part of a team or staff, and start from the concepts and features. According to the concept of social structures, management of small groups in an organization can be carried out on the normative and behavioral level. In this case the impact of personnel manager may be provided as a specific individual, and the entire small group as a whole.

Conclusion

In the course of this study revealed that a small group - a group that really does not exist in a definite system of social relations. It serves as the subject of a specific type of social activity, "as a link in a particular social system, as part of the social structure." In this case, it is important to understand the specific feature of the small group that distinguishes it from large groups: public relations here are in the form of direct personal contact.

Researchers are classified in different ways small groups. Among the classifications in the literature are the following: 1) the division of small groups in the "primary" and "secondary", 2) divide them into "formal" "informal".

Small groups in the organization are the structural representation of its staff or staff. The organization is a system of linkages and relationships of small groups. Among these interactions are distinguished formal and formalized levels. The former include the relationship between group members and groups themselves, due to various regulations, documents and regulations. They are connected with the activities of the organization and directly depend on its objectives. Informal relationships between group members due to various behavioral, motivational and psychological characteristics of participants in small groups. These relationships arise on an emotional level, along with the formal relations. But, despite some "collateral" appearance of these relationships, they have a strong impact on the functioning and effectiveness of small groups as a whole, and thus the success of the organization. In this regard, the organization needs to perform administrative work in management personnel, management of small groups. This work in an organization engaged in the management structure.

The management structure - an ordered set of management subjects (units, positions) and the relations among the subjects of management.

On the governance structure depends on various factors. First of all - the size and organizational structure of the organization. Of great importance are the nature of the organization and geographic location of units, especially the specialization of production and technology used.

Management structures or manager representing them in the organization carries out direct work on the management of small groups. The specificity of this control can be studied from different points of view. But the main criterion for the management of small groups in an organization is to achieve their efficiency and their role in the implementation of organizational goals.

There are many different mechanisms and management practices in small groups, among which there are methods that address small groups as part of a team or staff, and start from the concepts and features. According to the concept of social structures, management of small groups in an organization can be carried out on the normative and behavioral level. In this case the impact of personnel manager may be provided as a specific individual, and the entire small group as a whole.

Due to the fact that each organization has its own specific management of small groups, small groups, management should be based not only on formal methods, but also on behavioral - management of small groups using psychological methods. Only in this case, the organization is successful in its work and the work of the team will be most effective.

References

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2.          E.E. Starobinsky. How to manage a team. - M.: Publishing house "Aspect Press," 1996. - 258.

3.          J.D. Krasovsky. Behavior management in the firm - Moscow: Publishing House of Moscow State University, 1968. - 266.

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