Relationships in a team: types, pros and cons

Pros and cons of such relationships

In formal relationships, everyone in the team clearly knows their responsibilities and comes to work to work, not to spend time. Such teams are considered more efficient and the presence of such relationships is more typical for a male team. Sometimes it can be a mixed team, but if a person lacks warmth and communication, then it can be difficult for a person to work in it. A friendly company seems more united due to joint gatherings and friendly relations, but it has its drawbacks.

It distracts from work and a person opens up too much in front of colleagues, sometimes showing his weaknesses. If they want to take advantage of this, then such relationships turn out very sadly for him. There are some types of organizations where none of the above methods are accepted, so every relationship with employees becomes some kind of test for the newcomer. Friendships can begin there, and they can simply ignore him, considering everything a formality.

Often in such a team, someone may believe that a colleague is obliged to solve his personal problems, so not everyone can cope with such a load, where, in addition to work tasks, a psychological component will also fall on him.

Five Types of Team Management

In addition, the type of company management itself is often divided into five components, where the boss does not interfere in the management of the team, does a lot himself and does not delegate his functions.

He aims to keep his position and nothing else. It is not surprising that the team does not like him, because he does not feel any concern for himself. In this case, production often suffers, because the manager simply physically cannot know everything, and since he does not resort to the help of others, he is practically marking time.
The second type of leadership is practically familiarity. In such a company, the manager takes care of everyone, sets a comfortable pace of work, but he is also not particularly concerned about the results, because caring about people sometimes involuntarily dampens them, and they sit on their necks. Favorites may also appear, which also leads to a decrease in results, since there is less demand for them.
A manager who sets tasks but is not interested in the human factor is also not very good in companies, since people simply work in them to their limits. The task may be assigned to an employee who does not have sufficient competence to deal with it. Also, not everyone can withstand such a command style, since orders are usually not discussed, and dissenters face dismissal. If a leader has a golden mean in leadership and psychological approach, then he achieves excellent results from the team, since he does not demand the impossible, but also does not give up in solving problems. This is convenient in those structures where the team is small and of different ages.
However, working as a team works best. Since the manager takes into account the interests of the company and at the same time unites the team at all levels. Not everyone is able to unite people with different interests and personalities into one team, but especially gifted and charismatic individuals succeed in this. Naturally, such a leader must himself be a model of dedication and competence so that employees follow him.
The manager gives the employee self-confidence, allows him to gain more managerial functions, and develops him into a professional. Trust on the part of the manager and the reduction of supervision allows the formation of additional management personnel of the company who can independently cope with any of the company’s tasks.

Types of relationships in a team

Plan

Introduction

Social and psychological characteristics of the work group

The problem of professional maturity of the working group

Types of relationships in a team

Moral and psychological climate and its dynamics

Classification of psychotypes of individuals in a work group

Leadership problem

The role of the leader in the formation of the team

Introduction

There is no need to dwell in detail on the significance of the working group's problem,

or, as they say in the West,
teams,
to understand the practice of business communication. The team is a powerful incentive for work activity, brings satisfaction to its members, sets high goals, and creates a creative atmosphere. It is not for nothing that they say that a person is happy when he goes to work in a good mood and returns home in a good mood. Joint resolution of production issues reduces stressful situations and increases the innovative potential of employees; In a group, related problems are better solved, the possible consequences of an unclear distribution of responsibilities and improper leadership, and conflicts at the interpersonal level are smoothed out.

Social and psychological characteristics

Working Group

The basis for the success of any modern collective activity is relationships of cooperation and mutual assistance as opposed to conflict and confrontation. Behavior oriented towards joint activities presupposes the presence of certain prerequisites. As conditions for the formation of cooperative interdependence

stand out:

· Freedom and openness of information exchange;

· Mutual support of actions, conviction of their justification;

· Trust, friendliness in relations between the parties.

In turn, mutual trust between the parties is facilitated by: the presence of neutral persons facilitating mutual success; the opportunity to obtain preliminary information about the actions of another; personal characteristics of the participants in the interaction.

The psychology of a group is a set of certain socio-psychological phenomena that arise in the process of its formation and functioning on the basis of the formation of internal connections in the team, forms and methods of mutual satisfaction of the needs of its members. This also includes the moral and psychological climate, methods of communication, public opinion and mood, customs and traditions, the problem of leadership, the nature of intragroup conflicts, etc.

As part of the analysis of the content of relations between members of the work group, the following areas can be distinguished: professional, value-worldview and the sphere of interpersonal relations.

Professional area

covers the relationships that develop in the process of solving production problems.

Value-worldview sphere

associated with the relationship between personal and corporate values, moral attitudes prevailing in a particular social group.

Sphere of interpersonal relations

is associated with the realization of the need for communication and self-affirmation of the individual within the team, the degree of satisfaction with one’s professional activities, formal and informal status.

The problem of professional maturity

Working Group

An important qualitative characteristic of a working group is its professional maturity.

Guide forms

So, having examined several types of leaders, we can come to the conclusion that there are two forms of leadership :

High professionalism (order, suggestion, participation, delegation, trust)
Low professionalism (instruction, leadership, low trust, control)

If an employee is ready to take responsibility for independently completing a task, then he will no longer need suggestion; there, the manager simply takes part in his work and subsequently delegates his authority. Having received such an employee into his company, or having raised him on his own, the manager can be proud that he has found an excellent assistant, and maybe a replacement in the future. In this case, the employee’s emotional support is no longer needed, and he independently makes any decisions depending on the situation.

THE CONCEPT AND ESSENCE OF THE COLLECTIVE. RELATIONS IN THE TEAM

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With the course of modern scientific, technical and social progress, with its contradictory social and socio-psychological trends and consequences, many acute problems of the socio-psychological climate of the team are inextricably linked.

However, climate is not only a problem of today’s socio-psychological complexities of social and scientific and technological progress, but at the same time it is also a problem of solving tomorrow’s long-term problems associated with modeling new, more advanced than before, human relations and human communities.

The formation of a favorable socio-psychological climate of the workforce is one of the most important conditions in the struggle for increased labor productivity and the quality of products.

A team is a type of small group. Small groups can be different in size, in the nature and structure of relationships existing between their members, in individual composition, characteristics of values, norms and rules of relationships shared by participants, interpersonal relationships, goals and content of activities. The quantitative composition of a group is called its size, the individual composition is called composition. The structure of interpersonal communication, or the exchange of business and personal information, is called communication channels, the moral and emotional tone of interpersonal relationships is called the psychological climate of the group. The general rules of behavior that group members adhere to are called group norms. All of the listed characteristics represent the main parameters by which small groups are identified, divided and studied.

Among highly developed small groups, collectives stand out. The psychology of a developed team is characterized by the fact that the activity for which it was created and which it engages in practice undoubtedly has a positive meaning for many people, not only for members of the team. In a team, interpersonal relationships are based on mutual trust of people, openness, honesty, decency, mutual respect, etc.

In order to call a small group a team, it must meet a number of very high requirements: successfully cope with the tasks assigned to it, have high morals, good human relations, create for each of its members the opportunity to develop as individuals, be capable of creativity, i.e. e. as a group, giving to people more than the sum of the same number of individuals working individually can provide.

Psychologically developed as a collective, a small group is considered to be one in which a differentiated system of various business and personal relationships has developed, built on a high moral basis. Such relationships can be called collectivist.

Collectivist relations are defined through the concepts of morality, responsibility, openness, collectivism, contact, organization, efficiency and information content. Morality means the construction of intra-collective and extra-collective relations on the norms and values of universal morality. Responsibility is interpreted as the voluntary acceptance by a team of moral and other obligations to society for the fate of each person, regardless of whether he is a member of this team or not. Responsibility is also manifested in the fact that team members confirm their words with deeds, are demanding of themselves and each other, objectively assess their successes and failures, never abandon a job halfway, consciously submit to discipline, and place the interests of other people no lower than their own, according to - take good care of the public good.

The openness of a team is understood as the ability to establish and maintain good relationships built on a collectivist basis with other teams or their representatives, as well as with newcomers to one’s team. In practice, the openness of the team is manifested in the provision of comprehensive assistance to other teams, not members of the team. Openness is one of the most important characteristics by which a team can be distinguished from social associations that are externally similar to it.

The concept of collectivism includes the constant concern of team members for its successes, the desire to resist what divides and destroys the team. Collectivism is also the development of good traditions, the confidence of everyone in their team. The sense of collectivism does not allow its members to remain indifferent if the interests of the collective are affected. In such a team, all important issues are resolved together and, if possible, with general agreement.

Genuinely collectivist relationships are characterized by contact. It means good personal, emotionally favorable friendly, trusting relationships among team members, including attention to each other, goodwill, respect and tact. Such relationships provide a favorable psychological climate, a calm and friendly environment in the team.

Organization is manifested in the skillful interaction of team members, in the conflict-free distribution of responsibilities between them, and in good interchangeability. Organization is also the ability of the team to independently detect and correct shortcomings, prevent and promptly solve emerging problems. The results of the team’s activities directly depend on organization.

One of the conditions for successful team work and the establishment of trusting relationships is a good knowledge of the team members of each other and the state of affairs in the team. This knowledge is called awareness. Sufficient awareness presupposes knowledge of the tasks facing the team, the content and results of its work, positive and negative aspects, norms and rules of behavior. This also includes good knowledge of team members about each other.

Efficiency is understood as the success of a team in solving all its tasks. One of the most important indicators of the effectiveness of a highly developed team is the super-additive effect. It represents the ability of the team as a whole to achieve results in work that are much higher than can be achieved by a group of people of the same size working independently of each other, not united by the system of described relationships.

In reality, there are almost no such small groups that would fully meet all the listed requirements of the collective. Most actually existing small groups occupy an intermediate position between an underdeveloped group and a highly developed team. In some of their socio-psychological parameters, these groups may well qualify to be called collectives, but in others they are seriously inferior.

The presented model should be viewed more as an ideal to which a team should strive in the process of its development, rather than as something that reflects the reality of the existence of small groups.

Thus, a team is a highly developed small group of people, the relationships in which are built on positive moral standards, and have increased efficiency in their work, manifested in the form of a super-additive effect.

2. FEATURES OF COMMUNICATION IN A TEAM

The basic rules of individual and group behavior are set by the organization itself, establishing the range of responsibilities, corresponding rights and powers, the level of responsibility, and standards of business communication. The necessary consistency of people's behavior is achieved by the organization by setting general organizational goals, maintaining a sense of value among staff, introducing certain patterns of role behavior and role interaction, using standards of organizational behavior that prescribe some types of behavior as preferred, approved by the organization, and others as undesirable, blameworthy. However, formal integration mechanisms alone are not enough to harmonize diverse human identities.

Any organization is a combination of different professional groups. Employees of the organization are included in a certain system of interpersonal relationships within groups. A group can act as a managerial, managed or self-governing structure with varying degrees of cohesion of its members - from an unorganized crowd to a single team. To be considered a collective, a group must satisfy the following criteria: the presence of a common goal among all its members, psychological recognition of each other by group members, identification of oneself with the group. In addition, a sign of a team can also be considered the presence of a certain culture, expressed in common values, symbols, norms and rules of behavior in the team, joining or leaving it, requirements for the physical and moral appearance of its members.

By influencing people's behavior, the team largely contributes to its change, since by participating in collective actions, each person must adapt to the requirements of the group, group norms. The positive side of normative regulation of the behavior of group members is manifested in the following:

•information about how to behave in a particular group, what behavior should be expected from its members occupying different positions in the group hierarchy;

• standardization of models of individual and group behavior;

•providing group members with the necessary psychological comfort (a person gets rid of uncertainty in choosing behavioral models).

The strength of a group’s influence on the behavior of its members depends on the degree of cohesion, which is determined by the following personal and group factors:

• the motivational basis of a person’s attraction to a group, which includes the totality of his needs and values, under the influence of which he strives to enter a particular social group;

• the incentive properties of the group, reflected in its goals, programs, characteristics of its members, methods of action and other characteristics - important for the motivational basis of a person, i.e. consonant with his needs and values;

• the individual's expectations or subjective likelihood that membership in a group will have favorable or negative consequences for him;

• individual level of comparison, the average subjective assessment of the consequences of a person’s stay in different social groups, with which he compares his possible achievements in this particular group.

Of the above factors of cohesion, the most studied in the sense of influencing it are the so-called incentive properties of the group, which include: the attractiveness of group members (the degree of sympathy experienced by those around them); similarity between group members (most often in relation to basic life values, attitudes, etc.); features of group values (in particular, their compliance with the needs of group members, clarity of statement, the group’s success in achieving them); the uniqueness of the relationship between group members (most often we are talking about the consequences of cooperative and competitive strategies of behavior of group members); satisfaction with group activities (as part of overall job satisfaction); the nature of leadership and decision-making (leadership style and the actual participation of people in the development of group decisions); structural properties of the group (mainly models of communication networks and status-role structures); group atmosphere (its analogue, as a rule, is the characteristics of interpersonal relationships in a group); traditions established in the group (as an element of a broader organizational culture).

Depending on the nature of the team itself, its influence on the individual can be both positive and negative. A team that is united, but not disposed to constructive behavior, can have a destructive influence on the individual and force him to engage in antisocial behavior. In turn, the person also tries to influence the team, to make it more “convenient” for himself. The effectiveness of such influence depends on the strength of both parties. A strong personality can subjugate a collective, including as a result of a conflict with it; a weak personality, on the contrary, submits to it, dissolves in it, and the collective in return takes care of its well-being. The ideal situation from a management point of view is located somewhere in the middle and is characterized by trusting partnerships between the work collective and its participants, who do not renounce their own positions, but respect common goals and needs.

A high degree of self-organization of a group is fraught with excessive closeness, which threatens the system to which it belongs with separatism. Self-organization of the group must be carried out within the framework of compliance with external norms and rules common to the organization, and their implementation as principles of self-organization.

This will preserve the stability of the large system - the organization and make its self-organization possible.

In turn, relationships with each other are differentiated into relationships between workmates and relationships in the system of leadership and subordination.

Ultimately, the entire diversity of relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective.

By subject-matter we mean the direction of attention and the nature of a person’s perception of certain aspects of his activity. Under the tonal one is his emotional attitude of satisfaction or dissatisfaction with these aspects.

The psychological climate of the collective, which reveals itself primarily in the relationships of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people’s attitudes towards the world as a whole, their attitude and worldview. And this, in turn, can manifest itself in the entire system of value orientations of an individual who is a member of a given team. Thus, climate manifests itself in a certain way in the attitude of each member of the team to himself. The last of the relationships crystallizes into a certain situation - a social form of self-attitude and self-awareness of the individual.

As a result, a certain structure of immediate and subsequent, more immediate and more indirect manifestations of the socio-psychological climate is created.

The fact that the attitude towards the world (the system of value orientations of the individual) and the attitude towards oneself (self-awareness, self-attitude and well-being) fall into the rank of subsequent, and not immediate manifestations of climate, is explained by their more complex, multiply mediated dependence not only on the situation of a given team , but also from a number of other factors, on the one hand, macro-scale, on the other – purely personal.

Indeed, a person’s relationship to the world is formed within the framework of his way of life as a whole, which is never exhausted by the objects of one or another, even the most significant group for him.

The situation is similar with the attitude towards oneself. A person’s self-awareness develops throughout his life, and well-being is significantly dependent not only on his status in the work collective, but often to an even greater extent on the family situation and physical health of the individual.

This, of course, does not remove the possibility of considering the individual’s self-esteem and well-being in this particular group and depending on it.

The well-being of an individual in a team is reflected in the individual’s relationship to a particular group as a whole, the degree of satisfaction with his position and interpersonal relationships in the group.

Each member of the team, on the basis of all other parameters of the psychological climate, develops in himself a consciousness, perception, assessment and sense of his “I” within this particular community of people that corresponds to this climate.

A person’s well-being, to a certain extent, can also serve as a known indicator of the degree of development of his spiritual potential. In this case, we mean a mental state that is largely determined by the atmosphere of the production team.

Each group (team) is as individual as an individual employee. Knowledge of the characteristics of a specific group in an organization (both formal and informal) is necessary to justify specific methods of influencing it. Thus, a team that was formed a long time ago, has a long history of formation and development, despite the fact that the composition is only relatively stable, has fairly stable traditions. Accordingly, to manage the behavior of people in a given team, it is necessary to identify traditions, established views of the main part of the team, analyze them, decide whether they should be supported and developed or whether they should be fought. In this case, it is necessary to find out in what period of the functioning of the collective they were formed: if they were established in a historical period that was unfavorable for the collective, they may be more persistent than traditions established in a historical period of a different nature.

A team with a short historical path (recently created as a new organizational link in the structure, - merged with another team - completely or partially reorganized, etc.) usually presents a rather complex and motley picture, since employees who came from other teams are carriers their traditions, foundations, behavioral norms and standards. In this case, you should get acquainted with all the traditions and habits introduced into the new team: some should be supported and developed, others should be consigned to oblivion and, perhaps, start creating new ones that unite the team.

Relationships within the team and the team with the leader can be differently emotionally colored depending on the indicated attribute. It is a well-known fact that women are more emotional than men, therefore, communication with a female team (entirely or mainly) or its individual representative requires the leader to be more emotionally charged in his public speeches (meetings, meetings, etc.), as well as personal conversation. However, it is possible to extract positive aspects from the notorious emotionality of women: due to this very quality, women will respond faster than their colleagues of the other sex to a fairly emotionally expressed, confidential request from a manager to do additional work or help someone. Teams mixed by gender are, as a rule, more productive and have less conflict: the reason for this is the desire of representatives of both sexes to look more advantageous in the eyes of the other sex.

The age characteristics of the team also influence the effectiveness of the actions taken by the leader and his relationships with subordinates. Each age group that is part of the team has certain differences (for example, with age, a person’s motivational sphere changes, experience accumulates, skills and abilities are formed, and at the same time, stereotypes that reduce the speed of mastering new knowledge and skills determine a negative attitude to innovations, etc.). It must be borne in mind that the rules of developmental psychology should be used carefully:

this or that particular person may be absolutely not subject to age-related psychological characteristics, maintaining the acuity of perception at an advanced age, or, conversely, a young person may have the characteristic features of a mature, thoughtful assessment, analysis of attitude to work, characteristic of a person in the second half of life.

Features of interpersonal relationships, conflict situations, the relationship of social roles and other characteristics of the team, and therefore the features of the impact on it, largely depend on the scope of its activity (production, scientific research, trade, etc.).

As an organization develops, there is a need to change the behavior of staff. An organization and its leadership can actively influence the modification of human behavior. The means of influence used for this should be selected depending on the situation in which the person is, taking into account the whole variety of factors influencing his behavior, first of all, taking into account the needs and motives of the activity, creating conditions for the person, relying on his own experience, independently adapted to the changing organizational environment. Behavior modification is possible not only through influencing a specific individual, but also through changing the employee’s external environment, as well as through the use of a combined influence on the individual and the external environment (effective management of groups of people, changing the attitudes of interpersonal relationships, etc.).

CONCLUSION

At the end of the work, the following conclusions can be drawn.

At the same time, collectivist relations are defined through the concepts of morality, responsibility, openness, collectivism, contact, organization, efficiency and information content.

At the same time, truly collectivist relationships are characterized by contact. It means good personal, emotionally favorable friendly, trusting relationships among team members, including attention to each other, goodwill, respect and tact. Such relationships provide a favorable psychological climate, a calm and friendly environment in the team.

BIBLIOGRAPHY

Averchenko A.V. and others. Psychology of management. Lecture course. Moscow – Novosibirsk, 1999.
Practical psychology for managers / Ed. M.K. Tutushkina. – M.: Information and Publishing House “Filin”, 1999.
Krichevsky R.L. If you are a leader... - M., 1993.
Moll E.G. Management: organizational behavior. – M., 2003.
Obraztsov V.I. Management labyrinths: practical psychology for managers. – Kaliningrad, 2001.
Obozov N.N. Psychology of management. S-P., 1999.
Rozanova V.A. Psychology of management. –M., 2001.
Udaltsova M.V., Averchenko L.K. Sociology and psychology of management. – M.: INFRA-M, 1999.

Pros and cons of such relationships

Five Types of Team Management

Types of relationships in a team

Guide forms

THE CONCEPT AND ESSENCE OF THE COLLECTIVE. RELATIONS IN THE TEAM

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