Managing relations in the organization's workforce

Relationships in a team have a tremendous impact on the efficiency of the work process - every competent manager knows about this. For many, work has long become a second home. That is why knowledge of the psychology of relationships in a team plays an important role.

Each employee is individual, has his own, sometimes difficult, character, preferences and wishes. Therefore, it is not surprising that conflicts and quarrels often occur within the team. How to avoid them and create an atmosphere of mutual understanding?

Social psychology of the team

The team at work is a social environment. It consists of many different people. They have different views on life, upbringing, goals for the future and abilities. However, they have to spend some time together and solve common issues. Interaction in this case is a direct path to the success of the company.

A person learns to find a common language with a team from early childhood. First comes kindergarten, then school, then university and, finally, work. And every time you have to adapt to new people. However, this is not always easy to do. As often happens in adulthood, people leave their jobs due to the fact that they do not fit into the team. And such cases are not uncommon.

The relationship between colleagues can be demonstrated with a clear example. Let's say a new employee comes to the company - a young and beautiful girl. What will those who have been working here for a long time experience at this moment? Most likely, there will be interest and, at the same time, tension. An employee can be compared to a foreign body that is at the stage of exploration by the body (in this case, the team). It is examined, studied and evaluated.

People will treat a new person differently. Some people will like the girl for her professional and personal qualities. For others it will irritate and irritate. In both the first and second cases, you will have to put up with the new employee, since relationships in the team as a whole and the activities of the company depend on coordinated work.

Types of business communication

According to the authors of textbooks on the basics of psychology, business communication is a communication process, the goals of which are subordinated to solving certain problems through the exchange of information.

Experts note several levels in this method of interaction between people

• personal communication;
• personal messages;
• mass mailing to employees of a company or department;
• communication by phone or voice mail.

Traditionally, personal interaction is considered the most effective way to communicate with employees. This type of communication involves both verbal and non-verbal means of transmitting information, such as gestures, facial expressions, tone of voice and speed of speech. The feedback is immediate and helps prevent ambiguity and misinterpretation.

Today, most business representatives regularly use email, corporate chats and other means of written communication. There are no non-verbal components, and there is no need for an instant reaction. However, it is worth remembering that you need to write messages in such a way that the recipient does not have questions regarding the content.

Mass mailing to employees does not require feedback. Typically, such letters contain news, instructions or changes that have occurred to the company.

Telephone communication is considered a type of electronic communication. Its advantages include instant feedback, as well as some components of nonverbal communication (intonation, speech rate, etc.).

Psychology at work and team relationships

The branch of psychology that studies relationships in a team is rightfully considered the most difficult. And this is not surprising, because misunderstandings constantly arise between colleagues. There are several reasons for this state of affairs:

• doubts about the professional qualities of another person;
• setups in front of management;
• gossip and denunciations.

Similar problems happen in every team without exception. You can not only easily get rid of them, but also turn them to your advantage. This requires minimal knowledge of the psychology of communication and relationships with colleagues.

How to build a relationship with a subordinate - an example

Let’s say I want to build a relationship with a specific subordinate. And let’s say I don’t know anything about him, since I don’t like the person very much. And I don’t enter into any contact with him at all, I simply ignore him like an empty place. It is not right. Then you need to think about how to approach the person. How to approach? Well, sometimes invite him to some conversation. Say: “Well, don’t be surprised, but we’ll talk about personal things. To my shame, I don’t know anything about you. I would like to get to know each other better, don’t be surprised.”

Well, perhaps this will surprise a person and make him wary, but this is a step forward. If you are friendly, do not pry into the soul with dirty shoes, but nevertheless somehow ask around, take an interest. Well, perhaps the person will be pleasantly surprised, perhaps at first he will simply be surprised. But if he sees that you have really changed your behavior pattern, are not rushing to him with hugs, but are simply trying to show attention to him, I assure you, as a rule, this is interesting to everyone.

Types of relationships at work

Relationships with work colleagues vary. They are built according to three main schemes, each of which has its own characteristics, advantages and disadvantages.

Psychology of equal or friendly relationships

This is the closest communication. People praise each other, but will make reprimands if necessary. This type of relationship is not suitable for a manager and one of the employees. And there are reasons for this.

The friendship between the boss and one of the team members sets the latter apart from the rest. He occupies, so to speak, a privileged position, which others will definitely not like. This is a direct path to conflict.

Psychology of relations between elder and younger (from the position of the elder)

This type of relationship at work is divided into two subtypes:

1. Mentor - student. The first helps the second with advice, but does not guide him in any way, much less participate in his work. A student is unlikely to listen to advice if it comes directly from a boss who is poorly versed in work processes. A mentor gives you the opportunity to improve and move in the right direction.
2. The leader is a subordinate. The boss evaluates the work of employees, controls it, and, if necessary, punishes or rewards it. Here we are not talking about close relationships, because they will destroy discipline in the team.

It is worth noting that the same person cannot be a leader and a mentor.

Psychology of the relationship between junior and senior (from the position of the junior)

Like the previous type of relationship, this one is divided into subtypes:

1. The subordinate is the leader. The main task of the first is to take responsibility for his duties and follow the instructions of the second. He also needs to respect the leader, no matter what kind of leader he is.
2. The student is the mentor. Relationships in a team of this type presuppose that the first one listens to the advice of the second. And he not only listens to them, but thinks about them and tries to put them into practice. If a student argues and refuses to listen to the work mentor, he is not ready to learn. In this case, all conversations are useless.

Each of the listed relationship development schemes makes it possible to build a healthy atmosphere in a team and establish communication.

Types of management relationships

Depending on how developed a particular type of management relations is in an organization, one can judge the efficiency of production.

Relations between centralism and independence

Under centralism, higher authorities determine the activities of lower ones, as, for example, in the relations between the state and industries, industries and enterprises, enterprises and departments.

Independence assumes that subjects of activity can determine their own tasks, but such work should be aimed at achieving common goals.

Relationships of coordination and subordination

Subordination presupposes the subordination of subordinate structures to higher structures and the issuance of directives “from above.” Coordination provides more opportunities to defend one's interests while performing common activities. The main indicator of coordination is the adaptation of subjects to each other's needs.

Responsibility Relationships

They imply the fulfillment of the rights and obligations of subjects to the fullest extent. Relationships of responsibility are realized, for example, through the dependence of work results on the correctness of management decisions made. They appear as a result of the demands that the parties (employees and managers) put forward to each other. Such relationships are consolidated through regulations, instructions, informal rules, systems of rewards and sanctions.

Rules of good manners

Relationships at work with colleagues should be built according to a few simple rules. The first concerns friendliness. You shouldn’t be rude or rude to others because you’re in a bad mood. Being polite and grateful isn't that hard. These qualities endear people.

However, caution must be exercised here, since close relationships in a team and informal communication can play a cruel joke. For example, a young employee will seem like a rival to women from the team. Men, because of her too free behavior, will consider her flighty and will lose all respect.

The second rule is a logical continuation of the first. You should not tell your work colleagues personal information about yourself. Good intentions and trust easily turn into gossip, speculation and envy. It is enough to tell the generally known minimum.

Psychologist's advice

Psychologists advise having a frank conversation with subordinates: you should not harbor a grudge against an employee or belittle his dignity. It is important to understand what mood prevails in the team. Corporate psychologists are good at dealing with situations where employees cannot find a common language. Simple exercises to build trust and express claims in an acceptable form will help avoid protracted conflicts.

Psychology in the workplace with subordinates or colleagues presupposes the correct setting of goals: the interests of the group are above all, and only then of its individual part. Violations of the work hierarchy must not be allowed. If a person shows professionalism, but does not join the team, he cannot be valued above the team.

Conflicts in the group need to be resolved immediately, and not wait for the problem to disappear on its own. Procrastination creates unnecessary tension in the team. It is important to organize favorable conditions for new employees and those who leave the company but are working their last 2 weeks - in stressful and difficult situations, team cohesion is revealed.

First day: fatal success

Relationships in a team at work largely depend on the first impression of an employee. He will have to pass a kind of test, the results of which will be the basis for his further communication with colleagues.

So, on your first day of work you need to follow a number of simple recommendations:

1. Dress as modestly as possible, even if in real life your clothing style can hardly be called modest.
2. Don't forget about the rules of etiquette. The minimum is a greeting and words of farewell.
3. Do not flirt with male representatives. This will only ruin relationships with them and with women.
4. Don't argue trying to prove you're right.
5. Don't reveal too much about yourself.
6. If necessary, ask colleagues for help.

It is not difficult to follow these tips. It's enough to just relax and try to enjoy your work.

We are so different and yet we are together

Building healthy relationships at work isn't easy. This is due to the fact that each person is individual. There are several types of employees:

1. Angry or grumpy. Unfriendly people who are always dissatisfied with something and easily lose their temper. For them, every word or reaction of others is an opportunity to throw out negativity. Such people have no desire to talk about good things.
2. Envious people. The favorite pastime of such team members is spreading gossip, both at work and outside of it. They discuss everything from new lipstick to professional activities. These people are simply bored. When communicating with them, you need to avoid talking too openly about yourself and your family.
3. Rigid colleagues. They don't like change. Even if the new one is many times better than the old one, they will not change anything. Relations with such employees should be based on strict adherence to established rules and instructions.
4. Advisers. They constantly teach those around them, giving out advice left and right. They are harmless. The worst thing that their behavior leads to is a quarrel at work. When communicating with colleagues of this type, you need to take the initiative and ask for advice first.
5. Pedants. React to the slightest inaccuracies and details. It is quite easy to moderate their ardor. It is enough to shift some of the responsibilities that require great attention and scrupulousness.
6. Artists. They love to be the center of attention. Scandals at work are a way for them to recharge their energy. A couple of compliments and attention will turn them from enemies into allies.

Most companies have time-tested and practice-tested mechanisms for motivating staff . To put it simply, most motivation schemes are built according to the following logic: by receiving a certain material or non-material incentive, an employee fulfills his goals and achieves the desired results, after which he again receives a reward. At the same time, when working with line managers during management training programs, we often hear questions about the additional capabilities of a manager in the context of motivating subordinates .
Indeed, how can a manager motivate employees if the existing mechanisms in the organization do not always produce the desired result? What if there is a potential “star” in the department and the manager can and wants to afford individual work with such an employee in order to develop his potential and increase efficiency? How to solve the problem of staff motivation in a small company that does not have the opportunity to build a large and complex motivation system? We propose to look at the issue of motivation from a perhaps somewhat unusual point of view: the interdependence of methods and tools of motivation with the employee’s existing attitude towards work.

Five models of employee attitude towards work

If we look at the concept of work from a higher perspective, it is obvious that it can fulfill different roles in the life of each person. For some, work is a tool for realizing their ambitions, for others it is an opportunity to communicate and interact with other people, for others everything is much more prosaic: work is just a way to exchange your time for money. We believe that with different work attitudes, employees will have different reactions to the same motivational influences . Let's imagine a novice manager who is passionate about his work, actively attends training sessions, independently buys professional literature to improve his skills, and is interested in big goals and large-scale projects. It is unlikely that his enthusiasm will be maintained at the required level if the company in relation to him is limited to only a standard set of motivational programs in the form of a compensation package, insurance, etc. This employee will need something more. For example, the opportunity to regularly take part in work with more experienced managers, independently lead powerful and daring projects, something else that encourages the manager’s high involvement in his work and raises his “bar” of results.

Dialogue with the heads of functions and divisions of our partner companies and discussion of their current situations allowed us to identify five models of attitude towards work among the majority of modern employees. These five models are quite universal and are found in almost any organization at different levels of management. The model is based on a generalized answer to the question: what is work for such a person?

Work like...

Let's take a closer look at each model and the features that distinguish employees for whom this model is typical:

1. Work as a way of survival . For an employee, work is a kind of vital necessity. It can be assumed that if he had such an opportunity, he would not work - in this particular position, in this company, or would not be engaged in labor activity at all. Such an employee does not work in the office, but as if he is serving a duty. In his daily work, such an employee will only do what the manager says. Most likely, he does not really like his job or, if such an employee has been working long enough, he has become good at pretending and saying the “correct” texts about the importance of being results-oriented and working for the benefit of the company. Such an employee can be a good performer. But he will not want to take on increased responsibilities, get involved in a new project without understanding how this will affect his overall workload, or regularly show initiative. Often such an employee has a constant “dream in his pocket” - about the upcoming weekend, about an imminent vacation, about the time when he can save money and open his own business, about a pension
2. Work as a way to earn money . The employee is focused on obtaining maximum financial return from his professional activities. You can often find among such employees people, in addition to work, who are passionate about some expensive hobby or hobby that requires financial investment. For them, work is a way to support their chosen lifestyle with money. Most often, they are good, confident professionals who understand how much their work is worth in the market. Most likely, when accepting an offer, a person with a similar attitude to work carefully weighed where and in which company he could earn more, working in more comfortable conditions. Let's try to take a closer look at such an employee. In the first place for him will always be issues of compensation, which will include salary, the opportunity to receive bonuses, benefits, pension plans, various privileges, including maintaining social prestige. The second contains unique qualitative characteristics of the work - working conditions, characteristics of the manager and colleagues, company culture, etc. All this will influence the lifestyle that such a person can afford with an appropriate balance between work and personal life, the ability to spend a specific amount of money on himself and his loved ones or afford a certain life style
3. Work as a way of self-identification . A person is completely identified with his job, his position and what he does in the company. Work for him is often a “work of life” or a hobby that has grown into a way of making money. Most often, such a person works in a company with pleasure, is involved, and cares about the “common”. He is responsible not only for his area of ​​authority, but also monitors what is happening there among his colleagues in related functions. It is obvious to him that problems or difficulties in one department may, over time, cause difficulties in his own work. Such a person, as a rule, does not distinguish between work and rest - during the weekend, he can often afford to go to the office for an hour or two or open his laptop to work on some documentation or email. Most of these people's friends work in the same field, if not the same company. In its extreme manifestation, this attitude towards work manifests itself in the form of workaholism, when an employee overdoes it at work, stays late, prefers work to rest.
4. Work as a way to achieve social success . In the understanding of such an employee, success in life is equal to social success, and social success can be achieved by a good career. In this regard, all his work activity is aimed at achieving a higher career step in the organization. As a rule, there are such employees in every large company - in small organizations or in “family” type businesses they are frankly cramped. Such people can consistently increase their level of professionalism, hone their skills in planning, working towards goals, solving more complex problems, etc., calculating their capabilities, acquiring the skills that are missing for the next career step. Often such people like “career wars,” competition, and the opportunity to participate in various intrigues, especially if the career mechanisms in the company are not clear and understandable enough. In their extreme manifestations, such people perceive career growth as a direct struggle, and work colleagues as potential rivals. People never stop like this. Having won the next career battle, the employee after some time sets himself the next career goal
5. Work as a means of self-realization . We have encountered such a model of attitude towards work quite rarely in our practice. Moreover, as a rule, it was inherent in most cases to managers, and not to ordinary specialists or assistants. A person with such an attitude towards work is distinguished by the feeling that work gives strength and energy, and does not take it away. Such a person is inclined to continue to act and love his work, despite all the obstacles, he wants to be fully realized and invest energy in his work. Such people are resistant to burnout - they know how to balance between reasonable involvement in their professional activities and workaholism. They literally put their soul into their work.

A direct manager can do something that is more likely to have a positive effect on the motivation of his subordinates and something that is likely to have a negative effect. If we look at this through the prism of different attitudes towards work, then which actions or activities of the manager will help to increase and which will help to decrease the motivation of employees?

Work as a way to survive

Reduces motivation:

• No periodic awards or bonuses
• Regular rush jobs and a lot of work
• Requests for overtime work
• Large variable part of salary

Increases motivation:

• Predictability and stability of job responsibilities
• Clearly defined functional responsibilities and boundaries of responsibility
• Various types of salary bonuses such as “completed the project on time - received an additional day of vacation”

Work as a way to earn money

Reduces motivation:

• Lower wages compared to what is possible on the market
• Lack of opportunities for income growth
• Any reduction in pay, even justified by circumstances, or stop its growth

Increases motivation:

• Improving the quality of the employee's working conditions, for example, the frequency, predictability and conditions of business travel, the amount of weekend work and the length of vacation
• Opportunity to receive a significant variable portion of your salary

Work as a way of self-identification

Reduces motivation:

• Doubts about the professionalism of the employee
• Unconstructive feedback or harsh criticism from a manager about his work
• Lack of training in the company
• Lack of projects to reveal all your hidden qualities

Increases motivation:

• Care and training from a professionally more experienced specialist and manager
• Opportunity to improve skills through training and additional development in the workplace
• More complex and powerful projects
• Joint recreation with colleagues

Work as a way to achieve social success

Reduces motivation:

• Long absence of changes (such an employee is afraid of not having time to make a career)
• “Like everyone else” attitude from the manager
• Transfer to a position or career promotion that does not allow you to move further up the career ladder

Increases motivation:

• Show the steps and opportunities for both “vertical” and “horizontal” careers in the company
• Formal increase in the status of an employee (a new and “resonant” position while maintaining all the attributes of the previous position)

Work as a means of self-realization

Reduces motivation:

• A formal attitude towards work on the part of the manager (for example, manifested in the phrase “why bother, this is just another project”)
• Projects that don't allow you to do what you enjoy most

Increases motivation:

• Working in a team of like-minded people who share the employee’s passion for professional activities
• Transferring an employee to a more responsible position that allows him to use his high involvement for the purposes of the organization

We believe that it is important for a line manager to understand at least two principles of employee motivation in the context of their attitude to work:

1. Make sure of existing opportunities . It is advisable for a manager to compare the existing capabilities of the company’s motivation system with the conditional needs of his subordinates. It is possible that all needs are realized through the actions that the organization takes. For example, if the company has an established bonus system, HR regularly monitors the market for adequate wages, and the majority of employees in the department treat work as a means of wages, it hardly makes sense to do anything additional. In addition, you need to understand whether the company can give the employee something that he might be interested in?
2. Calculate the “issue price” . We do not recommend using additional motivation for employees who are not a strategic resource of the company. If a manager understands that a specialist working in his department is not passionate about work, does not work very well, has a limited set of skills in his profession and is generally a conditional “ballast”, it is irrational to invest his managerial time in him: it is easier to find a new specialist

Our experience shows that by following these principles and relying on differences in employee attitudes to work, a manager can significantly increase the involvement and motivation of the staff of his department.

What can provoke colleagues into conflicts?

According to psychology books, healthy relationships in a team are sometimes threatened. There are many reasons for this:

• unsociability, reluctance to make contact;
• complaints and denunciations against colleagues;
• bad mood spilling out on others;
• excessive self-confidence and straightforwardness;
• fear of overworking;
• comparison of former work with current one;
• excessive curiosity towards colleagues;
• loud conversations on the phone, elevated tone when communicating with others, strong aroma of perfume.

Another reason for a possible conflict lies in workaholism. Sometimes the desire to do quality work is perceived from the outside as a desire to curry favor with management or stand out from the crowd.

Relationships in a men's team: let's set priorities

In a male team, as well as in a female team, conflicts often occur. There are several ways to prevent them:

1. Always look perfect. The best clothes for work are a formal business suit.
2. Extra attention from colleagues or even flirtatiousness surprises and baffles. There is no need to be rude in response. It is better to remain silent or move the conversation to another topic.
3. It is worth remembering that each member of the team is an employee like everyone else. Therefore, demanding special treatment for yourself is not nice.
4. Do not react to provocations too emotionally. It is important to remain calm even in cases where emotions are brought out on purpose. This requires resilience.

The most important thing is to show respect to all colleagues at work without exception. We can say that this is the key to a good relationship.

Psychology and subordination

Subordination at work is the key to healthy relationships. Each member of the work group knows the boundaries of what is permitted. Subordination is two-way: superiors must show respect to employees, and colleagues must support each other.

The psychology of a group of accomplished individuals is based on positions from which the employee does not leave. Subordination only reinforces the chosen roles. Violation of these roles - quarrels with management, colleagues, obscene speech and rudeness - is punished in accordance with the signed agreement.