Every person wants to have a job where the salary is decent, the team is friendly, the workload is light, and there is a full benefits package. Almost 99% of resumes on various job search sites contain such information. Employers, in turn, offer fewer privileges, but more demands for not always decent pay. On the other hand, it is also important for them not only to find a suitable candidate, but also to obtain the best productivity with the least effort on their part. In large national and international corporations, the practice of working with personnel is successfully implemented not only for the purpose of advanced training (initial training, trainings, seminars, etc.), but also to improve psychological climate in the team. We will learn how to improve it correctly with.

Unfortunately, many medium- and small-scale enterprises do not pay any attention to this issue, which entails a number of problems and difficulties. Each of us is better in some ways and worse in others. It goes without saying that you need to choose a profession depending on your abilities, preferences and experience, but we do not always make the right choice. But there are situations when, for example, you are a beginning designer with great potential and a higher education, and, having found yourself in a dysfunctional team, you lose faith in yourself and, without a drop of regret, change your profession to a completely different one, then regretting after many years what you lost the opportunity to realize what you love. It is not so easy to change the team at your own discretion, being an ordinary employee. Here recommendations are given specifically to the management of the enterprise.

The concept of the psychological climate of a company

So, let's highlight the concept of the psychological climate of a company, or more precisely, the socio-psychological climate (SPC) - this is the general, relatively stable, psychological mood of employees of one enterprise, which is manifested in various forms of activity. Each team, regardless of the number of people, rarely exists in isolation, and the interaction of its members is inevitable, be it mutual assistance, result orientation, desire for a common goal and corporate spirit on the one hand, and fatigue, hostility, violation of discipline and theft on the other hand.

Naturally, a favorable atmosphere in a team always has a positive effect not only on the psychological state of each employee, but also on financial (or other) indicators to a large extent. When the psychological climate is positive, we can highlight such signs as trust in each other and management, a feeling of security and stability, general optimism and willingness to cope together with even the most difficult situation, pleasant communication, support, sympathy between people, confidence, attention and warmth , cheerfulness, willingness to compromise, free-thinking within acceptable limits, desire and opportunity to develop professionally and intellectually, take a creative approach to solving assigned problems, initiative, and so on.

The opposite situation in a team leads to negative consequences and even the most irreversible ones. Not every manager understands that the human factor plays one of the most important roles in the successful operation of the enterprise as a whole. Only occasionally can you see corporations and network companies where a business owner can afford to entrust his business to experienced and reliable managers and enjoy life in peace. In most cases, there is a need for constant independent monitoring.

Determining the atmosphere in a group of people is not that difficult. Even one day is enough to reveal clear signs of team cohesion, psychological state, pace of work and general mood. A primitive example is a private hotel, in which the staff consists of 12-15 people. On the very first day of work, an intern (let it be an administrator) by the evening hears countless stories about each other from employees, and not in the most favorable light. There is no place for staff as such, where people can have lunch and relax in peace. The maids go home early without notifying the manager. At the same time, every employee is afraid and dislikes their superiors. Here we can immediately conclude that if gossip is acceptable, it means that the hostess or owner themselves sets such an example, or does not participate in working with staff and allows such behavior.

Unfavorable working conditions (lack of staff room) give rise to fatigue, apathy, disinterest in work, and hostility towards management is caused by groundless fines, delays or non-payment of wages, and personal grievances. Large groups of people should be subjected to more in-depth analysis to identify the causes of an unfavorable psychological climate with subsequent correction of the current situation. The main features of the analysis are:

Employee productivity
Degree of staff turnover
Product quality
Absenteeism and lateness to work
Number of customer and employee complaints
Handling equipment (careless or careful)
Degree of commitment to your team of employees

Factors influencing the psychological climate in a team of workers

What can influence the psychological climate of a team, making it positive or negative? Of course, sanitary and hygienic conditions contribute greatly to this. These include illumination, humidity, room area, degree of comfort of the workplace, air temperature and much more. For example, when it’s winter outside and the room is poorly heated (perhaps in order to save on heaters), employees feel pronounced discomfort in the workplace, and may also get sick and not come to work at all.

The next factor that significantly influences the psychological climate in the team is the manager himself as a leader (). A person who leads a healthy lifestyle, is responsible for his work and has positive moral qualities always acts as a role model among his subordinates. However, here we are talking only about formal leadership. Often a certain mass entertainer appears in a group of people, in other words, an informal leader, who, as a rule, has greater authority than the official leader. The task of the business owner here is to competently direct his efforts in a creative direction, without losing his own authority, otherwise a boycott is inevitable.

In order to create a favorable psychological climate in the team, the manager should select a team where people are compatible with each other in temperament ((material and non-material incentives, a system of sanctions); be a shining example to follow; set clear tasks and monitor their high-quality implementation; create and maintain corporate spirit (with the help of corporate holidays, corporate uniforms and badges, the good reputation of the company and the prestige of working in this particular company);

Generally, favorable psychological climate in the team always has a positive effect on the result of work, because our life is not only monotonous everyday life, but also exciting work that brings us money, pleasure and new experiences.

The conditions in which members of a work team interact with each other, or, in other words, the psychological climate in the team, will influence not only the success of their joint activities, but also the results of their work and satisfaction with the process itself.

Working conditions must be understood not only as compliance with sanitary and hygienic conditions, temperature, humidity, lighting, etc. The nature of the relationships between colleagues plays an extremely important role. Especially the dominant mood.

Considering such a concept as the psychological climate in a team, we can draw an analogy with the natural climatic conditions in which a certain plant develops and lives. One climate will be favorable for him, but in another he will face inevitable death. The same can be said about an individual working in a work collective. Favorable conditions will help him open up and take advantage of his full potential. Otherwise, personal growth will slow down, a feeling of discomfort and a desire to leave the group will arise.

Characteristics of the psychoclimate of the team

When studying the psychoclimate in a team, the following is implied:

• the totality of its socio-psychological characteristics;
• stable and prevailing mood of the team;
• characteristics of relationships in microsociety;
• integral characteristic of the state of the working group.

A favorable psychoclimate is characterized by:

• optimism;
• the joy of communication;
• trust;
• feeling of security;
• comfort and safety;
• mutual support;
• attention in relationships and warmth;
• interpersonal sympathies;
• communicative openness;
• confidence;
• cheerfulness;
• freethinking;
• the opportunity to create;
• professional and intellectual growth;
• making a personal contribution to the common cause;
• the ability to make mistakes without fear of punishment.

An unfavorable psychoclimate will be diametrically opposed, since the workforce is built on:

It is worth saying that the psychological climate in a team is also determined by indirect signs, among which are distinguished:

How to determine psychoclimate?

To study or assess the psychoclimate of the work collective, you can use a special surveyor:

It is worth noting that only the manager can purposefully regulate the psychological climate in the team by carrying out management activities, taking into account all the factors influencing the work atmosphere.

Factors determining psychoclimate

There is a wide range of factors that determine the psychological climate in a team.

Macro environment

Represents the situation in a society or a set of cultural, economic and political conditions. Stability in the political and economic life of society ensures the psychological and social well-being of all members of society, and also indirectly influences the psychoclimate of the work collective.

Local macro environment

It is an organization consisting of a workforce. It consists of the size of the organization, the status-role structure, the absence of functional-role contradictions, the degree of centralization of power, the participation of employees in general planning, the distribution of resources, the composition of structural units according to the principles: gender, age, ethnic, professional.

Sanitary conditions and physical microclimate

The source of increased irritability can be constant noise, stuffiness, heat, and poor lighting. Indirectly, they can influence the general psychological atmosphere.

In turn, not only favorable sanitary and hygienic conditions, but also an appropriately equipped workplace will contribute to the formation of the required psychoclimate, also increasing satisfaction in general from work activity.

A positive psychological climate in a team can be created by work that for its performer is varied, creative, interesting, and at the same time corresponds to a professional level, provides an opportunity to realize creative potential and allows for professional growth.

The attractiveness of a job can be increased by:

The attractiveness of the work will also depend on the extent to which the conditions correspond to most of the subject’s expectations and allow him to realize his own interests and satisfy the existing needs of the individual.

Nature of the activity performed

In this case, you need to understand:

• monotony of activity;
• high responsibility;
• the presence of a risk to the life and health of the employee;
• stressfulness;
• emotional intensity.

All of these factors can bring their negative impact into the psychological climate in the team.

Psychological compatibility

In this case, the psychological climate in the team cannot be considered separately from the psychological compatibility of group members. This concept is understood as the ability of individuals to work together. The basis of psychological compatibility is the combination of personal qualities of all participants in a particular team. After all, it is much easier for people with similar personalities to establish interaction.

The condition that ensures effective psychocompatibility will be the presence of interpersonal sympathy and affection for each other of the work group members.

Forced communication between an individual and an unpleasant person can be a source of negative emotions.

Psychophysiological level of compatibility

It consists of an optimal combination of features of the senses, such as touch, vision, hearing, as well as temperamental properties. The agreed upon level of compatibility acquires particular importance in the process of organizing all joint activities. For example, a phlegmatic person and a choleric person will perform the assigned task at a different pace, which will provoke disruptions in the entire overall process, and will also create tension in the interpersonal relationships of the performers.

The psychological level of compatibility will presuppose the compatibility of characters, types of behavior and motives.

Social and psychological level of compatibility

It is based on the consistency of interests, social roles, value orientations, and social attitudes.

If two entities strive for dominance, organizing their joint activities will be practically impossible. Compatibility will be promoted by the orientation of one of the working couple towards subordination.

For an impulsive and hot-tempered person, an employee with a balanced and calm character would be more suitable as a partner.

Psychological compatibility is based on three pillars of character: self-criticism, tolerance and trust in the interacting partner.

It is worth noting that the psychological climate in a team also depends on the degree of teamwork, as a result of the compatibility of employees. The greatest possible success in a team’s work is ensured by teamwork, as successful joint activities with minimal costs.

Information support for the team

In order to create an appropriate psychological climate in the team, the manager must pay close attention to satisfactory information support for the activities of the entire organization. Otherwise, due to the lack of accurate and complete information on issues relating to employees, fertile ground arises for the emergence and spread of gossip, rumors, behind-the-scenes games, and weaving intrigues.

The presence of low communicative competence of employees also provokes communication barriers, increased tension, misunderstanding, mistrust, and conflict situations.

Leadership style

The role of the first violin in creating a positive psychoclimate in the team is given to its leader. In particular, there are three leadership styles: democratic, authoritarian and permissive. To better understand them, we need to look at each of them in more detail.

Democratic style

Based on the development of sociability, friendliness and trusting relationships. It is worth considering that this leadership style does not accept the feeling of imposition of decisions made from the outside - “from above”. Thanks to the participation of all team members in management, the psychological climate in the team is also optimized.

Authoritarian style

In the majority of cases, it generates mistrust, hostility, envy, humility and ingratiation. This leadership style is not capable of leading to success. However, if it is justified in the eyes of the work group, then it can also contribute to the creation of a favorable psychological microclimate. Examples include the army or sports.

Permissive style

The consequences of its use are dissatisfaction with joint common activities, low productivity, and negative quality of work. Since this leadership style creates an unfavorable psychological climate in the team, it is recommended for use only in certain cases. For example, in some creative working groups.

Fear of punishment or “whipping boy”

Fear provokes the desire to avoid punishment for mistakes made by any means. Under its influence, there is a shifting of blame onto others with a simultaneous search for a “scapegoat”.

In most cases, this role is assigned to a person or group of people who have nothing to do with the incident, but differ from the majority of employees in their “eccentricity” of behavior (black sheep), weakness of character and inability to stand up for themselves.

These conditions make them an “excellent” target for attacks, unfounded accusations and hostile attitudes. The presence of a scapegoat allows the work group to release the dissatisfaction and tension that always accumulates with great ease in the work group due to constant mutual fear and mistrust. By such actions the team maintains its own cohesion and stability.

It is worth noting a certain labor paradox: no matter how much hostility and hostility the “scapegoat” may arouse in its address, it is vitally necessary for the working group as a kind of “safety valve” that provides the opportunity to release aggressive tendencies.

The demand and popularity of research on the socio-psychological climate in a team is due to the tendency to complicate relationships and increase demands on the professionalism of an employee.

Why is it so necessary? Everything is logical. A favorable team climate increases the effectiveness of teamwork. Unfavorable relationships can cause high staff turnover, an increase in the level of conflict, a decrease in labor efficiency and, in general, a deterioration in the reputation of the organization. Often the manager notices only the listed consequences, but has no idea about the reasons for their occurrence. There are cases when the manager does not see the true reason for the deterioration of the team’s work and directs efforts in the wrong direction, which, of course, does not lead to an improvement in the situation. Therefore, it is important for the head of an organization or HR to study the current state of the socio-psychological climate and, based on the results of the study, take the necessary measures to improve it. In this article we will talk about the main methods that allow you to study the socio-psychological climate in an organization, and also provide recommendations for their use.

First, we need to define what is meant by the term “socio-psychological climate.” The socio-psychological climate in a team is a complex, integrated indicator that reflects the internal state of the community as a whole, and not just the sum of the feelings of its members, as well as its ability to achieve joint goals. The main factors shaping the socio-psychological climate in the team are:

1. Emotional attitude of employees to their activities;
2. Relations between employees in the team;
3. Relations between subordinates and managers;
4. Service and everyday factors of labor organization;
5. Economic (material) factors of labor encouragement.

Of course, the presented list is not exhaustive: it can be clarified and expanded if necessary within the framework of a particular study.

If the purpose of the study is to analyze and assess the socio-psychological climate in the team, then to achieve it it is necessary to solve the following tasks:

1. Determine the emotional attitude of employees to their activities in general;
2. Identify the nature of relationships between employees in the team;
3. Identify the nature of the relationship between subordinates and managers;
4. Determine the degree of employee satisfaction with work and everyday factors of work organization;
5. Determine the degree of satisfaction with economic (material) labor promotion factors.

After formulating the goals and objectives of the study, it is necessary to select the method by which data will be collected. We recommend a questionnaire survey as the most effective method of collecting data in medium and large teams, which, if the conditions are met, provides a high guarantee of the sincerity of the answers. These conditions should be considered in more detail.

• In order for the respondent to be motivated to give sincere answers, it is necessary to guarantee the anonymity of the data presentation and explain that the survey results will be presented in a generalized form. This information should be conveyed to respondents not only in a preliminary message about the upcoming survey, but also immediately before the survey. For example, you can place the following text in the title of the questionnaire:

• In addition, informing respondents about the purpose of the survey will help ensure the sincerity of responses. Before conducting the survey, it is recommended to inform that the opinions of all respondents will be taken into account, and based on the survey results, measures will be taken to improve the climate in the team. If respondents know that their opinion can really change the situation for the better, they will be more sincere.

In our experience, HR professionals are increasingly conducting such research through online surveys. They are convenient not only because an automated system allows you to collect data and provide results much faster, but also because it will provide the necessary conditions for a successful survey. Handing out paper questionnaires that are supposed to be filled out at the workplace may lead to a decrease in sincerity in the respondents’ answers: being close to the object of assessment, his colleague, the respondent will most likely feel discomfort and overestimate the assessment. While away from the workplace and in a less stressful environment, the respondent will be able to answer sincerely. In addition, some employees may express concern about de-anonymizing their handwriting profiles (and this happens:). In online surveys, reasons for such experiences are, of course, excluded, which can also affect the increase in sincerity in respondents’ answers.

Now let's look at the most popular methods used to study the socio-psychological climate in a team.

Sociometric test (according to J. Moreno)

This technique is used to identify and evaluate emotional connections in a team based on sympathy or antipathy for team members. Sociometric tests make it possible to identify informal leaders in a group, detect existing group cohesion within a team and identify the degree of cohesion. Practicing psychologists and sociologists recommend conducting a sociometric test in teams where employees have experience working together for at least six months, since only in this case, according to experts, will the sociometric test have an indicative result.

Respondents are asked to answer several questions regarding their relationships with other team members. In the response field, you must enter the names of colleagues selected by the respondent according to the specified criterion. It is recommended to use no more than 8-10 criteria by which each team member will be assessed. The criteria should be selected based on the significance of each of them for a particular team, so they can and should be modified in accordance with the conditions in which the test is carried out.

Questions in a questionnaire based on a sociometric test may look like this:

The analysis of respondents' answers is carried out as follows. To calculate the group cohesion index, a tool such as a sociomatrix is ​​used. It is a table consisting of the names of the members of the teams chosen by the respondents and the names of the respondents themselves.

Based on the results obtained from the matrix data, the group cohesion indicator is calculated using the following formula:

If Employee 1 selected Employee 2 by the first criterion, then the number 1 is entered into the corresponding cell in the table, if Employee 3 was selected by the second criterion, the number 2 is entered into the corresponding cell, and so on. If employees chose each other based on the same criterion, this figure must be highlighted. Next, the total number of elections for each employee and the number of mutual elections are calculated.

where C is an indicator of group cohesion among team members;

K – the number of mutual choices made by team members;

M – the maximum number of possible elections in the group (M=n(n-1)/2, where n is the number of members in the group being surveyed).

It is believed that the value of a “good” indicator of group cohesion lies in the range from 0.6 to 0.7.

Next, based on the sociomatrix data, a sociogram is compiled, which is 4 circles, each of which corresponds to the “rating” of the selected employees. The first circle includes “stars” - those employees who received the maximum number of votes. The second circle, which is conventionally designated as “preferred,” includes those team members who received more choices than the average number of choices received by one employee being evaluated. The third circle, “neglected”, includes those employees who received fewer votes than the average number of votes received per employee being evaluated. The fourth circle, the “isolated” area, is for employees who have not received any selections. Double-sided arrows in a sociogram show mutual choice, and one-sided arrows show one-sided choice.

The sociogram looks like this:

A sociogram allows you to visualize the existing groupings in a team and identify informal leaders in the team.

In practice, the sociometric method is used to study the socio-psychological climate in small groups of up to 15-20 people. In this case, it is recommended to indicate in the questionnaire how many names of colleagues the respondent can indicate in one or another answer to the question. As a rule, respondents are asked to limit themselves to 2-4 surnames. Such a limitation will simplify the task both for respondents, who will not have to evaluate and rank all members of their team, and for the researcher, since the constructed sociogram will more clearly and clearly reflect the situation in the team.

Psychologists recommend using the sociometric method to obtain information about intragroup relations. This will optimize the work process and establish relationships between groups among the team. Sociometric circles displayed on the sociogram will make it possible to clearly identify informal leaders in the group who have organizational skills and give them appropriate tasks. This will be useful both for improving group work and for the employee-leader who will be able to demonstrate and develop his abilities.

Methodology for assessing the psychological atmosphere in a team (according to A.F. Fidler)

This technique is based on the semantic differential method. Respondents are asked to familiarize themselves with 8 pairs of words with opposite meanings and assign their answer closer to the one that, in their opinion, more accurately reflects the atmosphere in the team. As a rule, a survey using Fiedler’s method looks like this:

Each extreme value is assigned a number of points: the extreme negative - 10, the extreme positive - 1. Then all the indicators are added up, and based on the value of the sum, an assessment of the atmosphere in the team is given. The minimum total score is 10, which is an indicator of a positive atmosphere in the team, the maximum is 100, which is an indicator of a negative atmosphere. Based on all partial assessments, an average is calculated, which will characterize the atmosphere in the team.

Fiedler's technique can only give descriptive characteristics of the climate in a team, its general features. For a complete and in-depth assessment of the socio-psychological climate in a team, it is recommended to combine the method of assessing the psychological atmosphere with a sociometric test. This will allow the researcher to provide more accurate and specific recommendations and advice for a specific team.

Determination of Seashore's group cohesion index.

Group cohesion is one of the most important parameters demonstrating the degree of integration of the team. It shows how cohesive or disunited a group is. Seashore’s “classic” method includes 5 questions, and the respondent is asked to choose one answer that is most appropriate, in his opinion. Each answer option is assigned a point from 1 to 5 (these points are not indicated in the questionnaire itself, the respondent does not see them), then the total number of points is calculated and, based on the resulting figure, a conclusion is drawn about the degree of team cohesion.

An example of a question from a questionnaire based on the Seashore method:

The total value obtained as a result of addition is usually interpreted as follows:

from 15.1 points – high group cohesion,

from 11.6 to 15 points – group cohesion is above average,

from 7 to 11.5 points – average group cohesion,

from 4 to 6.9 points – group cohesion is below average,

up to 4 points – low group cohesion.

If the value of the group cohesion index is 4 or below, this may serve as a signal to management about the need to introduce measures to bring team members closer together.

Experts say that Seashore’s method is appropriate for studying a socio-psychological team if its number does not exceed 40 people. If the organization is large and includes several departments, then it is recommended to use the Seashore method to determine the group cohesion index for a department or division and analyze the socio-psychological climate in this particular group.

This method has already established itself as an effective means for studying the socio-psychological climate in a team, however, for a more complete and in-depth analysis, it is recommended to use this method in conjunction with other techniques. The combination of various methods will allow a more profound and comprehensive assessment and analysis of the state of the socio-psychological climate in the team.

Periodic research into the socio-psychological climate in a team can identify problematic areas of the team’s life and take measures to improve the socio-psychological climate and, as a consequence, the labor efficiency of the organization’s employees.

• Personnel policy, Corporate culture

Plan:

Introduction

Chapter 1. Theoretical foundations for the formation of a favorable moral and psychological climate of the team

1 The essence of the moral and psychological climate

2 Factors influencing the moral and psychological climate in the team

3 Measures to regulate the moral and psychological climate in the team

Chapter 2. Study of compensatory type MDOU No. 58

1 General characteristics of compensating type MDOU No. 58

2 Assessment of the moral and psychological climate of MDOU No. 58 of a compensatory type

3 Measures to improve the moral and psychological climate in the team

Bibliography

Introduction

In modern conditions of the scientific and technological revolution, interest in the formation of a favorable moral and psychological climate in the team is constantly growing.

Society is a complex, multi-level, holistic and constantly evolving system. An integral attribute of any system, moral, economic, technical, is management that ensures its preservation and development, interaction with the environment to achieve the goals of the system. With the development of production and scientific research in the field of psychology, sociology and management, various approaches to assessing management as a specific human activity of management have appeared.

The problem of the research is that in real life the moral and psychological climate in a team is not always favorable, and often does not correspond to the theoretical basis that was previously developed by many researchers, such as A.S. Makarenko, G.A. Mochenov, V.I. Antonyuk, L.D. Sventsitsky, A.D. Glotochkin, O.I. Zotova, E.S. Kuzmin, Yu.A. Sherkovin, M.N. Overnighter, B.D. Parygin, K.K. Platonov, A.A. Rusalinova, N.S. Mansurov and others.

The relevance of this problem is determined, first of all, by the increased requirements for the level of socio-psychological involvement of people in the team, in their work activities. The formation of a favorable moral and psychological climate in a team is, first of all, the task of demonstrating the psychological and moral potential of both the individual and society as a whole, creating the most complete way of life for people. Improving the moral and psychological climate in the workforce is one of the most important conditions in the struggle to improve the quality of products and increase labor productivity. Also, the moral and psychological climate is an indicator of the level of social development, both of the entire team and of individual workers in particular, capable of more promising production. The overall socio-political and ideological situation in society, as well as in the country as a whole, largely depends on the level of optimality of the moral and psychological climate in each individual work collective. Relationships in a team are one of the most complex and at the same time most subtle areas of social activity. This is interaction between each other in various spheres of human activity, and man is a complex and multifaceted being, each with his own views, values, moral and psychological foundations.

It can be argued that traditional moral and psychological phenomena (leadership, organization, focus on results, hard work, professionalism, etc.), moral and psychological problems of work activity are manifested in the team.

The above determines the relevance of the topic of the work, its significance for the development of the theory of collective psychology and organizational practice, and specific socio-psychological research in work collectives.

Purpose of the study: to identify factors, assess their impact on the moral and psychological climate of the compensatory type of staff at MDOU No. 58, and develop methods for regulating it.

Research objectives:

determine the essence of the moral and psychological climate and the factors influencing it;

analyze measures to regulate the moral and psychological climate;

develop measures to improve the moral and psychological climate of MDOU No. 58 of a compensatory type.

The object of the study is the moral and psychological collective of MDOU No. 58 of the compensating type.

The subject of the study is the process of formation of the moral and psychological climate in the team.

Research methods: analysis of psychological literature on the research problem, observation, psychological experiment, testing, questioning, survey, analysis of empirical material.

The work consists of two chapters. The first chapter describes the theoretical foundations for the formation of a favorable moral and psychological climate in a team, namely the essence of the moral and psychological climate of a team; factors influencing it; measures to regulate the moral and psychological climate of the team. The second chapter conducts an empirical study of the moral and psychological collective of MDOU No. 58 of a compensating type.

Chapter 1. Theoretical foundations for the formation of a favorable moral and psychological climate of the team

.1 The essence of the moral and psychological climate

The moral and psychological climate is a complex phenomenon that consists of the characteristics of a person’s communication in a group, the feelings mutually experienced between people, opinions and assessments, and the willingness to react in a certain way to the words and actions of others. As is known, the moral and psychological climate of a team can be both favorable and unfavorable.

Signs of a favorable moral and psychological climate in a team:

trust of team members to each other;

goodwill;

good awareness of each team member about the tasks and the state of affairs in their implementation;

free expression of one’s own opinion when discussing issues affecting the entire team;

high demands;

satisfaction with belonging to the company:

high degree of emotional involvement and mutual assistance;

accepting responsibility for the state of affairs, both by the team as a whole and by each of its members....

A favorable moral and psychological climate helps to increase labor productivity. A good climate is the result of complex educational work with team members, the implementation of a system of measures that shape the relationship between the manager and subordinates, and is not a simple consequence of the proclaimed mottos and goals of an individual enterprise. Formation and improvement of the moral and psychological climate is a task constantly facing any leader. Creating a favorable climate, like the work of any manager, is not only a science, but also an art, a matter that requires a creative approach, as well as knowledge of its nature and means of regulation, and the ability to foresee likely situations in the relationships of team members. The formation of a good moral and psychological climate requires managers to understand the psychology of people, their emotional state, mood, emotional experiences, worries, and relationships in the group.

The problem of groups into which people unite in the course of their activities is one of the most important issues in social psychology.

For socio-psychological analysis, the question of what criterion should be used to divide groups that arise in human society is of particular importance.

“A group is a certain collection of people considered from the point of view of social, industrial, economic, everyday, professional, age, etc. community. It should be noted right away that in the social sciences, in principle, there can be a dual use of the concept group " Thus, in demographic analysis and in various branches of statistics, conditional groups are meant: arbitrary associations (groupings) of people according to some common characteristic necessary in a given system of analysis. In the whole cycle of social sciences, a group is understood as an formation of people that really exists, and in which people are united by a common characteristic or joint activity.

There are groups: large and small, from two people or more, conditional and real. Real groups are divided into small and large, official and unofficial, stable and situational, organized and spontaneous, contact and non-contact. K.K. Platonov called spontaneous groups “unorganized groups.”

Society is made up of groups, groups are made up of people. Societies, groups and individuals are three interconnected modern realities. All groups have specialization. The group's specialization depends on the needs of its members. For example, a family in an industrial city has both genetic and educational functions. Other groups perform other functions. Each individual participates in various groups: members of a football team, educational institutions, family, work team.

Social psychology has made more than one attempt to construct a classification of groups. The American researcher Yuvenk identified several grounds for classifying groups. They differed in: level of cultural development, type of structure, functions, tasks, and the predominant type of contacts in the group. However, one of the common features of all the identified classifications is the forms of life activity of the group.

Also in psychology it is customary to distinguish the so-called big And small groups. A small group is understood as a small group whose members are united by common social activities and are in direct personal contact, which is the basis for the emergence of emotional, moral and psychological relations, group norms and group processes.

As for large groups, it is important to emphasize that they are not equally represented in social psychology: some of them have a solid tradition of research in the West, the processes occurring in them are well described in some sections of social psychology, in particular in the study of methods of influence in situations outside of collective behavior; others, like classes and nations, are much less represented in social psychology as an object of study.

Small groups can also be divided into two types:

emerging groups that are already defined by external social requirements, but are not yet fully united by joint activities;

collectives, groups with a higher level of development associated with specific types of social activities.

Groups of the first variety can be designated as becoming.

The classification of groups can be clearly presented in the form of a diagram presented in the textbook by G.M. Andreeva “Social psychology, p. 194":

Figure 1 - Classification of groups

In social psychology, several parameters of a group are traditionally studied: group composition (composition), group structure, processes occurring in the group, group values, norms, system of sanctions. All these parameters can take on different meanings depending on the approach to the group that is implemented in the study. The composition of a group, for example, can be described by various indicators, depending on whether in each specific case it means, for example, the age professional or social characteristics of the group members. Consequently, there is no single recipe for describing group composition, especially due to the diversity of real groups. In each specific case, one must begin with which real group is selected as the object of study.

Most often, the composition of a microgroup, as well as the structure of relationships in it, are more complex. So, sometimes in groups you can find associations that include 4-5 people, united by close friendly ties. However, in practice, such associations are extremely rare in real groups. Therefore, we can assume that groups - dyads and groups - triads are the most typical microgroups that make up any small group. Their careful study can provide a lot of useful information for understanding the more complex system of relationships existing in a small group or team.

There are several signs of group structure:

structure of preferences;

communication structure;

power structure.

The problem of connecting processes occurring in a group and other characteristics of the group is still considered unresolved in psychology. If you choose the path laid down by the original methodological principle, then group processes, first of all, should include processes that organize the activities of the group. You should also dwell on the issues of general qualities of the group and the problem of group development.

General qualities of the group:

Integrity - unity, unity, community of group members with each other.

The moral and psychological climate of the team determines the well-being of each individual, his satisfaction with the team, and the comfort of being in it. Each team considers the following qualities:

Referentiality is a relationship of significance that connects a subject with another person or group of persons.

Leadership is one of the mechanisms for integrating group activity, when an individual or part of a social group plays the role of a leader, that is, he unites and directs the actions of the entire group, which expects, accepts and supports his actions.

Intragroup activity is a measure of the activation of the group components of its individuals.

Intergroup activity is the degree of influence of a given group on other groups.

Also of no little importance are:

the direction of the team - the social value of the goals and objectives adopted by it, the motivation of the team’s activities, value orientations and norms;

organization of team members - the team’s ability to self-govern and other qualities.

From the point of view of social psychology, when studying large social groups, a large number of difficulties may arise. Therefore, the belief often arises that the analysis of large social groups is not amenable to scientific research. According to G.G. Diligensky, the study of the psychology of large social groups cannot be considered justified, since this is not one of the problems of psychology, but its most important problem. “No matter how great the role of small groups and direct interpersonal communication in the processes of personality formation, these groups by themselves do not create historically specific social norms, values, and attitudes.” Both the above and many other elements of social psychology arise on the basis of historical experience. Based on the definition of G. G. Diligensky, the study of the moral and psychological climate of large social groups can be considered as a unique key to knowledge of the psychological structure of each individual individual.

The concept of “climate” came to psychology from meteorology and geography. In Russian social psychology, the term “psychological climate” was first introduced by N.S. Mansurov, studying production teams. The first of those who revealed the content of the moral and psychological climate was V.M. Shepel. Psychological climate is interpersonal relationships that have a special emotional overtones, arising on the basis of the closeness of members of one team, their sympathies, coincidence of characters, interests, inclinations, etc. Shepel believed that the climate of relations between members of one group consists of three climatic zones .

Firstly, this is a social climate zone. It is determined by the extent to which the goals and objectives of society are well understood in a given team, and the extent to which compliance with all constitutional rights and obligations of workers as citizens is guaranteed.

Secondly, this is a zone of moral climate. It is determined by what moral values ​​are accepted in a given team.

Thirdly, this is a zone of psychological climate. It consists of those informal relationships that develop between team members who are in direct contact with each other. However, the effect of the psychological climate zone is more limited than the social and moral climate.

In general, this phenomenon is usually called the socio-psychological climate of the team. When studying the moral and psychological climate in a team, three main questions are studied in detail:

What is the essence of the moral and psychological climate?

What factors influence its formation?

How can you assess the state of the moral and psychological climate in a team?

The essence of the moral and psychological climate.

In Russian psychology, there are four main directions in understanding the nature of the moral and psychological climate.

Representatives of the first direction are L.P. Bueva and E.S. Kuzmin. They consider climate as a socio-psychological phenomenon, as a state of collective consciousness. For them, climate is a reflection in the minds of team members of phenomena related to the relationships of people with each other, their working conditions, and methods of stimulating it. By moral and psychological climate they understand the psychological state of the primary work collective, which reflects all the features of the real psychology of the team members.

Supporters of the second direction are A.A. Rusalinov and N. Lutoshkin. They focus their attention on the fact that the most important characteristic of the moral and psychological climate of a team is the general emotional and psychological mood of this team. For them, climate is the mood of team members.

The authors of the third direction, V.M. Shepel, V.A. Pokrovsky, determine the moral and psychological climate through the relationships of team members who are in direct contact with each other. They believe that when the climate in a team is formed, a system of interpersonal relationships develops that determine the social and psychological well-being of each person individually.

Proponents of the fourth approach are V.V. Kosolapov, A.N. Shcherban. They define the climate in terms of social and psychological compatibility of team members, their moral and psychological unity, cohesion, and the presence of common opinions, customs and traditions.

When studying the moral and psychological climate in a team, it is necessary to keep in mind its 2 levels:

The first level is static. This is a relatively stable level. It manifests itself in the constant relationships of team members, their interest in work and fellow workers. The moral and psychological climate is understood as a fairly stable state of the team, which, once formed for a long time, does not collapse and retains its essence, despite the difficulties that the team faces. From this point of view, it is quite difficult to create a favorable climate in teams, but it is much easier to maintain it at a certain level, already formed earlier.

The second level is dynamic, changing or fluctuating. This is the daily mood of team members during work, their psychological mood. This level is best characterized by the concept of “psychological atmosphere.” In contrast to the moral and psychological climate, the psychological atmosphere is characterized by faster temporary changes and is practically not recognized by employees.

Many psychologists believe that the moral and psychological climate is the state of the psychology of the work collective as a whole, which integrates private group states. Climate is not the sum of group states, but their integral.

Thus, we can conclude that the moral and psychological climate in a team is a stable emotional and moral state within the team, expressing: the mood of people engaged in joint activities; their interpersonal relationships; public opinion regarding the most important material and spiritual values.

1.2 Factors influencing the moral and psychological climate in the team

The formation of the moral and psychological climate is influenced by a number of different factors. All of them are divided into microenvironmental and macroenvironmental factors.

Macroenvironmental factors are the “background” environment of the organization, factors of a global order that influence the team and which the team itself can only influence indirectly.

Microenvironmental factors are the immediate environment of the team, i.e. subjects with which the team, one way or another, interacts and have a mutual influence on each other. They are divided into subjective and objective:

Objective factors include technical, sanitary and hygienic, and organizational elements.

Subjective factors include the nature of official and organizational connections between team members, the presence of friendly contacts, cooperation, mutual assistance, and leadership style.

A favorable moral and psychological climate affects every person, his state of satisfaction with work, relationships with colleagues, the work process itself and its results. A favorable climate in a team improves the employee’s mood, productivity, and creativity, and has a positive effect on the desire to work in this team.

An unfavorable team climate entails dissatisfaction with both the team itself and the relationships within it, relationships with managers, working conditions and its content. This affects a person’s mood, his performance, creative and physical activity, and his health.

The following factors also influence the formation of a favorable moral and psychological climate in the team:

Compatibility of members of this team. It is understood as the most favorable combination of employee properties, ensuring the greatest efficiency of joint activities and personal satisfaction of each person from the work done. Compatibility finds its manifestation in mutual understanding, mutual acceptance, sympathy, and empathy of group members with each other.

There are two main types of compatibility: psychophysiological and psychological.

Psychophysiological compatibility is associated with the characteristics of individual mental activity of workers (various endurance of team members, speed of thinking, peculiarities of perception, attention, etc.), this is what should be taken into account when distributing physical and mental stress and assigning certain types of work.

Psychological compatibility presupposes the best combination of personal psychological qualities, such as special character traits, temperament, and human abilities, which leads team members to mutual understanding.

The incompatibility of team members lies in their desire to avoid each other, and if contacts are inevitable - to negative emotional states and even conflicts.

Behavioral style of the leader, manager, owner of the enterprise.

The leader is one of the most important factors influencing the formation of the moral and psychological climate of a team or group. He is always entrusted with personal responsibility for the state of the psychological atmosphere in the work collective (group).

Let's consider the impact on the moral and psychological climate of the team using the example of three classical leadership styles.

Authoritarian leadership style (sole, directive). For a “strong-willed” leader, the members of his team are just performers. Such a leader suppresses the employees’ desire to work, be creative, and take initiative. If initiative arises, it is immediately suppressed by the leader. Often the behavior of such a leader is accompanied by arrogance towards subordinates, disrespect for the employee’s personality, etc. All this together leads to the creation of a negative moral and psychological climate in the team. Authoritarianism does not have a favorable effect on relationships within the group. In such situations, some of the team members try to behave accordingly, try to adopt the style of their leader, and curry favor with their superiors. Other workers try to isolate themselves from contacts within the group, while others become depressed. A single leader prefers to resolve all issues himself, does not trust his subordinates, does not ask for their advice, takes responsibility for everything, and only gives instructions to employees. Such a leader uses punishment, threats, and pressure to stimulate work. It is clear that the attitude towards such a boss on the part of the team is negative. As a result of all of the above, an unfavorable moral and psychological climate is formed in the team.

With an authoritarian leadership style, the average person does not want to work and avoids work at the first opportunity. In connection with this, most people need to be forced to work and all their actions must be continuously monitored.

A democratic style opens up many opportunities for employees. Firstly, it gives subordinates a sense of involvement in solving production issues. Secondly, it gives you the opportunity to take initiative. In organizations (teams) that use a democratic leadership style, there is a high degree of decentralization of powers, as well as the active participation of employees in decision making. The manager tries to interest subordinates, make their responsibilities more attractive, does not impose his will on employees, decisions are made jointly, and freedom is provided to formulate one’s own goals based on the goals of the organization. A democratic leader builds relationships with subordinates on respect for the personalities of employees and on trust in them. The main stimulating factors are rewards, and punishment is applicable only in exceptional cases. Employees with this management style are satisfied with the management system, trust the boss and try to help him. All these factors bring the team together. The democratic leader tries to create a favorable moral and psychological climate in the team, the basis of which is trust, goodwill and mutual assistance.

This leadership style increases productivity, promotes creativity, and increases employee satisfaction with work and their position in the team. The use of a democratic style reduces absenteeism, reduces injuries in the workplace, helps reduce staff turnover, improves relationships in the team and the attitude of subordinates to the leader.

The essence of the liberal style is that the manager sets a task for his subordinates, creates all the necessary organizational conditions for successful work, namely, provides employees with information, trains them, provides them with a workplace, defines the rules and sets the boundaries for solving this task, while he himself fades into the background, reserving the functions of a consultant, arbiter, and expert evaluating the results obtained.

Employees are freed from total control; they independently make the necessary decisions and look, within the framework of the powers granted, for ways to implement them. Such work allows team members to express themselves, it brings them satisfaction and creates a favorable moral and psychological climate in the team, generates trust, and promotes the voluntary assumption of increased obligations.

The dependence of the effectiveness of the group on the nature of the leader’s influence on it is presented in Table 1.

Table 1 - Effectiveness of interaction between the leader and the group

Characteristics of the group’s activities Effective activities Ineffective activities Methods of psychological influence of the leader on a small group Cooperation strategy; delegation of responsibility; lack of pressure on employees; good knowledge of the team; positive motivation (individual and collective); involving group members in important decisions; benevolent nature of control; respectful attitude towards employees. use of ineffective strategies: compromise, care, adaptation; reluctance to delegate responsibility; tense relationships with staff; incomplete information to subordinates; incorrect motivation; does not involve the group in solving common problems; distrust of subordinates; strict control over the actions of subordinates. Properties of the group manifested when exposed to good controllability of the group; high activity of group members; lack of conflict within the group; acceptance by group members of the goals and means of activity; responsible behavior and adherence to discipline; presence of group opinion; acceptance of group norms; friendly relations within the group; recognition of the leader's authority. poor group control; lack of group cohesion; low group activity; insufficient compatibility of group members; poor psychological climate in the group; presence of conflicts in the group; tense relationship with the manager.

3. Successful or unsuccessful progress of the production process.

This factor has a great influence on employee satisfaction from the production process, and as a result, on increasing labor productivity.

The scale of rewards and punishments used.

On the one hand, various types of incentives in the form of bonuses, bonuses, allowances, paid vacations, and organization of corporate parties are not always justified and are economically costly. On the other hand, the response to specific punishment stimuli varies from person to person. Psychological research has established that excessive encouragement of the best is typical of practice, but it leads to overestimated self-esteem for some and underestimated self-esteem for others, which, in turn, hinders the development of relations of goodwill, trust and mutual respect in the work team.

In all cases, encouragement should:

Announce in a timely manner, that is, if possible immediately after a positive action, good result in work, etc.

To be as individualized as possible, taking into account the characteristics of the employees’ work, their personal achievements...

Be public. However, if someone has achieved relatively little success, it is better to praise privately. It is unlikely that an employee, especially an elderly person, will be pleased if he is recognized only for what others do just as well).

Come either from the team or from an authoritative leader respected by the members of the organization. If the boss has failed to gain authority and has conflicts with his subordinates, his encouragement is seen as an attempt to improve relationships by appeasing his subordinates. Sometimes you should give the employee the opportunity to choose the type of incentive.

Working conditions.

Working conditions directly at the workplace, site, or workshop are a set of factors (elements) of the production environment that influence human performance and health during the work process. For the convenience of studying working conditions, the set of factors (elements) is divided into the following groups:

Sanitary and hygienic, determining the external production environment/microclimate, air condition, noise, vibration, ultrasound, lighting, various types of radiation, contact with water, oil, toxic substances, etc., as well as sanitary services in production;

psychophysiological, determined by the specific content of work activity, the nature of this type of work, physical and nervous, mental stress, monotony, pace and rhythm of work;

aesthetic, affecting the formation of employee emotions, design of equipment, accessories, industrial clothing, the use of functional music, etc.;

socio-psychological, characterizing relationships in the workforce and creating the appropriate psychological mood between the employee and the employer;

a work-rest regime that ensures high performance by reducing fatigue.

The task of the scientific organization of labor in the field of labor conditions is to bring all production factors to an optimal state in order to increase the efficiency and preserve the vital functions of workers.

The situation in the family, outside of work, and the conditions for spending free time are also an integral factor that directly affects the moral and psychological climate in the team.

Depending on the nature of the moral and psychological climate, its impact on each individual member of the team will be different, for example: to stimulate the employee to work, lift his spirits, instill in him cheerfulness and confidence, or, conversely, act depressingly on the employee, reduce energy, lead to production and moral losses.

In addition, the moral and psychological climate can accelerate or slow down the development of key employee qualities necessary in business, such as: constant search for new things, readiness to innovate, the ability to receive, process and use information to make business decisions, the ability to take responsibility for received resources and attracted people.

You cannot count on the fact that the necessary relationships in a team will arise by themselves; they must be consciously formed.

So, we can conclude that the factors influencing the moral and psychological climate are: the psychological compatibility of the members of a given team, the style of behavior of the leader, the course of the production process in a given organization, the use of rewards and punishments, as well as the situation in their personal lives employee.

1.3 Measures to regulate the moral and psychological climate in the team

There are several different measures to regulate the moral and psychological climate in a team.

One of them is moral stimulation of the work collective. Moral stimulation of work activity is the regulation of employee behavior on the basis of objects and phenomena that reflect social recognition and increase the employee’s prestige.

The stimulating effect of morality is based on the presence of moral motives for work and, within the framework of the system of motivation and stimulation of the organization’s personnel, forms various forms of public assessment of the achievements and merits of employees. Moral stimulation “puts into action” motivation based on the realization of the need to express gratitude and be recognized, and consists of the transfer and dissemination of information about the results of work, achievements in it and the employee’s merits to the team or the organization as a whole. Measures of moral stimulation can include praise, official recognition of merit, awards, career growth, increasing the official status of a position, training, participation in an interesting project, participation in a competition, involvement in management and many other methods. Combining their diversity, we can distinguish four main practical approaches to moral stimulation of personnel: systematic informing of personnel, organization of corporate events, official recognition of merit and regulation of relationships in the team. Let's take a closer look at them.

Information in the personnel incentive system.

Information as a mechanism for stimulating personnel through the systematic provision of correctly selected truthful information is based on the selection, generalization, design and dissemination by visual and verbal means of various information of predominantly positive content (for example, about the merits and achievements of a particular employee, about the goals of the team, about charitable projects and results of the organization's sponsorship activities). The main objectives of informing personnel are to:

transmit norms, values, guidelines of organizational culture to the broad masses of workers;

promptly inform employees about events in the life of the organization;

contribute to the formation of a favorable socio-psychological climate in the team;

contribute to the formation of team (corporate) spirit in the organization;

contribute to increasing the level of employee loyalty;

Help employees understand their role in the team.

Depending on whether the rewarded employee is present at the time of transfer of information about his merits, information can be carried out in active or passive ways. It is obvious that active methods of informing have a great stimulating effect, when information is announced in the presence of the employee being encouraged, and the approving message is complemented by a positive emotional background, creating a favorable mood throughout the entire team.

A modern way of organizing a corporate information environment is the creation of local information resources - company intranet portals. An intranet portal is an intra-company (corporate) information environment with a number of functional tasks that allow the most complete communication within the company - between employees, departments, branches, and representative offices of the company. The functioning of such a portal is based on Internet technologies. Intranet portals are located on the company’s internal local information network and are accessible only to its employees. The main page of such a portal should be a meaning-forming and image center, linking into a single whole the structure, design and content of the intra-company information environment presented on the pages of the portal.

A comprehensive solution to the issues of systematically providing the organization’s personnel with information is also carried out by means of internal PR, the forms of implementation of which can be varied, and their choice largely depends on the specifics of the team. The most common internal PR methods are:

development of a “corporate” style of business life of the organization (for example, stylish elements of office design, comfortable and beautiful uniforms, uniform requirements for the culture of business behavior, standards of work with clients);

release of corporate publications (for example, a company magazine containing news about appointments to positions in the management team; industry-wide news; coverage of the most important events that have occurred in the organization recently; congratulations to birthday people; answers to employee questions; information about regional offices);

creation of a company-wide information environment (company website, internal radio broadcasting system).

Organization of corporate events

An inseparable part of the company’s identity are the corporate events held there - holidays, trainings, team building. And they are not so much ways to “entertain” employees, but rather tools for moral stimulation of staff, elements of forming the internal image of the company. Experts call corporate holidays one of the most effective methods of transmitting corporate values.

Corporate holidays perform a number of important functions in the life of an organization:

recording success (in contrast to the simple procedure of summing up, the holiday emphasizes the achievements and successes of the company with a positive focus);

adaptation (helping newcomers join the team);

education (introducing people to values ​​that are significant for the organization);

group motivation (the process of forming and regulating relationships in a team takes place in an informal, memorable, positive emotional environment);

recreation (necessary distraction from the work process, rest, switching attention, entertainment);

unity (based on emotional rapprochement), etc.

An equally well-known and popular means of informal corporate communication and team building today is team building. Since in practice, organizing team building is offered not only by companies specializing in conducting in-house training, but also by companies involved in corporate events, team building is often called strategic planning sessions, discussion team-building trainings, “rope courses”, and game entertainment programs, and corporate holidays. But unlike entertainment events, team building is a developmental training aimed not only at emotional relief, but also at developing the business and personal qualities of the participants. The main blocks of team building training usually include:

joint planning and distribution of responsibilities in the team;

ability to negotiate;

vision of a common goal;

role distribution in the team;

effective execution of team tasks;

rational use of team resources.

Team building as a comprehensive method of moral stimulation of personnel is aimed at improving interaction between employees and team unity. Team building programs allow participants to identify their hidden capabilities, take a fresh look at their colleagues in an unusual environment, and gain emotional release.

The main goals of team building programs are:

team building;

Achieving these goals is ensured through a set of psychological and dynamic exercises aimed at active interaction within the team, special organization of the program space, ensuring the inclusion of all participants in a single team and ensuring team decision-making (Table 2).

Table 2 - Examples of team-building programs (team building events)

TitleGoals of the program/content of eventsCreativity training - developing the ability of employees to find new non-standard (creative) solutions to work problems; - establishing communication links within working groups; - development of professional skillsTraining "Team Setting" During the program, in a game form, situations that arise in the real activities of the company are simulated and practiced. The entire program consists of a set of tasks and is divided into several stages. The success of completing the previous task directly determines the success of both the next one and the successful completion of the entire project. Result: - active team interaction in joint problem solving; - high level of cohesion and trust; - increasing the level of personal responsibility of everyone in achieving common goals; - positive psychological climate in the team. Training "City of Masters" - emotional unity of company employees in the process of solving non-standard creative problems during the event; - summing up the results of the working year; - creating a positive emotional mood for the next working year, creating a positive background for possible upcoming changes. Training "Energy" The training program includes a combination of exercises aimed at developing effective team interaction skills and tests that are carried out with the goals of: - improving team interaction; - overcome the fear of the new; - to unite the participants as much as possible around a common goal for all; - organize effective teamwork of personnel in a particular company; - create and strengthen an atmosphere of trust, mutual support and respect in the team

The specificity of tasks, games and exercises carried out in team building programs allows you to simulate and practice situations that arise in the real activities of the organization in a playful way. The structure of the team-building program allows the organizers to trace the peculiarities of the interaction of participants in various situations and adjust them.

The main result that organizational leaders want to achieve from team participation in team building training is to increase the overall efficiency of the team.

Rewarding the best employees

One of the significant methods of moral stimulation is the official recognition of merit by rewarding the best employees (teams) for differences in work that are significant for the activities of the organization (society) and therefore are publicly and officially encouraged.

The main goal of awards as a method of stimulating staff is to form a positive attitude in the team towards certain forms of achievements, to create and cultivate an image of the desired labor behavior of employees, the target of which is initiative, creativity and work activity.

Among the important functions of the award we note:

stimulating function (reflect the values ​​of society, organization, team and identify the person who received the award with the ideal image and name that the award bears);

differentiating function (to distinguish an honored member of society from others);

educational function (to promote the formation of a certain model of labor behavior).

A necessary condition for the effectiveness of this method of stimulation is the presence of a system of legal, moral, and philosophical views of managers on the development of the organization and its personnel, on the content, forms and methods of stimulation and the formation of genuine, deep interest of employees in active work.

Regulating relationships

Regulation of relationships helps to establish the positive nature of interpersonal and intergroup relationships in a team. At their core, these relationships are subjectively experienced relationships between employees, which are objectively manifested in the nature and methods of mutual influences exerted by employees on each other in the process of joint work and communication. The nature of these relationships is mediated by the content, goals, values ​​and organization of joint work activities and serves as the basis for the formation of a socio-psychological climate in the work team. It manifests itself in the specifics of the relationships that develop between the manager and subordinates (vertical climate), as well as between the subordinates themselves (horizontal climate).

Kobleva A.L., Ph.D. in psychology, associate professor of the department of andragogy, Stavropol State Pedagogical Institute, in her article “Motivational management as a factor in increasing the efficiency of personnel management,” tried to consider and analyze the basis of motivational management and its influence on the moral and psychological climate of the team . She believes that the ability to motivate and stimulate staff is the main indicator of professionalism and ensures the success of the organization. The professional competence and abilities of employees will not bring the desired result if they do not have the main thing - the desire to work. Therefore, every manager should initially think about increasing the motivation of his subordinates. Their enthusiasm will bring more profit than coercion and minute-by-minute control.

Thus, we can conclude that measures to regulate the moral and psychological climate are:

team building;

building effective communications in a team (group);

gaining experience of positive team interaction;

resolving conflict situations and improving interaction within a department or the entire organization;

development of horizontal and vertical informal connections, teamwork skills.

Chapter 2. Study of compensatory type MDOU No. 58

.1 General characteristics of compensating type MDOU No. 58

The place for conducting psychological and sociological research is the Municipal preschool educational institution “Kindergarten No. 58 of compensatory type.” The number of employees is 25 people. Established on the basis of nursery No. 11 of the Oryol garment factory (Decision of the Executive Committee of December 13, 1957). The founder of this organization is the Education Department of the Orel City Administration. The relationship between the Founder and the Institution is determined by an agreement concluded between them in accordance with the legislation of the Russian Federation. This Institution carries out its educational, legal and business activities in accordance with the Law of the Russian Federation “On Education”, “Standard Regulations on a Special (Correctional) Educational Institution for Students and Pupils with Developmental Disabilities”, “Standard Regulations on a Preschool Educational Institution” ", the legislation of the Russian Federation, other regulations, the agreement between the Founder and the Institution, as well as the charter of this Institution. Location of this institution: Orel, st. Novosilskaya 1.

The municipal preschool educational institution "Kindergarten No. 58 of the compensating type" is a legal entity, has an independent balance sheet, a personal account with the treasury authorities, a seal and stamp of the established form with its name, and also has the right to conclude contracts on its own behalf, acquire and carry out property and personal non-property rights, bear responsibility, be a plaintiff and defendant in court. The institution acquires the rights of a legal entity, in particular to conduct statutory financial and economic activities from the moment of registration.

The institution in question carries out educational activities and acquires rights to benefits provided by the legislation of the Russian Federation from the moment it is issued a license (permit) for educational activities; is accredited by application based on the conclusion of its certification.

The activities of this institution are aimed at implementing the main tasks of preschool education and ensuring the correctional orientation of the pedagogical process: maintaining and strengthening the physical and mental health of children; providing qualified assistance in speech correction, taking into account the structure of the defect, the intellectual and personal development of each child, taking into account his individual characteristics; providing assistance to families in raising children.

MDOU No. 58 of compensating type has the following tasks:

Providing optimal conditions for the upbringing, training, correction, and social adaptation of children with speech impairments;

protecting the lives and promoting the health of children;

implementation of an integrated approach in organizing correctional, developmental and educational work;

providing the necessary correctional assistance to children with speech impairments;

organization of correctional and developmental and educational work, taking into account the general specific and individual characteristics of children with speech underdevelopment;

ensuring intellectual, personal and physical development with a focus on the individual characteristics of each child;

ensuring the emotional and moral development of each child in order to introduce children to universal human values;

ensuring psychological comfort in a preschool institution and caring for the emotional well-being of each child;

ensuring the general and psychological readiness of children for school;

organizing close interaction with the family to ensure the full development of each child.

Participants in the educational process in the Institution are pupils, teaching staff of the institution, parents (legal representatives) of pupils. Relationships are built on the basis of cooperation, respect for the individual, and the priority of universal human values.

The relationship between the Institution and parents (legal representatives) of pupils is regulated by an Agreement, which includes the mutual rights, obligations and responsibilities of the parties arising in the process of education and training.

For an employee of an Institution, the employer is this Institution.

Employees are hired in accordance with labor laws. Labor relations between the employee and the Institution are regulated by an employment contract in accordance with the Labor Code of the Russian Federation and cannot contradict the law.

Persons who have the necessary professional and pedagogical qualifications that meet the requirements of the qualification characteristics for the position and acquired specialty and are confirmed by educational documents are accepted for teaching work. Persons deprived of the right to this activity by a court verdict or for medical reasons, as well as those who have had a criminal record for certain crimes, are not allowed to work in teaching.

When hiring, the administration of the Institution introduces the hired teacher, against signature, with the following documents:

Collective agreement;

Charter of the Institution;

Internal regulations;

Job descriptions;

Order on labor protection and compliance with safety regulations;

Instructions on protecting the life and health of the child;

Other documents regulating the activities of the institution.

The teacher of the institution has the right:

Participate in the work of the Pedagogical Council;

Elect and be elected chairman of the Pedagogical Council of the Institution;

Select, develop and apply educational programs (including author’s), teaching and educational methods, teaching aids and materials approved by the teachers’ council;

Protect your professional honor and dignity;

Require the administration of the Institution to create the conditions necessary to fulfill official obligations;

Improve qualifications and professional skills;

Be certified on the basis of applicants for the appropriate qualification category;

Participate in scientific and experimental work, disseminate your pedagogical experience, which has received scientific justification;

Receive social support established by the legislation of the Russian Federation and legislative acts;

For additional benefits provided to teaching staff by local authorities, the Founder, and the administration of the Institution.

The teacher of the institution is obliged:

Comply with the Charter of the Institution;

Comply with job descriptions, internal labor regulations, and other local acts of the Institution;

Protect the life and health of children;

Protect the child from all forms of physical and mental violence;

Cooperate with the family on issues of raising and educating the child;

Possess professional skills and constantly improve them.

The management of the Institution is carried out in accordance with the legislation of the Russian Federation, the Charter on the principles of unity of command of self-government.

The forms of self-government are:

General meeting of the Institution.

Pedagogical Council of the Institution.

Parental committee.

The General Meeting represents the powers of the employees of the Institution.

The Pedagogical Council of the Institution is the highest pedagogical collegial governing body, whose tasks include improving the quality of the educational process, its conditions and results.

The Parents' Committee of the Institution is one of the forms of self-government and interaction between the Institution and parents (legal representatives).

The Parent Committee includes representatives of the parent community from groups of the Institution.

The Parent Committee of the Institution is elected by open vote at a general meeting for a period of one year. It operates according to an annual plan drawn up jointly with the Institution.

The direct management and management of the Institution is carried out by a manager who has passed the appropriate certification, appointed by the mayor of Orel on the recommendation of the Founder.

Head of the Institution:

Attracts additional sources of financial and material resources to carry out activities;

Bears responsibility to the state, society and the founder for the activities of the Institution within the limits of its functional responsibilities;

Issues orders, instructions for the Institution and other local acts that are mandatory for execution by employees of the Institution;

Approves: work schedules, job descriptions of employees and other local acts;

Represents the Institution in all state, cooperative, public organizations, institutions, enterprises, acts on behalf of the Institution without agreement;

Manages the property and funds of the Institution;

Opens a personal account with the treasury authorities;

Carries out the selection, hiring and placement of teaching staff and service personnel; dismisses from work, imposes penalties and rewards employees of the Institution in accordance with labor legislation;

Draws up the staffing schedule of the Institution; distributes job responsibilities; concludes agreements on behalf of the Institution, including an agreement between the Institution and the parents (persons replacing them) of each child;

Organizes certification of employees of the Institution;

Forms a contingent of pupils of the Institution in accordance with the Procedure for recruiting children from preschool educational institutions;

Maintains relationships with families of pupils, public organizations, and other educational institutions on issues of preschool education;

Presents reports on the activities of the Institution to the Founder and the public.

The structure of the financial and economic activities of the Institution includes:

Use of property assigned to the Institution on the basis of operational management rights, adopted within the limits of its powers for the purposes stipulated by the Charter of the Institution;

Financing and logistical support for the activities of the institution;

Carrying out entrepreneurial and other income-generating activities;

Prohibition on transactions, the possible consequences of which are the alienation or encumbrance of property acquired from funds allocated to the Institution by the owner of the Institution;

Disposal of property. Acquired by the Institution at the expense of income received from entrepreneurial and other income-generating activities;

The ability to have an independent balance and current account in the treasury.

At the suggestion of the Founder, the Department of Municipal Property and Land Use of the Orel City Administration, in accordance with the procedure established by the legislation of the Russian Federation, assigns buildings to the Institution in order to ensure its statutory activities. Facilities, equipment and other necessary property.

The institution is responsible to the owner for the safety and effective use of the property assigned to the institution. The institution has the right to independently dispose, in accordance with the legislation of the Russian Federation, of funds received from extra-budgetary sources.

2.2 Assessment of the moral and psychological climate of MDOU No. 58 of a compensatory type

moral psychological climate team

As stated in paragraph 2.1, the number of employees of MDOU No. 58 of the compensating type is 25 people. 4% of the employees of this institution are men, therefore, the employees of the institution are mostly women. The age composition of this institution is from 26 to 70 years. The education of employees is predominantly higher or secondary specialized.

The study of this enterprise was carried out from September to November 2010. The purpose of this study is to develop skills, create conditions that cause positive changes in the moral and psychological climate of the team, bringing the team closer together, its cohesion.

A smaller team was selected for the study, namely the team of the second junior group:

Volovik N.S. - junior teacher.

Altynnikova E.S. - teacher.

Romanova L.N. - teacher.

Romanova L.N. - teacher speech therapist.

And also the head of this institution is Tanicheva V.I. and deputy head for methodological work I.A. Titova.

The following methods were used: determining the psychological climate in a given team; determining the management style of the workforce; diagnostics of interpersonal relationships in a team.

The form of conducting experiments is group.

Method 1 “Psychological climate in the team”

This technique is used to determine the state of the psychological climate of the workforce. The subject is asked to evaluate, using a 7-point system, 25 factors characterizing the state of the psychological climate in the team. One of the columns contains factors characterizing the ideal psychological climate (the highest score is 7 points). The other column contains factors that indicate that the team has an unsatisfactory psychological climate (lowest score - 1 point). The middle column contains a rating scale from 7 to 1, according to which the state of the psychological climate of the team should be assessed.

The final result must be assessed depending on the location of the sum of marks in the range from 25 to 175 - the higher the final number, the more favorable the climate in the team. The assessment can be individual, as well as collective, if you add up the assessments of all team members and get the average.

The technique was described and developed by V.I. Shkatulla, to determine the moral and psychological climate in the team.

The results of the study of the moral and psychological climate in the team are presented in Table 3.

Table 3 - Research of moral and psychological climate

Survey participants Friendliness Agreement Satisfaction Passion Productivity Warmth Cooperation Mutual support Entertaining Success TOTAL Volovik N.S. 545345543341 Altynnikova E. S. 656354656551 Lysenko A. S. 563644536345 Romanova L. N. 755635454347 T Anicheva V.I.776757667563Titova I.A.567567666559Total655545555451

Criteria for assessing the results obtained.

The maximum indicator of each component of the moral and psychological climate of the team is 7 points (100%), the minimum indicator is 1 point (14%)

The total maximum indicator of all components of the moral and psychological climate in the team is 90 points (100%), the minimum is 10 points (14%).

The level of development of the components of the moral and psychological climate of the team in percentage terms is;

high from 70% to 100%;

average from 40% to 69%;

low to 39%.

According to the total components, their level of development is:

high from 70% to 100%;

average from 40% to 69%:

low to 39%.

Table 4 presents the results of a study of the psychological climate in the team, translated from point indicators into percentages.

Table 4 - Studies of moral and psychological climate, presented as percentages

Survey participants Friendliness AgreementSatisfaction Passion Productivity Warmth Cooperation Mutual support Entertaining Success TOTAL Volovik N.S. 7056704256707056424257, 4 Altynnikova E. S. 8470844270568470847071, 4 Lysenko A. S. 70844284 56567042844263Romanova L.N.9870708498705670564265,8Tanicheva V.I.9898849870988484987088,2Titova I.A.7084987084988484847082,6Total8277747063757 568755671.4

Friendliness is the attitude of colleagues towards each other. Figure 1 presents the results of a study of friendliness as one of the dynamic components of the psychological climate of the team. The highest assessment of friendliness is given by L.N. Romanova. and Tanicheva V.I. - 7 points. The least - Volovik N.S., Lysenko A.S. and Titova I.A. - 5 points. This indicates that the atmosphere in the team is quite friendly.

Figure 1 - Compensatory friendliness in the team of MDOU No. 58

Consent is the consistency of actions in the work of all team members. Figure 2 presents the results of a study of consent as one of the dynamic components of the psychological climate of the team. The highest assessment of agreement is given by Tanicheva V.I. - 7 points. The least - Volovik N.S. - 4 points. This indicates that the members of a given team evaluate agreement differently, that is, the team is not coordinated.

Figure 2 - Agreement in the team of MDOU No. 58 of a compensating type

Satisfaction with work, work results, relationships with colleagues, financial results of work. The figure shows the results of a study of satisfaction as one of the dynamic components of the psychological climate of the team. The highest satisfaction rating is given by I.A. Titova, the lowest by A.S. Lysenko. The graph shows that the team is generally satisfied with the work, but there are also dissatisfied team members.

Figure 3 - Satisfaction with the work of members of the team of MDOU No. 58 of the compensating type

Passion is a feeling that arises when doing your work and achieving certain results. Figure 4 presents the results of a study of passion as one of the dynamic components of the psychological climate of the team. The highest rating of passion is given by Tanicheva V.I. - 7 points, the lowest - Volovik N.S. and Altynnikova E.S. - 3 points. The graph is evidence of the varying passions of team members.

Figure 4 - Compensatory type of enthusiasm of the staff of MDOU No. 58

Productivity is the personal contribution of each team member to the development of the enterprise. Figure 5 presents the results of a study of productivity as one of the dynamic components of the psychological climate of the team. The productivity of the team was assessed by its members in quite a variety of ways. I.A. Titova gave the highest productivity rating. - 6 points, the lowest - Romanova L.N. 3 points; none of the employees gave the highest score of 7 points. Which is an indicator of low team productivity.

Figure 5 - Productivity of work of the team of MDOU No. 58 of the compensating type

Warmth is the positive relationship between all team members. Figure 6 presents the results of a study of warmth as one of the dynamic components of the psychological climate of the team. The warmth of the team was rated by V.I. Tanicheva with the highest score - 7. and Titova I.A., the lowest score was given by Altynniova E.S. and Lysenko A.S. - 4 points. Average and high scores indicate that the relationships of team members are quite positive.

Figure 6 - Heat of the collective of MDOU No. 58 of the compensating type

Collaboration is about relationships between each other. Figure 7 presents the results of a study of cooperation as one of the dynamic components of the psychological climate of the team. Romanova L.N. gives the lowest score to cooperation. - 4 points, the highest score - 6 points was given by 3 people: Altynnikova E.S., Tanicheva V.I. and Titova I.A.. In general, the team rated the cooperation quite highly.

Figure 7 - Compensatory cooperation in the team of MDOU No. 58

Mutual support - relationships with each other, mentoring, support in work. Figure 8 presents the results of a study of mutual support as one of the dynamic components of the psychological climate of the team. The lowest assessment of mutual support is given by Lysenko A.S. - 3 points, the highest - Tanicheva V.I. and Titova I.A. - 6 points. In general, the team assessed mutual support differently.

Figure 8 - Mutual support of members of the team of MDOU No. 58 of a compensatory type

Entertaining - in what mood the current work is being performed. Figure 9 presents the results of a study of fun as one of the dynamic components of the psychological climate of the team. The highest rating for entertaining is given by V.I. Tanicheva. - 7 points, the lowest - Volovik N.S. - 3 points. The graph shows that in general the team is working in a good mood.

Figure 9 - Compensatory activity of the team of MDOU No. 58

Success is the result of work, summing up the results of certain projects in a team, and individually for each team member. Figure 10 presents the results of a study of success as one of the dynamic components of the psychological climate of the team. Success scores were divided into 3: Volovik N.S., Romanova L.N., Lysenko A.S., and 5 points: Altynnikova E.S., Tanicheva V.I. and Titova I.A.. Thus, half of the team considers him successful, and half does not.

Figure 10 - Success of the team of MDOU No. 58 of the compensating type

Thus, based on the analysis described above, we can conclude that the state of the moral and psychological climate of the team is assessed by its employees as satisfactory.

2.3 Measures to improve the moral and psychological climate in the team

According to the results of the study, several factors play a huge role in the effective operation of the Municipal Preschool Educational Institution “Kindergarten No. 58 of Compensatory Type”.

Firstly, it is the manager’s selection of leadership style. Each member of the team must work to achieve a common goal (raising the younger generation).

Secondly, it is a series of activities that help improve the moral and psychological climate in the team.

The manager must think about the problems of his own working style. Leadership style needs to be addressed on an ongoing basis. In order to choose the right leadership style, you need to know: the job requirements, your own abilities and inclinations.

To successfully regulate the moral and psychological climate, the head of MDOU No. 58 of a compensating type must have:

) not only knowledge of the general principles of management of social organizations, formulated by modern management theory, but also the ability to use them to regulate the moral and psychological climate of the team;

) the level of general theoretical knowledge about the essence of the moral and psychological climate, the factors influencing it and the methods regulating it;

) the depth of analysis on this general theoretical basis of specific situations, which in each individual case require a unique special set of methods and means for regulating the moral and psychological climate;

) the degree of compliance of the chosen methods for adjusting the moral and psychological climate of the team with the current dangerous situation and its specific content.

Maintaining and strengthening cooperation and mutual assistance relationships is the central task of MDOU No. 58 of the compensatory type, the entire methodology for improving the moral and psychological climate in the team. This methodology is based on a complex nature, which includes methods of a socio-psychological, organizational, managerial and moral-ethical nature.

The most important socio-psychological methods are aimed at adjusting the thoughts, feelings and moods of employees of the institution:

The first method is the consent method. It involves holding events aimed at identifying a more or less wide field of common interests; team members get to know each other better, get used to cooperating, and jointly solving problems that arise.

The second method is the method of benevolence. It involves developing the ability to empathize and sympathize with other people, to understand their internal states, and the willingness to provide practical assistance to a colleague.

The third method is the method of preserving the reputation of a colleague, respecting his dignity. This method is used in all forms of interpersonal communication.

The fourth method is the method of mutual complementation. Taking into account and skillful use of not only the abilities, but also the shortcomings of people who are closely related to each other, help strengthen mutual trust and respect of people, their cooperation, which contributes to the development of a favorable moral and psychological climate.

The fifth method is the method of not discriminating against people. This method requires the exclusion of emphasizing the superiority of one group member over another, or any differences between them.

And finally, the last of the psychological methods, a method that can conventionally be called the method of psychological stroking. He assumes that people’s moods and feelings can be regulated and require certain support. For this purpose, the institution is invited to conduct joint recreation for team members. These and similar events relieve psychological stress, promote emotional release, evoke positive feelings of mutual sympathy, and thus create a moral and psychological atmosphere in the organization that makes it difficult for conflicts to arise.

From all of the above, we can conclude that activities that contribute to improving the moral and psychological climate ensure the preservation of normal business relations and strengthen mutual respect and trust.

The institution as a whole needs to implement a number of consistent activities, by implementing which it can achieve strong cooperation, cohesion of the workforce, and a favorable moral and psychological climate at the organizational and managerial level:

First of all, the enterprise must set goals for a long-term period of 10 - 15 years, which should be aimed at introducing new educational technologies, both for children and for the training and development of employees, and constantly improving the quality of services provided. First of all, the stability of the institution, as well as the improvement of the moral and psychological climate of the team, depend on this.

Recognizing new ideas as the main value of any business - creating a climate that encourages innovation. The introduction of innovations creates conditions for creative tension of people, significantly narrows the possibility of negative psychological stress, which becomes the cause of a negative moral and psychological climate in the team.

The head of MDOU No. 58 of the compensatory type must focus on the selection and education of effective professional employees. This presupposes a management approach in which ordinary people produce extraordinary results. The manager must take care of the professional growth and improvement of employees, requiring them to constantly think about and adjust both the set goal and the ways to achieve it.

To improve the moral and psychological climate in the team without reducing productivity, the manager should listen to the following recommendations:

think about the accuracy of assessing the abilities and inclinations of your employees.

do not neglect “bureaucracy”, that is, a clear definition of the functions, powers and limits of responsibility of employees. This prevents negative manifestations of the moral and psychological climate.

Show your trust and support to your subordinates more often.

use a leadership style that is appropriate to the specific production situation and the characteristics of the workforce.

When employees fail, evaluate first of all the circumstances in which the person acted, and not his personal qualities.

do not exclude compromises, concessions, and apologies from the arsenal of means of communication with subordinates.

Do not use sarcasm, irony, or humor aimed at the subordinate in conversations with subordinates.

criticism of an employee should be constructive and ethical criticism.

The compensatory implementation of these recommendations, which are simple in principle, by the head of MDOU No. 58 can have a very significant impact on the moral and psychological climate in the team.

All of the above recommendations for improving the moral and psychological climate in the team are of a general nature. A specific situation is always unique, as it is determined by the individuality of each member of a given team (his temperament, character, style of behavior, etc.). In addition, the formation of a moral and psychological climate in a team largely depends on the general background of life, that is, on how successful we are outside the team, on general social, family, age and other factors.

The moral and psychological climate of the team, which reveals itself, first of all, in the relationships of people to each other and to the common cause, but this is not all. It inevitably affects people’s attitudes towards the world as a whole, their attitude and worldview. And this, in turn, can affect 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 and a certain situation - the social form of self-attitude and self-awareness of the individual.

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.

Quite often, people appear in a team who are dissatisfied with some aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. may serve as a reason or reason for the formation of an unfavorable climate in the team.

Based on all of the above, we can conclude that in order to achieve the desired result, namely a favorable moral and psychological climate, the following system of recommendations is proposed for the management of the Municipal preschool educational institution “Kindergarten No. 58 of compensatory type”:

apply techniques of suggestion and persuasion with subordinates;

conduct constant work to assess the moral and psychological climate in the team;

be able to resolve conflicts that arise in a team and help in the event of stressful situations;

know what management and leadership styles exist, and skillfully operate with them;

be able to relieve the internal tension of the team when necessary;

be able to always support your subordinates in any endeavors;

be able to objectively evaluate the positive character traits of your subordinates and develop them;

conduct regular work to create a positive moral and psychological climate, using the above methods;

try to adhere to a democratic leadership style: be a true leader of the team.

In conclusion, the following recommendations were developed and proposed for the head of the Municipal preschool educational institution “Kindergarten No. 58 of compensatory type”:

an objective assessment of one’s capabilities and the development of missing qualities in oneself that would help increase authority and allow one to be a role model (for example, attention to the problems of other people, honesty, the ability to listen);

using different leadership methods depending on the situation. However, it is best to adhere to a democratic style and take into account the opinions of employees when solving common problems;

be demanding not only of subordinates, but also of yourself, strive to improve;

seek an approach to each employee, taking into account his personal characteristics (character, temperament, etc.), as well as his business qualities;

treat all team members fairly;

use incentives and bonuses more often as incentives;

learn to prevent emerging conflicts and resolve existing ones with the least damage;

show flexibility and the ability to compromise when persuading others;

carry out regular work to assess and create a positive moral and psychological climate.

To summarize, we can conclude that managers of any rank and regardless of the size of the group must always remember the importance of a positive moral and psychological climate in the team, consciously structure their behavior and choose the most optimal leadership style to increase the efficiency of the work process and the success of the entire organization. And subordinates should strive for innovations and improvements so that they always have a desire to work and be in demand.

Conclusion

In this work, a theoretical analysis of the concept of moral and psychological climate in a team was carried out.

Moral and psychological climate is the psychological mood in a group, which reflects the nature of relationships between people, the prevailing tone of public mood, the level of management, conditions and characteristics of work and rest in a given team.

Team - a group, a set of people working in one organization, at one enterprise, united by joint activities within the framework of any organization; This is the highest form of an organized group in which interpersonal relationships are mediated by the personally significant and socially valuable content of group activity.

Moral and psychological climate is the relatively stable psychological mood of its members prevailing in a group or team, manifested in the diverse forms of their activities. It is important for a manager or a business person to know the ways to form a moral and psychological climate and the mechanisms of team unity. In your management decisions, in the preparation, training and placement of personnel, it is necessary to use these ways, achieving optimal coordination of the interpersonal interaction of team members in the conditions of specific joint activities.

The most important signs of a favorable moral and psychological climate are: trust and high demands of group members towards each other; friendly and business-like criticism; free expression of one’s own opinion when discussing issues affecting the entire team; lack of pressure from managers on subordinates and recognition of their right to make decisions that are significant for the group; sufficient awareness of team members about its tasks and the state of affairs in their implementation; satisfaction with belonging to a team; a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration in any of the team members; taking responsibility for the state of affairs in the group by each of its members, etc.

The research has shown that the work is of particular relevance at the moment, since now special attention has been paid to the formation of a favorable moral and psychological climate through the most effective interaction between the manager and subordinates.

Managers should pay more attention to the human qualities of their subordinates and their ability to solve assigned tasks. High rates of obsolescence and constant change force managers to be constantly prepared to carry out technical and organizational reforms, as well as to change their leadership style.

In his practical activities, a leader should not use one leadership style. He must constantly improve himself in accordance with changing both internal and external conditions.

Using the models discussed in this work, which have been studied by various researchers, a manager will be able to analyze, select and evaluate the results of using a particular leadership style in a specific situation. Not only the authority of the leader and the effectiveness of his work, but also the atmosphere in the team and the relationship between subordinates and the leader depend on the choice of leadership style. When the entire organization works quite efficiently and smoothly, the manager discovers that in addition to the set goals, much more has been achieved, for example, mutual understanding and job satisfaction.

The team is a collection of individuals; the development of the individual has a significant influence on the formation of the internal psychological situation in the team.

The leader cannot but influence the psychological sphere of the group. In addition, creating a positive climate in the team is his immediate responsibility.

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