Approaches to team building Methods of team building Techniques for forming teams

Team Building Approaches

One of the key points in business, management, and life is selecting the necessary people and creating a team. The desire to create their own team drives managers in the painstaking and important work of developing rules for the interaction of employees of the organization with different qualifications and personal qualities.

Domestic researchers Doctor of Economic Sciences, Professor of the State University - Higher School of Economics Leonid Fatkin and HR Advisor to the Board of the Investment Banking Corporation joint-stock commercial bank Ksenia Morozova note the following: “...Team building processes in organizations, due to their complexity, are difficult to study and targeted management, since in order to identify the true factors of regulation

organizational behavior, it is necessary to penetrate into the deep layers of interpersonal relationships...".

A team can be formed for various purposes. For example, senior researcher at the Institute of History of Natural Science and Technology of the Russian Academy of Sciences Evgeniy Nikolaevich Emelyanov and General Director of the Step Consulting Center Svetlana Efremovna Povarnitsyna believe: “... A team is just another possible resource for a breakthrough to a new level of development. But just like other resources, it works well and gives a full effect only when applied to the place and time... What does “to the place and time” mean? First of all, each team should be created to solve very specific problems. This could be the implementation of urgent changes, or the development of a strategy, or the achievement of new development goals, or overcoming crises, or the development of a new product, or something else like that...”

David A. Aaker, a professor at the Haas Business School and the University of California, writes more specifically: “...Sometimes

The problems that arise for the company (for example, a weakening of its competitive position, or the emergence of opportunities such as technological discoveries) force it to make fundamental changes. In such cases, an in-depth analysis of the problem and meaningful proposals for changing direction can be made by a dedicated team...”

Domestic specialists Anatoly Timofeevich Zub and Mikhail Vyacheslavovich Loktionov describe those cases when a team is needed as follows: “...Teams are most effective in cases:

developing strategies in conditions of high environmental uncertainty;

vagueness and multiplicity of criteria for selecting strategic options;

implementation of several strategies simultaneously;

the need to coordinate complex work;

a wide range of expert opinions regarding the assessment of strategic alternatives;

conflict of interests of stakeholders;

high degree of resistance to strategic changes...".

The team building process can be represented as a process of reorganizing the existing working group for managing an organization and as a procedure for forming a management team, as they say, “from scratch.” But, as evidenced by established approaches, in any case, the process of forming a management team begins with the formation of a working group, which is then reorganized into a full-fledged team.

For example, Galkina T.P. believes that team formation consists of implementing the following procedures 11:

• 1) determine the purpose of the command;
• 2) formulate its goals;
• 3) set tasks;
• 4) define the role of the team;
• 5) develop group norms.

Further deciphering the purpose of the team in terms of the manifestation of its mission, Galkina A.P. writes that the purpose determines the reason for the emergence and existence of the team, the reason that follows from the vision of the ideal state of the organization necessary to solve the existing problem. The mission generates the corresponding goals of the team and establishes the framework for its functioning.

Goals represent a non-existent, but desired, specific state of the organization itself that would solve the existing problem and allow the team’s mission to be realized.

When decomposing goals, tasks appear as actions necessary to achieve the goal. Specific filling of tasks with content is facilitated by time frames, proportions, percentages of indicators, assignment of tasks to specific performers, etc.

Within the framework of assigned tasks, the distribution of roles necessary for the effective achievement of team goals often occurs.

The effective achievement of goals is also facilitated by the adoption of fundamental rules or norms for the interaction of team members and the implementation of appropriate processes by the team as a whole.

Zinkevich-Evstigneeva T.D. considers the process of forming management teams as a rather lengthy, painstaking and psychologically “delicate” procedure, but necessary due to the fact that this process is pivotal in the overall development strategy of the organization. This attitude to team building is based on the thesis that “the psychological and motivational mood of employees is a factor more significant than all the company’s investments in this or that restructuring.”

The duration of the process in this case is explained by the fact that it is advisable to form a team not so much from “outside” specialists, but from the staff of the organization’s employees who already know the specifics of the work and the team. In this case, priority is given to the personal characteristics of candidates, so the replenishment of missing skills is carried out during team building.

Skills as a system category can be represented by a set of knowledge and experience. For example, a skilled car driver not only knows the rules of the road and the structure of the car, but also has driving experience. Knowledge is a set of verbal (verbal models) descriptions of reality in the form of a categorical apparatus of many concepts and definitions, and experience is a combination of abilities inherent in a person by nature (to move, pronounce sounds, perceive the surrounding reality) and skills acquired in the process of life ( computer skills, interaction with other people). The structural diagram of skills is presented in Figure 7.1.

Rice. 7.1.

According to experts, in the process of team building it is important to select two or three key professionals in their field of activity, and select the rest of the team members (with their participation) to help them, giving priority to the personal characteristics of the candidates. Professional and other specific qualities of the latter are formed as the team develops. Thus, the history of the team becomes part of the history of its members, which contributes to the formation of a specific socio-culture that unites team members.

If we consider the set of skills that potential team members should have, we should highlight the skills of systems thinking, communication and leadership skills (see Fig.

Systems thinking skills are necessary for a comprehensive perception of reality and understanding of the mechanisms of interaction between team members and the team as a whole with the environment.

Systems thinking provides not only the results of a comprehensive analysis of the external and internal situation, but also allows you to develop strategic solutions to problems facing the team.

Zinkevich-Evstigneeva T.D., Frolov D.F., Grabenko T.M. Theory and practice of team building. Modern technology for creating teams. - St. Petersburg: Rech, 2004. - 304 pp., p. 32.

Skills in identifying useful information from various sources, analyzing the situation in the external and internal environment, assessing the risks of scenario decisions

create an atmosphere of trust

create motivational incentives

justify your statements

inspire others with confidence in success, establish partnerships

relationships ensure the achievement of goals

Communication ensures the creation of an atmosphere of trust

Rice. 7.2. Structure of skills that members must have

within the team, the necessary motivation of its members and the required interaction.

The leadership abilities of potential team members are necessary to determine rational decisions focused on the final result and ensuring the cohesion of group members and partnership interaction with the socio-economic systems of the external environment.

Sometimes the following approaches to team formation are distinguished: role-based, which is based on discussion on

distribution of roles in the future team; interpersonal, based on the fact that interpersonal competence increases the effectiveness of team functioning; goal-setting, based on the joint formulation of team goals; problem-oriented, in which the formation of a team is carried out in the process of joint problem solving.

In this case, there are four directions in the formation of teams:

• ? diagnostics;
• ? achieving or completing a task;
• ? team relationships;
• ? team processes of team formation.

The following stages are also distinguished:

• ? entry into the working group;
• ? diagnosis of group problems;
• ? preparing decisions and drawing up an action plan (active planning);
• ? implementation of the action plan (active process);
• ? monitoring and evaluation of results.

Meredith Belbin identifies five interrelated principles for team building, shown in Figure 7.3.

Contributing to the achievement of team goals in two ways is manifested in the combination of a team member’s performance of his personal team role and the role that he, to one degree or another, potentially plays or actually plays in the process of moving the team towards its goals.

At the same time, when performing roles (functional and team), an optimal balance is required.

Leveraging team members' strengths and neutralizing weaknesses in functional and team roles leads to increased effectiveness

joint activities of team members.

It is necessary to take into account that the personal qualities of team members aim them at certain team roles, but at the same time limit team members’ self-realization in other roles.

A complete set of team roles allows the team to use its technical resources in the most beneficial manner through the emergent properties of the team as a social system.

Rice. 7.3.

In addition to these principles, Belbin suggests that some employees contribute more than other team members during the team's formation process, regardless of how much they are expected to contribute to the team's success according to their role. And from here the conclusion is drawn that it is necessary to look for people who are bright representatives of a certain type of personality necessary for forming a team.

The American practical guide for training company managers contains the following list of characteristics that ensure the successful functioning of the team as a whole:

• ? openness and communication without fear or embarrassment. Ability to listen to others;
• ? constant readiness to lend a helping hand, respond to requests and come to the rescue;
• ? willingness to move to another position in the interests of the business. Ability to compromise and change your mind;
• ? honesty, the ability to get things done. A sense of responsibility to other team members, the ability to gain the support of others;
• ? the ability to clearly outline the scope of one’s responsibilities, to divide duties and responsibilities in a way that contributes to the achievement of the best results;
• ? good information, development of ideas, ability to thoroughly research the issue being worked on. Constant readiness for action;
• ? Willingness and ability to follow the rules and procedures that all team members must follow;
• ? ability to understand and accept the goals and objectives followed by the team. Be informed about all emerging problems, support the team and make every effort to achieve their goals.

Michael Woodcock and Dave Francis once proposed a team-building program, the diagram of which is presented in table 7.1. It is important that the following conditions are met:

• ? Team members are clear about the goals of their collaboration.
• ? Everyone's skills are known to others, and functions are distributed.
• ? Organizational structure corresponds to the task being performed.
• ? Collaborative methods are jointly selected and jointly improved.
• ? Self-discipline allows you to use time and resources wisely.
• ? There is a time and place to discuss common issues.
• ? The team supports its members and ensures close interaction.
• ? Relationships in the team are open, and they are ready to overcome any difficulties and obstacles encountered along the way.

From the standpoint of socionics, the work of team building is based on a simple rule: “by creating a formal team for

solving a specific problem, select workers in accordance with their psychotypes so that in the future they can easily develop into a stable informal group - a team.” When selecting the team Yu.V. Ivanov recommends using the algorithm shown in Figure 7.4. for cases of forming a team, as they say, “from scratch,” either in the process of adding new members to the team, or in the process of its reorganization.

Table 7.1

Scheme for creating a collective (team) according to M. Woodcock and D. Francis

	Stage name
	Set clear goals	? Smart teams often find the way themselves if they know where they need to go. ? Questions of methodology often bog people down.
	Start small	? "A big oak grows from a small acorn." ? Success builds confidence and creates the foundation for new success. ? People prefer ideas they can understand.
	Before act, get agreement	? Ownership grows from genuine understanding. ? Without consent, almost nothing can be changed. ? Reaching agreement takes a lot of time.
	Make up real	? "Moscow was not built in a day". ? To learn means to unlearn something. ? The cultural level changes very slowly.
	Consult often and sincerely	? People have a lot of valuable things to say. ? When you consult, you strengthen agreement. ? Manipulation undermines the ability to create a team.
	Tie creation team with organizational	? People are more willing to try an experiment if it doesn't require a lot of extra work. ? Use regular meetings and routine assignments to build your team. ? Positive results will be more obvious.
	Feel free to meet "political" Problems	? Don't put difficult questions on the shelf. ? Be realistic in your plans. ? If you play politics, you will discredit your efforts.
	Encourage openness and sincerity	? Deep-rooted prejudices and attitudes are easier to deal with if they are discussed openly. ? Don't suppress discussions.
	Don't call false ones	? It's easier to promise. ? Unfulfilled promises will discredit you.
	Rearrange your work if necessary.	? Organizational work takes time. ? Team building can increase individual workload.
	Unknown anymore scarier than known	If the problem is stated out loud, it no longer seems scary.
	Development mainly self-regulating	? Age, abilities and attitudes create limitations. ? Ultimately, we are responsible for our own development.
	“You can drive a horse into water, but you can’t make him drink.”	? People cannot be forced to change relationships. ? People can be forced to pretend that they are changing.
	Remember those who are out of the game	? Envy can help development. ? People love to be participants themselves.
	Team building can cause other problems	? other groups of people may feel threatened. ? Individual employees and foremen may outgrow their current roles.
	When creating a team, use and	? Individual development may take place. ? New ideas generate further creativity.

	other possibilities	Existing systems and methods may be called into question.
	Delegate powers	? people have different strengths and experiences. ? Delegation usually means development.
	Accept outside help if needed	? Choose who to contact carefully. ? Take responsibility for your actions. ? Each person has his own outside view and his own experience. ? A person from the outside is more likely to be impartial.
	Learn from mistakes	? Admit you're wrong. ? Review your progress regularly. Zub A.T., Loktionov M.V. Systemic strategic management: methodology and practice. - M.: Genesis, 2001, p. 456. Woodcock M., Francis D. The liberated manager. For the practical manager: Transl. from English - M.: “Delo LTD”, 1994, pp. 250-252. Ivanov Yu. V. Mergers, acquisitions and separation of companies: strategy and tactics of business transformation. - M.: Alpina Publisher, 2001. - P.230.

enterprises

In this subsection of the course work, we will consider the problem of forming management teams as a dilemma between collective and individual in the organizational culture of Russian enterprises.

Solving modern economic problems requires Russian enterprises to introduce more flexible management technologies, create new management structures, and more actively involve top managers in group, team forms of work, which are widely used in countries with liberal economies. However, the adaptation of Western advanced technologies to Russian conditions is not always successful. Often, the obstacles to the spread of management innovations are the peculiarities of the national mentality and national organizational culture. As you know, each national community has its own ideas about what is possible, permissible, and “correct” in group work and the appropriate method of management). These differences are significant and it is often seen how foreign, seemingly promising management experience does not take root or does not take root well at Russian enterprises. In this regard, the question arises of how the national characteristics of the organizational culture of Russian enterprises hinder the fruitful assimilation of advanced foreign experience in the development of command (collective) forms of management.

Recently, organizational culture has been considered as a key tool for the development of an enterprise, and therefore the attention of researchers has been attracted not only by the problems of its diagnosis, but also by the possibilities of forming and creating an organizational and cultural environment of a certain type. In the most general sense, organizational culture is a set of values, norms, traditions, beliefs, myths, and modes of behavior that are most typical for an organization. Following T. Yu. Bazarov, let us consider organizational culture as a value-normative space in which the interaction of enterprise employees unfolds. In this value-normative space, one of the significant places is occupied by values ​​and norms related to the ways of interaction between an individual and an organization, an individual and a group. They determine the dominant orientation in the organization - collectivist or individualistic. It is no coincidence that the parameter “individualism-collectivism” is considered as one of the essential features that differentiate organizational cultures into different types. 7

For many years, Russian business culture has been assessed by researchers as collectivist, which has allowed sociologists and management consultants to make optimistic forecasts regarding the spread of group forms of management activity and, in particular, team management in Russian enterprises.

However, in recent years there have been significant shifts in corporate culture towards autonomy and individualism. In this regard, the assessment of the organizational culture of enterprises on the basis of “individualism-collectivism” is often contradictory, especially if the criteria for such assessment are external, unsystematized signs. Thus, many researchers note that modern Russian business culture is characterized by: the presence of a large distance between managers and subordinates, inattention of managers to the needs and interests of subordinates, and the lack of emotional contact between them. Russian organizations are characterized by the concentration of power among top management. Meetings at which management decisions are made are hierarchical. Delegation of decision-making authority to subordinates is almost never practiced. For their part, subordinates at enterprises in Russia have less trust in managers than in Western countries. At the same time, some researchers still attribute collectivist, paternalistic orientations to Russian managers. Thus, American researcher Sheila Puffer believes that the managers of Russian enterprises, with a pronounced authoritarian management style, tend to show excessive concern for their subordinates and patronize them.

Contradictions in assessments of the prevailing type of organizational culture of Russian enterprises are due, in our opinion, not only to different levels of their organizational development (which certainly affects the characteristics of organizational culture). They can also be caused by an ambiguous interpretation of the sign “individualism-collectivism.” According to G. Hofstede, “individualism” and “collectivism” are two extreme forms of relationships that reflect the nature of the connection between the individual and the group. In Organizational culture, either “individualism” can prevail, when people define themselves as individuals and care only about themselves, their family and their relatives, or “collectivism”, which is characterized by a close relationship between a person and a group.

With strong collectivism, the group takes care of meeting the needs of its members, providing them with support and security in return for their loyalty.

As correlates characterizing the type of culture according to the factor “individualism - collectivism”, G. Hofstede suggests considering indicators that reveal the nature of the manifestation of this factor in the organization (interference in personal life by the organization, the influence of the organization on the well-being of employees, protection of interests, initiative of employees or sense of duty and loyalty, nature of promotion, staff motivation, social connections). 8 However, the analytical scheme proposed by G. Hofstede does not fully reveal the essence of “collectivism” and “individualism” and does not allow us to understand the nature of collectivist attitudes in Russian corporate culture.”

To study and understand the problems of cross-cultural business interaction, domestic researcher R.V. Gordeev proposed considering “individualism” and “collectivism” not as opposite poles of one relationship, but as two meaningfully different properties that can be used as the basis for a typology of national organizational culture . The “individualism” parameter characterizes the ways a person achieves his goals in the context of his functioning in a community. The extreme poles of this parameter are: “atomistic individualism” (when a person, when achieving his own goals, does not take into account the interests of other people) and “interdependent individualism” (when a person, when realizing his goals, tries to take into account the restrictions imposed on him by others).

The second parameter - “collectivism” - characterizes the degree of pressure of the group on a person, the ways in which he forms attitudes to adhere to a certain mode of behavior in the group. His bipolar scale covers all forms of collectivism from “strict” to “flexible” collectivism. “Flexible collectivism” allows for a certain degree of voluntary acceptance by the individual of group norms and values. It can be considered an open or free system, since decisions are usually made here on the basis of personal contracts, and the free expression of the individual’s will is recognized. “Strict collectivism” limits active individual expression of will and participation. This type of collectivism has strong conservative and sometimes totalitarian tendencies, since decisions are usually made based on majority opinion and group pressure in order to maintain existing structures. In strict collectivism, control from above and coercion dominate. An attempt to present “individualism” and “collectivism” as different value-normative levels, one of which (“individualism”) belongs to a greater extent to the value-normative sphere of the individual, and the other (“collectivism” ) - reflects the dominant value-normative attitudes in the group, and seems to us to be fruitful not only for explaining the contradictions and problems that arise in the conditions of cross-national communication, but also for understanding the limitations and obstacles that managers may encounter when introducing foreign experience. 9

Conclusion

For the creative and effective use of management principles, it is necessary to reveal and comprehensively study the objective laws and patterns of management, in turn, since the laws and patterns of management are based on the laws of development of nature, society and thinking, it is necessary to form a perfect system of scientific knowledge of each leader, the broadest cultural and professional outlook .

Management principles, being objective in nature, must have legal formalization, enshrined in a system of regulatory documents, regulations, agreements, contractual obligations, legislative acts, etc. However, at the same time, the nature and forms of consolidating management principles must be flexible enough to avoid excessive rigidity of procedures and formulations. This is very important, since changes in specific historical conditions lead to changes in the operation of socio-economic laws, and accordingly, the content of the principles of management themselves.

The interaction of the control and managed subsystems is carried out in accordance with certain principles, that is, rules. In practice, there can be a lot of such principles. The most important of these principles can hardly be considered scientific in combination with elements of art. As already noted, management uses data and conclusions from many sciences, since it is almost impossible to manage a complex modern economy “by inspiration.” At the same time, the situation can change so rapidly and unpredictably that there is simply no time to find a scientifically based solution, and then unconventional approaches have to be used. This requires the manager, in addition to deep knowledge, extensive experience, mastery of the art of interpersonal communication, and the ability to find a way out of hopeless situations.

The management process must be purposeful, that is, it is always carried out for a reason, but be focused on solving specific problems that the organization is currently facing. Any management process must be based on the principle of consistency. In some cases, the sequence of management actions may be cyclical, suggesting their repetition in the same form at certain intervals. The continuity of the implementation of economic processes in an organization requires, accordingly, the continuity of their management, control and coordination of personnel activities. The latter requires an optimal combination of centralized regulation and self-government of individual elements of the organization. Since self-regulation is carried out by people, it is impossible without observing such a principle as taking into account the individual characteristics and psychology of workers, as well as the patterns of interpersonal relationships and group behavior.

In order for the management process to proceed normally, it is necessary to observe such an important principle as ensuring the unity of rights and responsibilities in each of its links. An excess of rights compared to responsibility leads in practice to managerial collapse, and a deficiency paralyzes business activity and employee initiative. Here, an important factor is considered to be the competitiveness of management participants based on personal interest in success, supported by a variety of motivators, such as material incentives, the opportunity for career advancement, self-realization, and obtaining new knowledge and skills. In modern conditions, the management process cannot be truly effective without adhering to such a principle as the widest possible involvement of performers in the process of preparing decisions, since decisions in which one’s own work and ideas are invested will be implemented with greater activity and interest.

The formation of an organizational culture based on the philosophy of common cause and teamwork involves a change in the nature of collectivist attitudes, a transition in the interaction of the group’s personality from the strategy of “strict collectivism” to “deep, open collectivism.” Leaders play a major role in the formation of a new organizational and cultural environment. The establishment of a team culture involves reducing the distance between the first leader and the group of top managers and establishing consistent intra-group relations. Modern research gives every reason to assume that the business world as a whole is moving towards convergence and complementarity. Changes in the external environment, which is characterized by high competitiveness and dynamism, place organizations in more favorable conditions, in which the norms and values ​​of business interaction move from formal to personalized relationships, from autocratic to humanistic management style, from conservative to innovative nature of activities.

The transformation of the rigid collectivist attitudes of top managers of modern Russian business structures in the direction of flexible, open collectivism will make it possible to actively use personal and group resources in management, ensuring not only effective communication, but also high competitiveness and adaptation of Russian enterprises to the global problems of the world market.

List of used literature:

1. Polukarov V.L. “Fundamentals of Management”: Textbook - 2nd ed. processing - M.: KNORUS, 2008 - 240 p.

2. Dolgov, M. Team management in Russia. Methods for the formation and development of team effects in an organization [Text] / M. Dolgov // Personnel Management. – 2005. - No. 24. – P. 31 – 34.

3. Elanchuk, E. Management team / E. Elanchuk // Personnel Service. – 2005. - No. 1. – P. 31 – 34.

4. Nemov R. S., Altunina I. R. “Social psychology”: Short course - St. Petersburg: Peter, 2008 - 208 p.

5. Kanadrov I.V. Personnel development management. - “Phoenix”, 2012.

6. Kibanov A.Ya. Fundamentals of personnel management: Uch.-M.: INFRA-M, 2011.-447 p.

7. Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremina. – 2nd ed., revised. And additional – M.: UNITY, 2007.- 265 p.

8. Organizational personnel management: strategy, management, marketing Textbook./ Ed. A. Ya. Kibanova - M.: Infra - M, 2007.

9. Personnel management of an organization: Textbook/Ed. A.Ya.Kibanova. - M.: Prior, 2008

10. Shapiro S. A., Shataeva O. V. Fundamentals of personnel management in modern organizations. - ROSBUKH 2008

11. Personnel management. Theory and practice. Vesnin V.R. 2009 -517s

12. Semenova, I. I. History of management / I. I. Semenova. – M.: UNITY – DANA. 2000.

13. Berezovskaya T.P. Formation of a management team: manual / 2006. – P. 52

14. Borovikova N.V./Petrov V.A.//Management team: status, patterns of development.-2005. – P. 2

15. Fedorova N.V. Personnel management of an organization: textbook / N.V. Fedorova, O.Yu. Minchenkova. – M.: KNORUS, 2011 - 487 p.

1 Berezovskaya T.P. Formation of a management team: manual / 2006. – P. 52

2 Borovikova N.V./Petrov V.A.//Management team: status, patterns of development.-2005. – P. 2

3 Polukarov V.L. “Fundamentals of Management”: Textbook - 2nd ed. processing - M.: KNORUS, 2008 - 134-135 p.

4 Elanchuk, E. Management team / E. Elanchuk // Personnel Service. – 2005. - No. 1. – P. 31 – 34.

5 Semenova, I. I. History of management / I. I. Semenova. – M.: UNITY – DANA. 2000. 54-56 p.

6 Dolgov, M. Team management in Russia. Methods for the formation and development of team effects in an organization / M. Dolgov // Personnel Management. – 2005. - No. 24. – P. 31 – 34.

7 Personnel management. Theory and practice. Vesnin V.R. 2009 -125s.

8 Personnel management. Theory and practice. Vesnin V.R. 2009 126-127 p.

9 Fedorova N.V. Personnel management of an organization: textbook / N.V. Fedorova, O.Yu. Minchenkova. – M.: KNORUS, 2011.- 145 p.

Typical problems of the management team and their negative impact on the activities of the organization OJSC CB "SDM-Bank"

Today, every person working in the SDM-Bank organization plays many roles. By working together, the most pressing team issues are identified and a new equilibrium can be achieved that establishes a higher level of personal involvement and team climate.

At the same time, 80% of success in implementing tasks is due to the well-coordinated work of the management team, which, in turn, is ensured by the correct distribution of roles among the participants. Any manager should know that there are not only “technical” roles, but also “psychological” roles that can be played by one or more team members.

In general terms, the structure of SDM-Bank’s problems can be expressed as follows:

Rice. 2

Downed landmarks.

Lack of agreed position. Members of the management team of SDM-Bank, while having a common vision for the tasks facing the company, do not always have a common opinion on how to translate this vision into reality. In addition, members of the management team often cannot agree with each other on how to evaluate the performance of the company and its divisions, who performs the best, and how to reward employees for special achievements.

Lack of deep understanding. Even if members of the SDM-Bank team reach agreement on plans, their further actions do not always correspond to the decisions made. This demonstrates the habit of managers, when making a decision, not to go into detail and not to analyze the logical justifications for these decisions.

Lack of focus on solving strategic problems. Without a shared direction, the leadership team spends most of its time on day-to-day activities and firefighting measures, rather than identifying tasks and doing the work that only they can do.

Ineffective communication.

Lack of dialogue. Often, lengthy conversations do not guarantee that SDM-Bank team members will be able to reach an agreement, since they do not share important information with each other, do not express critical comments, and agree with dubious strategies only because they are afraid of a “retaliatory strike.” All this increases mutual irritation and gives rise to many hidden problems, especially if the members of the SDM-Bank team do not know each other well and therefore there is no trust between them or there are conflicts between individual divisions of the company.

Unconstructive behavior. Without the ability to engage in open dialogue, the SDM Bank team often fails to benefit from the diversity of viewpoints and experiences of their colleagues, resulting in a decrease in their ability to work creatively and adapt to changes in the market. As a result, a conflict situation arises, mutual squabbles, even within the top management team. Naturally, this behavior creates fear and defensiveness, and if individual team members are turned into scapegoats, then already acute problems only get worse.

Failure to update.

Personal dissatisfaction. Many members of the management team of SDM-Bank, despite successful career growth and an enviable position, are disappointed people deep down: their current work no longer requires much stress from them and therefore does not completely captivate them. Both individually and as a team, top managers prefer not to delve into the essence of problems and not burden themselves with new information and experience, that is, they try to avoid anything that could disturb their peace. As a result, these top managers become downright bored and their productivity drops. This is how a recently strong team can lose its ability to energize others and adapt to change.

Isolation. As a rule, the management team of SDM Bank does not pay due attention to information coming from outside - from other organizations or industries, although this information, if processed in a timely manner, can influence key strategic and organizational decisions. Moreover, team members rarely have enough time to analyze information and evaluate its significance for the future of the company. Without establishing the process of collecting and analyzing information, the SDM-Bank team will not be able to identify strategically important areas of its activities.

Lack of individual skills. In the SDM-Bank company there is no institute of experienced “mentors” and no one teaches top managers how to implement changes in the corporation. Unlike middle managers, who work under the supervision of more highly qualified professionals and thus undergo “advanced training” courses, top managers work without insurance and therefore have no room for error.

Researchers note that today employees view their careers not as moving up a hierarchical ladder within one organization, but as a chain of projects that interest them.

A person works in a team as long as the reward, the content of the work itself, and colleagues are of a certain interest and value to him. A team member leaves as soon as this interest disappears. This raises the question of how to form a team, how to maintain it, how to encourage people to work productively, how to manage self-organization.

One of the main difficulties of SDM Bank today is the coordination of individual and team goals, turning these goals into a system-forming factor of the team. Managing the process of self-organization in a team should not allow individual goals to change under the influence of random factors.

PROBLEMS OF TEAM FORMATION IN MULTIFUNCTIONAL ORGANIZATIONS

Chernov Evgeniy Sergeevich
Belgorod State National Research University
master's student at the Institute of Management

annotation
Team building is a pressing problem for most domestic companies. Well-coordinated work of the team can greatly increase the efficiency of the company. The problems of forming a management team are universal for most organizations.

BUILDING A TEAM IN THE MULTIFUNCTIONAL ORGANIZATIONS

Chernov Evgeny Sergeevich
Belgorod State National Research University
master degree student of the Institute of Management

Abstract
Team building is an urgent problem for the majority of domestic companies. Coordinated teamwork can boost the efficiency of the company. Problems of formation of the management team are universal for most organizations.

It is no secret that in conditions of fierce competition and a free market, the team is a fundamental factor in the successful functioning of an enterprise. This is especially true for companies with a “complex” labor organization structure in which the output of the final product depends on the successful activities of all departments, and, first of all, on the ability organize the work of the heads of these departments.

Creating a leadership team (management team) is currently one of the most pressing problems facing the immediate management of an organization. It is necessary to clearly understand what a team is and what the mechanisms of its formation are.
There are many formulations of the term “team”. These include several people solving one problem in a small company, and a whole team in a multifunctional organization responsible for product production (defense factories, large holdings, automotive industry).

This article examines the basis of any team - a group of managers who make local decisions - the so-called management team, whose members are responsible for each stage of production or the implementation of any other activity. We should also not forget that in order to achieve a positive result, the management team needs the successful work of other team members. But the team is distinguished by a higher degree of cohesion, mutual understanding and responsibility.

The most important factors for a team to achieve success are:

1. Full interest and maximum output of each team member.

2. Rallying the team around a common goal.

3. Creating an atmosphere of trust and loyalty in the team.

4. The ability to clearly and competently convey to subordinates the requirements for their activities.

5. Leadership qualities of each team member.

Also, for the successful functioning of a team, the potential of knowledge and skills possessed by team members is not unimportant, if not decisive.

The composition of the management team is an important component for highly effective functioning.

When selecting team members, a manager needs to consider three important factors:

Professional qualifications of each candidate;

Personal characteristics;

Candidates' ability to work in a team.

Professional requirements for candidates depend on the scope of the organization’s activities and the tasks that will be assigned to team members, therefore, before forming a management team, the manager should draw up a list of tasks and requirements associated with a specific type of activity. In this way, a basis is created for comparing the professional abilities of each candidate. The differences in the requirements for group members are enormous and can be different in the same company.

When creating a team, attention should be paid to ensuring that, if possible, the professional level of the candidates is the same or has slight differences. But, at the beginning of team formation, this does not happen often. Particular attention should be paid to those candidates who have not yet fully realized their capabilities, but are highly interested and willing to learn, because the future development of the team is also a learning process.

The ability to work in a team is another factor in team development and effectiveness. Many managers do not pay due attention to this requirement. But, without the ability to “hear and listen” to other team members, nothing will work. Therefore, when forming a team, it is necessary to put forward a requirement for the ability to work in it. Also, both a critical self-assessment of the candidate and a determination of whether the candidate wants and can meet this requirement and to what extent are necessary. Each candidate must also decide for himself whether he meets the requirements presented to him; Anyone who knows about himself that he does not meet or does not want to meet these requirements must refuse to work in the team. One of the most common mistakes a leader makes is trying to pressure or persuade someone against their beliefs to work as part of a team. This will inevitably lead to disruption and ultimately frustration with the entire management team.

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The article is devoted to the importance of the management team in managing an educational organization. The article discusses the concepts of teams and management teams. The management team in the article is understood as a multi-level team of managers, which consists of working teams based on clearly and flexibly distributed functions and responsibilities, the members of which are aware of the interdependence and need for cooperation in accordance with the approved management structure, have a firm commitment to joint, effective creative management activities and are able to unite individual ideas and experience of each to obtain high results and achieve a common goal in the development of an educational organization. The basic conditions and patterns of formation, functioning and development of management teams are described. Measures for forming a management team are proposed: the formation of a personnel reserve, the attraction and retention of young specialists, advanced training and retraining of employees. A list of indicators for diagnosing the effectiveness of the management team is provided.

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The socio-economic changes currently taking place place higher demands on both the education system in general and educational organizations in particular.

The relevance of the study is determined, first of all, by the changes that are taking place in the education system in connection with the entry into force of the Federal Law of December 29, 2012 N 273-FZ “On Education in the Russian Federation” on September 1, 2013. Achieving the requirements for an educational organization by the State Program of the City of Moscow for 2012-2016. “Development of education in the city of Moscow (“Capital education”)”, State program of the city of Moscow for the medium term (2012-2018), “Development of education in the city of Moscow (“Capital education”)”, Federal state educational standards, etc., impossible in the conditions of traditional management, focused on a command-administrative approach and localization of the functions of each member of the administration.

The trends of modern times are such that in educational organizations the role and importance of a management system is sharply increasing, capable of making timely strategically important decisions, creating all the necessary conditions (resource, financial, personnel, information, image, etc.) for their implementation, flexibly respond to changes in the external and internal environment, ensure constructive cooperation and competitiveness of the educational organization.

At the same time, significant changes are taking place in the educational organization management system itself due to: an increase in information flows; inefficiency of the administrative apparatus when combining several (from 2 to 17) educational institutions into a single educational complex; complicating the management decision-making process; changes in the value orientations of managers. These changes concern, first of all, the structures and subjects of management. Structures are becoming less and less rigidly hierarchical, flexible, and matrix-like. As for the subjects, there is: a) an increase in their number; b) the formation of horizontal connections between responsible executors. In other words, the trend of modern management in the field of education can be defined as the search for ways to increase the impact of human potential, primarily management, within the framework of the most appropriate educational and management structures of the educational complex. All this creates the prerequisites for the formation of management teams in the management system of an educational organization, since it is the management team that is one of the forms of effective management.

For successful activities and increasing the effectiveness of a modern educational organization, a transition from an authoritarian and individual management style to a team method of interaction in a management environment is necessary.

In general theoretical terms, the use of the personal and group potential of workers in the system of industrial relations arising from the implementation of management functions is disclosed in the translated fundamental works of M. Meskon, M. Albert, F. Khedouri, T. Peters, P. Waterman, P. Drucker, W. Ouchi. Beng Karlof and Sven Sedeborg, W. Braddick examined the organizational aspects of team formation, formulated a number of norms and rules that guide participants in self-managed, mainly work and target teams. A special place among the works devoted to teams is occupied by the research of R. Meredith Belbin, the central theme of which is the development of the concept of team roles. The works of W. Kruger, Blake and J. S. Mouton, G. Dessler, M. West are aimed at studying the practice of team current and strategic management of companies. A significant role in the theoretical justification of the need to form teams is played by the works of Isaac Adizes, who formulated the idea of ​​a complementary team.

Team - this is a small number of people (most often 5-7, less often up to 15-20) who have common goals, values ​​and approaches to the implementation of joint activities; taking responsibility for the final result, capable of changing the functional-role correlation; having mutually defining affiliation of themselves and their partners to this group. A team is a group of people united by the achievement of a common goal, which largely corresponds to the personal goals of each person. Team is a small number of people with complementary skills, people who are brought together to solve problems together in order to improve productivity and in accordance with approaches through which they maintain mutual responsibility. Team members are interdependent in their work, i.e., they need the work of other members to achieve shared goals. The following characteristics are essential for a team: team members “work together,” “have established procedures for interaction,” “thoughtfully positioned” and/or “mutually replace each other,” “aimed at achieving a common goal,” and/or “have a common vision of the situation.” A characteristic feature of a team is an increased level of autonomy of behavior and collective responsibility for the final result.

Domestic authors also made an important contribution to the development of theoretical foundations and practical recommendations for the formation and organization of effective activities of management teams. V. Avdeev, M. Albasov, V. Markin, Yu. Sinyagin examined in detail the problems of management teams from the point of view of the psychology of interpersonal behavior. S.D. Reznik, V.G. Kulikov, Yu.M. Zhukov devoted their work to team building technologies. V.E. worked on the issues of forming small groups and creating management teams in the education system. Ageev, R. Akoff, V.P. Vasiliev. The experience of managing an innovative educational organization and the creation of a management model for an educational organization were considered in their works by O.E. Lebedeva, A.M. Moiseeva, T.I. Shamova, E.A. Yamburg. General questions on the theory of management of educational systems were studied by M.M. Potashnik, V.P. Simonov, P.I. Tretyakov and others.

Analyzing the literature, we came to the conclusion that management teams are quite complex entities with their own life cycle. A management team is a group of like-minded specialists belonging to various areas of organizational activity and working together to solve various problems. A management team is an interacting group of leaders of an organization or its divisions, united on the basis of a shared set of values, who, by self-organizing, clearly and flexibly distributing functions and responsibilities, showing creativity, undertake obligations to achieve common goals and achieve high management results in non-standard situations. A management team is an association of specialists with a high level of interconnection, a pronounced desire to achieve a common goal with maximum self-realization and the possibility of individual growth.

The management team should be considered as an organized, effectively developing group of like-minded specialists who:

Understands the need for team management on the basis of productive interaction and interdependence of all team members when organizing the educational process;

Has a strong commitment to fruitful cooperation and effective joint creative activity;

Able to take into account the ideas and experience of each team member to make a reasonable, expedient decision aimed at achieving the designated goal;

Able to create optimal conditions for achieving high results in professional activities, developing team unity, initiative, determination based on the flexibility of team members’ behavior, self-government and division of functions of individual self-realization.

To increase the effectiveness of management teams, it is necessary to use the patterns of their formation, functioning and development. Fishbein D.E. identified the following characteristics of a management team: constancy of composition, regularity of teamwork, subject of work, team rules, common cause. The management activity of the team is based on a specific function - team decision-making, in contrast to the management apparatus. Each team has a special internal coordination of actions, based not on a rigid hierarchical structure of subordination and control, but on a flexible relationship between all team members.

Management as a team activity differs from leadership and administration in the generally accepted sense in that at each stage of activity the person who is more confident, competent and knowledgeable in the field of the currently unfolding activity is in charge. A characteristic feature of the management team is that its activities are directly related to the implementation of management functions specific to teams at each level. Within the educational complex, the management team (at different hierarchical levels) may include, in addition to the administration, representatives of the public (social partners), parents (managing council and parent committee), heads of preschool departments and the student council. Small teams get the opportunity to manage resources and engage in strategic planning.

In successful management teams, development and decision-making are carried out directly by the team, and the function of the administrator is to create the necessary conditions, determine the boundaries of the space for resolving issues, and also participate in difficult cases that require an objective assessment.

The formation of a management team comes from the needs that arise during the implementation of organizational goals. Forming a management team includes: defining the purpose of the team (why it exists, why we are forming it), formulating its purpose (what the team is going to do), setting tasks (what the team is going to do), defining the role of the team, fundamental rules and norms. The process of forming a management team is influenced by many factors, which can be divided into primary and secondary. Primary factors determine the team formation strategy. The primary factors include: the content of the social order (area, scope of action); level of complexity of the problem being solved (required organizational and technical conditions for implementation); the specifics of the external conditions in which it is expected to operate (external environment); personality of the team leader (value system of the person forming the team). Secondary factors determine the tactical tasks of the formation (recruitment (defining roles for each team member, managing the development of human resources)).

There are three levels of team building processes.

1. Individual counseling, i.e. managing difficult problems that arise as a result of existing in an organization.
2. Direct team formation - active team involvement in planning organizational changes (a team is defined as a group of more than two people, dynamically interacting, dependent on each other and directed towards a common goal/mission. Each team member plays a specific role, takes a clear position and performs a specific function in the command).
3. Building inter-team relationships. In an organization, there may be several separate and independent groups from which teams need to be formed.

Also, when forming a management team, it is necessary to take into account four main approaches to team formation:

Goal-oriented approach (goal-based) - allows group members to better navigate the processes of selecting and implementing group goals. Goals can be strategic in nature or set in accordance with the specifics of the activity;

Interpersonal approach (interpersonal) - the goal is to increase group trust, encourage joint support, as well as increase intra-team communications;

Role-based approach - holding discussions and negotiations among team members regarding their roles; the roles of team members are expected to overlap;

Problem-oriented approach Team building (through problem solving) involves organizing a pre-planned series of meetings with a team of people who have common goals and organizational relationships to facilitate the process.

As for the methods of forming management teams, the methods need to be adapted taking into account the specifics of each organization, in particular educational ones. The choice of methods can be influenced by many factors, such as: corporate culture; organizational structure; mentality; organization values; psychological compatibility of individuals; goals and objectives of the organization; management competence; corporate and competitive strategy; area of ​​goal setting, human capital, leadership, strategic alliances, organizational behavior, etc. .

In the context of educational organizations, the most relevant activities for forming the management team of an educational organization are:

1. Formation of personnel reserve.
2. Attracting and retaining young specialists.
3. Advanced training and retraining of employees (courses, master classes, trainings, consultations).

Saying that the management team is formed and effective in its work, it can be argued that the following conditions were previously met: participants have a common understanding of the goals, means and methods of achieving goals; the team has created a balance between cohesion and tension; decision-making mechanisms have been developed and agreed upon; functional responsibilities and roles of participants are divided and sufficient to achieve goals; norms and rules of work have been developed; There are team values.

So, in accordance with the above, we consider the management team of an educational organization as a multi-level management team, which consists of working teams based on clearly and flexibly distributed functions and responsibilities, whose members are aware of the interdependence and need for cooperation in accordance with the approved management structure, have a firm commitment to joint, effective creative management activities and are able to unite the individual ideas and experience of each to obtain high results and achieve a common goal in the development of an educational organization.

The management team is a unique resource that is necessary for the successful development of an educational organization in conditions of limited resources and increasing competition.

Bibliographic link

Alyamkina E.A., Krasilnikova I.N., Krasilnikova M.N. MANAGEMENT TEAM AS A CONDITION FOR EFFECTIVE MANAGEMENT OF AN EDUCATIONAL ORGANIZATION // Modern problems of science and education. – 2016. – No. 3.;
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