1. Adaptation.
2. Identification.
3. Integration.
4. Disintegration.
Thus it is necessary to notice that these stages are not the forms of evolution of group isolated from each other. They only specify in dominating tendencies which define its this or that life cycle. In a life all is more difficult. Happens that processes and adaptations, both identifications, and integration occur simultaneously.
And happens and so that, having reached integration level, the group passes to lower step because in it there was a new leader or its problems have changed. As to communications process it accompanies group development at all its stages. Communications are means with which help members of group co-operate, communicate, build the relations, form group characteristics, operate the behaviour. Therefore about it we will talk separately. Generalising told, it is possible to present schematically model of formation and group development.
According to this model we will consider the basic characteristics of group and potential end results of its activity. Group structure. Each group has the structure. It depends on type of group, its size and structure, mutual relations and norms in it, the status and a role of each member of group. The size and group structure. One of the important factors who in many respects defines efficiency of group, its size is. Practice shows that the groups consisting of 5-9 persons appear the most productive. Such number allows to consider, first, at decision-making different opinions, secondly, creates a transparency at which the contribution of everyone is well visible and, thirdly, provides favorable conditions for interaction and unity. Efficiency of group depends also on its structure. Researches have confirmed such law: than more than the general signs at group (on age, qualification, sights etc.) As that its members more fruitfully work, faster they find that correct decisions of questions which before them arise. At the same time group heterogeneity on what or to a sign under certain conditions can be a source of conflicts. The status. It is accepted to understand a place of the person as the status in a society or group. Distinguish are formal also the informal status. Formal it is defined by a post, an official rank. For example, the professor or the winner of competition? The best by a trade?; the informal? Personal qualities of the person and a recognition people of these qualities. If the established group status corresponds to expectations of the person, the person recognises group norms and behaves according to them if is not present, between the person and group there is a conflict role a role. It is a way or model of behaviour of the person in this or that situation. Each member of group carries out certain roles which depend on its status. Complexity of management of organizational behaviour here consists that in a life people simultaneously carry out some roles. The person at the same time can be the head subordinated, a companion, the parent etc. In each role from it expect certain behaviour. When the member of group does not justify group expectations, there is a role conflict. There are different role conflicts:
1. The conflict the person - a role. It arises when the role requirement breaks the basic values of the individual or its requirement. For example, the person can leave group if its representations about morals or justice disperse from group opinion.
2. The conflict in a role. Such conflict appears when the person appears as though between the devil and the deep sea. On the one hand, for example, the head of group on office hierarchy belongs to the heads and should behave according to position; with another, it the member of group also wishes to keep with it friendly relations.
3. The conflict between roles. In its basis contradictions between expectations from those roles which are carried out by the person lie. In particular, the rallied group which purposes do not coincide with the purposes of the formal organisation, can become the reason of the interrole conflict for its members.
Researches show what to avoid role conflicts difficultly. However it is possible to minimise their negative influence on new groups. For this purpose it is necessary to know the reasons of occurrence of contradictions and in due time to interfere with process of their development. Norms. It is accepted to understand the conventional standards which have developed in group as a result of long interaction of its members as group norms. Unlike role expectations which are turned to separate people, norms are turned at once to all members of group. Both formal, and informal groups can have various hand-written or unwritten norms. One of them are formalized in various written documents. Others officially do not appear, nevertheless become known to all members of group. And though they have informal character, their influence on mutual relations in group and efficiency of its work often appears more strongly written norms.
The basic norms can be reduced to several types:
What define norms of activity, its productivity, quality, terms of performance of tasks etc.
Concern the first type. To the second the norms connected with distribution of resources. They regulate an order of assignment for wages, encouragements, sequence of granting of privileges and privileges etc.
To the third the norms, concerning informal social agreements. The rules regulating display of professional or group solidarity, admissible limits of sanctions to separate members of group, norm of group loyalty etc.
Here enter. The fourth type is formed by organizational norms. It can be requirements to clothes of the workers, shown for maintenance of certain image of firm, or standards at negotiating etc. Existence of norms is dictated by a problem of achievement of the purposes of group. Association of efforts of members of group demands some compulsion. Necessity of such compulsion is shown the more strongly, than the requirement for uniformity of behaviour is more sharply felt at the decision of questions of joint activity of group. Value of norms is difficult for overestimating. First, they promote predictability of behaviour of members of groups, reduction of quantity of interpersonal problems and conflicts. Secondly, norms allow people to define the value of the group distinguishing it others, and on this basis to construct model of own behaviour. Thirdly, influence formation of unity of group unity. The unity concept has great value for understanding of a role of group in the organisation. This role can be either positive, or negative, all depends on that, the group purposes coincide with the purposes of the organisation or not. In the first case members of group cultivate the best business and moral qualities, are proud of an accessory to the collective. All it together promotes that arising problems dare efficiently, creatively, taking into account the general opinion.
In the second case on the first place in a group life intergroup conflicts act. Obshche-proizvodstvennye problems pale into insignificance. Unity of such group eventually collapses. However while it does not happen, the group makes negative impact on behaviour of all organisation. The manager should know how to operate processes which rally people in group, and depending on a unity orientation to apply those or other measures of influence. There are various techniques which allow to estimate quantitatively degree of unity and its orientation. One of them is offered R. S. Vajsmanom. Its essence consists in the following. The set from twenty personal qualities closely connected with business dialogue is given to members of collective. Among these qualities? The constancy, endurance, initiative, sociability, sense of duty, knowledge of the possibilities, persistence, loyalty to group norms, sincerity, etc. they should choose five qualities which, in their opinion, are necessary for productive work and which are cultivated in group From this set. Comparison of repetitions of separate qualities to a total sum of elections allows to deduce factor tsennostno-orientatsionnogo unities of group. Depending on this factor the manager can undertake actions or on unity strengthening, or on its destruction. German scientists V.Zigert and L.Lang make for this purpose following recommendations.
For unity strengthening:
1. Help group to test the general success;
2. Try to strengthen trust of members of group to each other and first of all to the leader;
3. Develop feeling of an accessory to group as sensation of a certain feature, strengthen this feeling, carrying out joint group actions, showing a more potential, new possibilities in the decision of the problems, opening in teamwork;
4. Take care of that the accessory to group delivered pleasure, answered motivation to an accessory, respect, self-esteem, prestige;
5. Support belief of group in a reality of the decision of tasks in view. For unity destruction:
1. In the form of drama show to group hopelessness of its activity;
2. Show to group impossibility of achievement of the purposes put by it;
3. Sow mistrust between people and first of all to the leader of group;
4. Form the dissenting subgroups, stimulate flight from group, encourage deserters, and is better. Transform into the deserter of the leader of group;
5. Make feeling of an accessory to group with feeling weariness, discontent;
6. Eliminate the leader by its moving on other place of work. To the manager can be useful and councils of the American scientists which recommend:
1. To make group it is less;
2. To encourage the consent with the group purposes;
3. To stimulate competition to other groups;
4. To give out compensation to all group, instead of its separate members;
5. If it is necessary, to isolate group from negative influence of other workers. For unity destruction:
1. To make group it is more;
2. To disband group;
3. To give out compensations not to all group, and its separate members;
4. To encourage disagreement with group problems;
5. Not to isolate group. Also recommendations of domestic scientist N. Vlasovoj, which in the second volume of the three-volume edition at last are worthy. Also you will wake up the boss results 22 rules of management of group:
1. Estimate potential possibilities of people and distribute between them role positions in group;
2. Designate a place and value of each member of group in the decision of the general problem;
3. Put before group an overall aim, without having forgotten to convince everyone, what an overall aim. It and its personal purpose;
4. Distribute duties, responsibility, the rights, the power and means, having developed competent duty regulations and having balanced resources;
5. Discuss the first difficulties with orientation to revealing of their reasons;
6. Suggest group to qualify the activity constantly;
7. Stabilise, rally group, create a favorable climate, and then simulate crisis that people have learnt to resolve contradictions and conflicts (a problem demanding time, resources, confidence of approachibility of expected results and participation small, but the qualified group of psychology.
8. Develop collective decision-making. Authorship appropriate to group, however in group give due to everyone depending on its contribution;
9. Develop constant criteria of an assessment of works and follow them;
10. Conduct collective and public analysis of contradictions;
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