The concept of “human factor” is as follows: this is the potential possibility that in a given situation a person will make an illogical, unprofitable or simply wrong decision. The point is that many systems operate with human participation, which means that there is a possibility of a violation of the algorithm at the link where the decisive choice is made by a person, not a machine.
In situations where the development of events depends on a person’s decision, it is impossible to unambiguously predict his choice, therefore engineers and technical designers developing complex systems try to exclude humans as much as possible from the process of operation of a machine, program or mechanism in order to provide the system with protection from human factor interference. On the other hand, it is a person who is capable of making a non-standard decision in a situation unforeseen by the designers, therefore the human factor is very often the reason for saving many lives and values. The problem is that no matter how perfect a mechanism is, it can only choose from the set of options inherent in it, while a person has the opportunity to act as he pleases.
From 70 to 90% of aviation accidents and disasters in the world occur due to human factors.
Causes and Effects
The main reasons that in specific situation a person makes the wrong choice are:
- lack of information;
- physical and psychological state;
- moral or emotional fluctuations;
- insufficient reaction speed;
- incorrect assessment of the situation.
The fact is that any situation requiring a decision is at least microstress, since it is common for a person to doubt the result of his actions. A large number of Such experiences become the cause of emotional tension and even breakdowns, which leads to an illogical decision. In addition, a person is influenced by the ethical component of choice. Finally, many poor decisions were made due to a relaxed state, distracted or distracted attention, in minutes mental disorder.
The term "human factors" is used in aviation, medicine, engineering, science and even corporate management.
The human personality is still a rather mysterious and multifaceted phenomenon, so it is almost impossible to predict behavior in a given situation with one hundred percent certainty. Consequently, developers of precision systems can only rely on the level of training of a person, his resistance to stress and adherence to instructions. The current level of technology development does not allow us to completely exclude humans from the decision-making process; moreover, it is the human ability for original thinking that has many times become the only reason for resolving a non-standard situation. An example is the false alarms of Soviet and American warning systems. nuclear strike during cold war. If a computer made decisions, Third World War would have been inevitable, but USSR and US officers were able to correctly assess the situation and prevent the outbreak of conflict.
Ministry of Agriculture of the Russian Federation
Federal State Budgetary Educational Institution of Higher Professional Education
Perm State Agricultural Academy
named after D.N. Pryanishnikova
Department of Management.
Discipline: Organizational Behavior
On the topic of: Human factor in the organization: essence, typology, significance for business.
Completed by: student of the Faculty of Economics, Finance and Commerce, direction “Management” Nikonova Elena Aleksandrovna Supervisor: senior teacher
Ovchinnikova I.A.
Introduction 3
1. The essence of the human factor. 4
1.1. The human factor as a cause of erroneous actions. 9
2. Typology of the human factor in organizational relations. 12
3. The human factor and its role for business. 26
3.1. Activating the human factor 28
3.2. The human factor of the leader. 32
Conclusion 36
List of sources used 37
Introduction
The basis of any organization is the human factor, which lies in the knowledge of the subject of management of his business, in the ability to organize his own work and the work of the team. The central figure of the organization is a professional manager who is able to see the prospects for the development of the business in which he is involved, who is able to quickly assess the real situation, and finds the optimal solution to achieve the goal. In this regard, the manager must have certain professional and personal qualities.
The basis of the human factor is personality: the psychological appearance of a person as a capable member of society, aware of his role in society.
The purpose of the essay is to identify the influence of the human factor on the formation and activities of an organization.
The relevance of the topic of the essay lies in the fact that the heads of prosperous companies like to repeat that the main potential of their enterprises lies in their personnel. Without a person, no enterprise can be organized. Whatever great ideas, latest technologies, favorable external conditions, without well-trained personnel it is impossible to achieve high efficiency. Investments in human resources and staffing become a long-term factor in the competitiveness and survival of a company. The object of the study is a person, as the most important element of the production process at an enterprise.
1. The essence of the human factor.
1.1 The concept of human factor.
To characterize the human (personal) factor of production, concepts such as “labor force”, “labor resources”, “personality”, “employee”, “worker” are used.
Labor force is the totality of a person's physical and mental abilities, which he uses to produce material goods and services.
In relation to the direct labor process, it acts as a potential quantity, while labor is a functioning ability, a functioning labor force.
Traditionally in the domestic economic science By labor power we mean the ability to work, and by labor we mean the purposeful activity of a person.
Labor power as a commodity, unlike other types of goods, has a qualitative feature: it is characterized by significant plasticity, the ability to actively change its characteristics and thereby actively influence the situation of supply and demand. Naturally, each person has his own, unique range of product characteristics required by the labor market. For some it is wider, for others it is narrower: it all depends on the existing knowledge, skills, abilities, i.e. on what is broadly called the experience of the individual, as well as on his abilities to acquire new experience- both conscious and potential, which sometimes the person himself is not aware of.
Labor resources refers to the entire socially active population.
The purpose of managing this type of resource is the social activation of the population in solving everyday, family, cultural, environmental, and economic problems. The majority of human resources are involved in the labor process. Particular attention in the labor sphere is paid to teenagers, housewives, pensioners, and people with disabilities; part-time work, part-time work, and parallel work are encouraged.
They include part of the population of working age, from which disabled people of the 1st and 2nd groups are excluded and actually working pensioners are added.
From the above definitions it is clear that these are not identical categories, but they are closely related to each other. Labor cannot be carried out without the ability to work, and the ability to work is realized only in the process of labor. Labor resources are the total labor abilities of the entire society, a significant part of which (the abilities of housewives, students, etc.) is not used in social production.
This category embodies the unity of people in the biological and social sense, their unity as a personal factor of production and subjects of production relations, the unity of the socio-economic essence and specific, naturally-historically determined quantitative and qualitative characteristics.
At the same time, the above definitions consider the concepts of “labor” and “labor resources” as passive objects of external management.
Since “labor power” and “labor resources” are nothing more than a set of physical and mental abilities of people intended for the production of material goods and services, they cannot set their own goals and have needs. pursue certain interests, show creative initiative.
By their very essence, they were intended to be formed, distributed, redistributed, and used by state bodies under the conditions of a planned economic system to create a material and technical base, consistently increase economic potential, increase the social product and national income.
At the end of the 80s, when a “shortage” of labor resources arose in the economy and began to clearly manifest itself, workers began to be considered as a factor of production. The term “factor” is defined in dictionaries as a cause, a driving force of something, i.e. In contrast to the term "resource", it emphasizes the active role of something, in this case a person.
To express a new view of the role of man in production, the terms “human factor” and “labor potential” have increasingly been used in economic literature since the mid-80s. In this case, it is usually assumed that the concept of human (or sometimes personal) factor focuses on the active role of man in the economy. This is most consistent with the new social situation, characterized by insufficiently efficient use of living labor. The concept of “human factor” has a broader and deeper meaning than the concepts of “labor force” and “labor resources”. Many scientists have noted that human capital is even more valuable than material capital, therefore human resources are of particular importance for the development of society as a whole and each company individually. Wherein we're talking about not about the “human factor”, but specifically about “human resources”. The concept of “human factor” is based on a technocratic approach to the development of production, in which the hired worker is alienated from himself in the labor process. This problem, which arose in the second half of the last century, is still relevant today. The growing dissatisfaction of the hired worker with his work life is evidenced by such facts as staff turnover, increased absenteeism and lateness to work, etc., which negatively affects labor productivity and its quality indicators and does not contribute to the creative growth of the employee. These last categories consider people as a general condition for the functioning and development of production - only as workers. Presenting a set of people as labor resources means actually equating them with material factors of production, such as technology, raw materials, energy, etc. With this approach, people are viewed not as conscious subjects of economic activity, but as objects of management. It is clear that until a living person in all the diversity of his life needs is put in the place of the “working”, “laboring” or “individual in general” in economic science, there is nothing to think about restructuring the existing system of managing the “human factor”.
What is the human factor of production, economy, society? There is no clear answer to this question. According to academician T.I. Zaslavskaya, the human factor is “a system of interacting classes, strata and groups occupying different positions, the activities and interaction of which ensure the progressive development of society.”
In other words, the human factor reveals a person in many dimensions: as a worker, as a citizen and family man, as a person in all the diversity of his feelings and thoughts.
The personal factor of production (in the direct social meaning - the personal factor) characterizes the entire variety of qualities of the subject (employee), manifested in the process of his work activity.
In other words, the personal factor is a functioning (realized in action) labor force, considered in the totality of its qualitative characteristics.
The personal factor of production and labor are related as a whole and as a particular. Labor power, expressing only the production potential of the worker, cannot act as a factor of production. He is a person with the ability to work (labor power), who carries out the labor process, i.e. included in the production process.
The human factor must be considered as a manifestation of the whole personal qualities of a person that influence his work activity. This concept indicates the decisive role of man in the production process.
The human factor is the people of organizations and institutions united for joint activities. In structural terms, it is, first of all, an individual, a work group, a labor collective.
The human factor is not only a collective worker, but also a collective subject of social life, having a social, demographic, economic and political structure, the interaction of elements of which ensures the development of society.
This view is consistent with the understanding of the goal of social development as creating the necessary conditions for the social development of people, and increasing the efficiency of the economy as a means of achieving this goal.
Recognition of a person as a full and conscious participant in social development, along with life’s needs, also brings to the fore the needs for creative activity, information, participation in management, etc.
The different contents of the concepts of “labor resources” and “human factor” require different approaches and ways of studying them. The labor resources of a region, industry and enterprise, as a rule, are described by indicators of numbers and territoriality, demographic, sectoral, professional and qualification structures. The human factor of production is characterized, in addition to these characteristics, by indicators of attitude to work, initiative, entrepreneurship, interests, needs, values, and ways of behavior in various situations.
Representing a significant step forward compared to labor resources, the concept of the human factor contains a certain limitation: within its framework, people are considered not as the main value of society, but as a factor in development processes external to them. It is clear that this limitation reflects the achieved stage of development of our society.
Human factor is an economic and political term, a subject of interest in modern general systems theory, labor psychology, ergonomics and sociology. Attention to the human factor is directly related to the need to accelerate socio-economic development, which cannot be achieved using authoritarian, administrative and bureaucratic management methods.
1.2. The human factor as a cause of erroneous actions.
Human factor is a multi-valued term that describes the possibility of a person making erroneous or similar decisions in specific situations.
Designers of various equipment, devices, etc. try to anticipate, prevent and reduce the consequences of such human behavior. The term is used in psychology, engineering, industrial design, statistics, ergonomics and anthropometry.
The expression human factor is often used as an explanation of the causes of disasters and accidents resulting in losses or casualties.
Every person has limitations or mistakes. The psychological and psychophysiological characteristics of a person do not always correspond to the level of complexity of the tasks or problems being solved. The characteristics that arise from the interaction between humans and technical systems are often called “human factors”. Errors, called manifestations of the human factor, are usually unintentional: a person performs erroneous actions, regarding them as correct or most appropriate.
The reasons contributing to erroneous human actions can be combined into several groups:
deficiencies in information support, lack of consideration of the human factor;
errors caused by external factors;
errors caused by the physical and psychological state and properties of a person;
limited resources to support and implement the decision.
Lack of complete confidence in the success of the upcoming action, doubts about the possibility of achieving the goal of the activity give rise to emotional tension, which manifests itself as excessive anxiety, intense human experience of the process of activity and the expected results. Emotional tension leads to a deterioration in the organization of activities, overexcitation or general inhibition and constraint in behavior, and an increase in the likelihood of erroneous actions. The degree of emotional tension depends on a person’s assessment of his readiness to act in given circumstances and responsibility for their results. The emergence of tension is facilitated by such individual characteristics a person, as excessive impressionability, excessive diligence, insufficient general endurance, impulsiveness in behavior.
The source of errors can be a decrease in attention in a familiar and calm environment. In such a situation, a person relaxes and does not expect any complications to arise. During monotonous work, sometimes errors appear that almost never occur in stressful situations.
Errors in performing certain actions may be associated with a person’s unsatisfactory mental state. At the same time, a person has a depressed mood, increased irritability, slow reactions, and sometimes, on the contrary, excessive excitement, fussiness, and unnecessary talkativeness. A person’s attention is distracted and errors occur when performing necessary actions, especially in the event of unexpected equipment failures or sudden changes in the situation.
2. Typology of the human factor in organizational relations.
At the heart of the process of interaction between an individual and an organization are psychological and economic contracts that determine the conditions for the psychological and economic involvement of an employee in joint activities. They reflect the essential expectations of the individual (interesting work, decent pay, good psychological climate, respect for the individual, job satisfaction, opportunities to use one’s creative potential) and the corresponding expectations of the organization (high performance of the employee, dedication to the organization, conscientious work, organizational culture).
A psychological contract represents a specific exchange of values and reflects a person's desire to work for that organization and the organization's desire to hire him. When a person is hired for a job, such an exchange is only expected. In the process of work, expectations may or may not be confirmed. In this regard, the manager must constantly ensure that the employee and the organization continue to receive what they expected from each other, that is, the fulfillment of the psychological contract. In the case of an equal exchange in accordance with a psychological contract, we can talk about an ideal situation: a balance between costs and rewards. In this case, the employee can be expected to feel good about his job and be satisfied with his relationship with the organization. If the exchange is made unequally, the results will be completely opposite. People whose expectations are not met may develop a negative attitude towards work, they may lose the desire to work hard, and they will no longer consider their work to be their best. In a comparative analysis of the employee's expectations and the organization's expectations, it may turn out (as often happens) that these expectations turn out to be incompatible. Employees naturally react to this incompatibility in a variety of ways. For example, some may seek promotion within the firm in the hope that at higher levels of the hierarchy they will be able to satisfy their various needs through professional development and the use of their knowledge and skill. However, if the prospect of promotion is limited or impossible in the near future, then there is a possibility that the employee's reaction will be quite negative. Such negative reactions manifest themselves in layoffs, participation in trade union strikes, reductions in production, and in emergency situations even in sabotage or theft of manufactured products or equipment.
People adapt to life conditions in different ways. Based on their ability to adapt, three types of people can be distinguished. Representatives of the first type are oriented to the current moment and easily adapt to the situation. They can make effective decisions “here and now.” The latter are tied to the past and are able to act within a rigid structure with clear permissions and prohibitions. The actions of these people are rational within the existing structure. The third type of people looks to the future, their behavior is inadequate to the situation. They do not adapt well to hierarchical structure, but are good at generating useful ideas. Knowledge about the possibilities and types of adaptation of people to the organizational environment allows you to intelligently build business relationships with them. Subordinates expect respect and also want to feel the work they do is meaningful. The organization itself requires that its employees rely in everything on organizational goals and rules, follow its mission, and also fulfill the tasks assigned to them.
In a business there are three main people on whom its success depends. This is the Creator, Manager and Business Owner.
The personnel issue especially concerns innovative projects, where the percentage of failures is the highest (and theoretically it cannot even approach 100%), and the success of which requires personnel not only with high qualifications and significant practical experience, but also with great creative potential, gift foresight. Let's call them creators. Involving the best HR managers in this problem cannot give good results.
Such innovative projects include all projects for the creation, expansion, automation and reorganization of a business (accordingly, such projects include all projects for the creation of corporate websites, portals and systems). And most of these projects ended in failure only due to the lack of such personnel (creators) or the lack of these personnel with the required powers (inappropriate Owners and Managers).
On the other hand, successfully created projects often faded away if the creators occupied leadership positions in the created business; professional managers, competent and pedantic managers are already needed here.
To successfully create a business (project) and successfully manage a business (created project), you need completely different personnel, you need different experience and knowledge, different creative abilities, different interest in work, different incentives.
In life, as a rule, a person is either a creator or a manager. Every person must know who he is, otherwise nothing will work out for him. Know your place in life and in business.
The main task of a business owner is to find specialists to create and expand a business, and to run a business. This also requires special qualities, the first of which is to understand people. He may not be a creator or a manager, but he must know who he can entrust with a business expansion project and who with running the business. Otherwise, he will very soon have nothing to own. The second special quality is courage. The owner must have very great courage to entrust his business to people who are strangers to him, to give them the opportunity to work calmly, without oppressing them with constant guardianship, petty control, and imposing his opinion on them.
The other side of the human factor is teamwork. Be it a team of creators, a team of managers, a team of business owners. The basic principle of working in a team is to create conditions so that the personal goals of each team member coincide with the goals of the business.
In innovative projects, it is necessary to take into account not only human factors influencing the progress and creation of the project, but also human factors that arise when a person works with an already created project. This includes the “usability” of corporate websites and portals, and the factors of people’s acceptance and effective use of business processes embedded in corporate portals and systems, and the acceptance and effective operation of the organizational structure embedded in the corporate system (for example, a number of organizational structures do not comply with the principle of unity of command ).
For example, no matter what excellent technical characteristics a new car has, no one will buy it if it is not easy to drive.
Therefore, when creating a project, you need to look at it not through the eyes of the owner, manager or creator, but through the eyes of the end user, who ultimately either accepts the project or rejects it. And imposing on the end user a project that does not comply with human factors will ultimately lead to low efficiency of the created project, or even to its unprofitability.
Recommendations for developing an individual approach to management can be built on the basis of various typologies. Let us consider here those typologies that are recognized in psychological science and carefully tested on large samples and statistical material.
Psychological recommendations for developing psychological compatibility in a team can be built on the basis of various typologies. Recently, attempts have been made to build recommendation systems even on the basis of astrological and nominal typologies, features of people’s appearance, their handwriting and biorhythms.
Without denying these attempts, we will focus on those typologies that are recognized in psychological science and carefully tested on large samples and vast statistical material.
There are four types of temperament - choleric, phlegmatic, sanguine and melancholic. Of course, in reality there are also mixed temperaments, but still the dominance of one temperamental property can be very noticeable.
In addition, even if, as a result of upbringing, training and experience, a person has learned to “mask” his temperament through role behavior and self-control, then in extreme and stressful situations his temperamental qualities become dominant: the choleric person begins to fuss, and the phlegmatic person falls into a stupor.
Temperament is manifested in such characteristics of a person’s activity, behavior and communication as speed, endurance and the degree of openness. At the same time, temperamental properties are hereditarily given and change little throughout a person’s life.
For example, if in childhood a child was active, active and sociable, then in his youth, adulthood and old age he will still be active, active and sociable compared to other people. Of course, this activity will decrease in the second half of life and the person will become calmer and less sociable, but still, a choleric person cannot completely “turn” into a slow and withdrawn phlegmatic person.
Choleric people have very high performance, endurance, activity and initiative. Works well in conditions of change. Very often, a choleric person strives for formal or informal leadership, independence, and responsibility. He is also distinguished by a high speed of thinking and experiencing, increased excitability and emotionality, and is capable of unexpected mood changes during the day.
Choleric people love difficulties and know how to overcome them; we can say that obstacles and problems increase their vital energy and desire for self-affirmation. In some cases, these employees unconsciously “create problems for themselves” so that “life and work do not seem overly boring and monotonous.”
An employee with a choleric temperament may be hot-tempered and irritable, often have reduced self-control and tend to “dump” his emotions on other people.
Managing a choleric subordinate:
give instructions associated with responsibility and independence, apply moderate control;
assign tasks that require high creative activity and creativity, if the choleric subordinate is a professional in a certain field;
taking into account the fact that the subordinate strives to make a career and feel significant, create the prospect of promotion; use for breakthroughs, innovations;
send on necessary business trips to establish connections and contacts with clients and partners;
organize communication in a neutral-partner style, since a choleric subordinate does not tolerate power and pressure well;
A choleric person is psychologically compatible with a sanguine person. It is not recommended to create tandems “choleric - phlegmatic” and “choleric - melancholic”. In the first case, the choleric person will be irritated by the slow phlegmatic person, and the phlegmatic person will experience self-doubt. In the second, the melancholic person will worry and be offended by the choleric person’s temper;
take into account that the choleric person recovers and rests in tourist trips and communication with big amount different people(acquaintances and strangers).
If a choleric person is a senior leader, then he often implements a strong and authoritarian style in management, demands high efficiency and workaholism from his subordinates, expects quick decisions from them, does not like being resisted, does not like arguers and critics, and can afford harsh criticism in address of your employees.
A phlegmatic person is a calm, slow, thoughtful and thorough worker. Shows reliability and stability in relationships. Needs long-term adaptation, perceives new information with difficulty, remembers for a long time, but deeply and thoroughly. May temporarily reduce performance if operating conditions change. He is prone to solitude, isolation, and does not like conflicts. Has low initiative. May show a tendency to repeat mistakes. Works well in conditions of monotony and monotony. Does not strive to become a leader, is well psychologically compatible with sanguine, melancholic and phlegmatic people. He is patient, but tends to accumulate dissatisfaction and rarely, but very strongly, show an “explosion of indignation.”
Managing a phlegmatic subordinate:
it is recommended to use it on work areas those requiring good concentration of attention, as well as where you need to work in conditions of uniformity and monotony (drawing reports, summarizing a large array of factual data);
since in stressful situations a phlegmatic person remains calm and self-controlled, it can be used when resolving conflicts in a team;
when formulating a task, give time for memorization, offer to write it down the necessary conditions tasks; be sure to monitor the completion of the task, stimulate and “customize”, maintain active contact and interest; intensify the initiative, for example, at meetings, ask for his opinion and assessment;
do not use in work areas where it is required high speed decision making and sociability;
take into account that a phlegmatic person rests well and restores his performance in solitude.
If a senior leader has a phlegmatic temperament, then he expects activity, initiative and independence from his subordinates. He also needs constant feedback: reports and notes on how things are going, what was accomplished and what was not, etc. When communicating with such a leader, you need to “slow down” a little and be able to pause at those moments when the leader is thinking and making a decision. A leader with a phlegmatic temperament is a stubborn person, therefore, if he has made a negative decision, take a “time out” and only then take measures to change the decision.
A sanguine person is active, energetic, has high performance and developed self-control. Sociable, cheerful person. Career oriented and good earnings. Tolerates overload well and is emotionally resistant to troubles and difficult events. Emotionally little sensitive, as they say, “thick-skinned.” Psychologically compatible with choleric, sanguine, and melancholic people.
Managing a sanguine subordinate:
use the good organizational skills of such a subordinate to create an effective team;
create career prospects and earnings, otherwise he may quit and move to a competitor;
captivate with a new task, stimulate, control the completion of the task; load up with things to do; maintain formal business relations.
A senior leader with a sanguine temperament expects high professionalism, dedication to work and emphatic efficiency in communication from his subordinates.
A melancholic person is distinguished by emotional sensitivity, experiences mistakes and failures for a long time, and shows increased sensitivity. He is highly anxious and does not like to take risks. Can get upset when there are failures; melancholic women often cry. They have a hard time dealing with injustice and conflicts. Prone to self-accusation and self-examination. They have intuition. They value the positive atmosphere in the company; due to good relations at work, they will not move to another organization even when they offer higher wages. Psychologically compatible with sanguine and phlegmatic people.
Managing a melancholic subordinate:
such a subordinate needs emotional support and positive evaluation in case of achievements;
It is undesirable to criticize in the presence of other people, it is better in private;
you can find a constructive use of the intuition of a melancholic subordinate if you invite him to negotiations as an observer, in order to then obtain from him an accurate psychological description of the opponents;
You can use the abilities of a melancholic person to provide support and sympathy to those employees who are experiencing personal grief or misfortune.
Most often, a melancholic person works in the position of a subordinate, and in an informal structure he plays the role of a follower. It is quite rare for people with this temperament to become leaders. But if this does happen, the melancholic leader needs constant emotional support from friends and loved ones. In addition, he is advised to rest regularly, maintain good psychological and physical shape, and be attentive to his diet.
If we take the stylistic features of their mental activity as the basis for the typology of subordinates, then we can distinguish five psychological types: analysts, pragmatists, realists, idealists and critics.
Workers characterized by analytical thinking love to operate with digital data and quantitative characteristics; in their work they rely on policy documents, instructions and legal norms. They work carefully, responsibly, think through details, and are pedantic. They are focused on high success and do not like to make mistakes. They strive for high professionalism and do not tolerate dishonesty in their work. They often show perfectionism. Careful planning is carried out before solving a problem. They love order, regularity, consistency, clarity. Work effectively in stable conditions given sufficient time. They are conservative, stable, stable. They show seriousness in learning and respect authorities.
They are respectable in appearance and behavior, love good quality and expensive clothes, and behave with dignity. They communicate with restraint, without unnecessary emotions. Their oral speech similar to written language, with correct turns and complete sentences. They strive to influence their interlocutor primarily with logic and arguments. They don’t like to conflict, but if they find themselves in a conflict situation, they can show persistence and defend their position to the end. Psychologically compatible with analysts, realists and idealists.
In order to correctly solve the problem of using the strengths of each employee in management, we will analyze in which situations each psychological type is effective, and in which its effectiveness is significantly reduced.
Analysts are successful:
1) when working on an important project that requires high competence and professionalism;
2) in the process of making a strategically important decision;
3) when comparing different approaches and developing the most effective approach to solving the problem;
4) when compiling directories, tables and classifications;
5) when performing a task individually that does not require organizing a team and intensive communication with employees.
Analysts' effectiveness decreases:
under time pressure and uncertainty;
in conditions of constant change;
in the presence of conflict and tension.
Pragmatists strive primarily to obtain concrete results. They do not tolerate “general conversations.” They are focused on innovation, love everything new, avoid uniformity and monotony. There are always people around them, they activate everyone, excite everyone, charge them with new ideas. Can do several things at the same time. They tolerate mistakes easily, and in case of failures they quickly switch to another area of activity.
They rarely plan work in advance, preferring to immediately get involved and carry out planning actions as work progresses. Lively, active and sociable. They often have emotional charm.
They do not like to obey norms and authorities. They are often independent entrepreneurs. They easily feel in conflict and confrontation, because struggle “charges” them with energy. In conditions of confrontation and confrontation, they often win. Psychologically compatible with realists, pragmatists and critics.
Pragmatists are successful:
in conditions of development, when starting a new business or a new direction in work;
in the decision-making process with many unknowns and relying on intuition; with time restrictions;
if necessary, quickly organize a team of like-minded people.
The effectiveness of pragmatists decreases:
1. in conditions of monotony and monotony;
2. in conditions of delaying time, when there is a delay in achieving the goal;
3. when communicating with slow and indecisive partners;
Realists are similar to pragmatists: they are just as lively and sociable. But if pragmatists are focused on achieving results independently and trust only their own personal experience, then realists are aimed at creating a team that they can direct to solve a problem. They rely on practice and value facts obtained by others. Realists do not always strive to have knowledge in various fields themselves; they select a team of good specialists and trust them.
There is an opinion that an effective leader comes from those employees who have realistic thinking. They love to manage situations and people, both at work and during informal meetings. They always strive to influence, recommend, advise.
Communicate in a simple, business-like manner. They love to tell jokes and joke. They are averse to sentimentality and are passionate about work and career. As a rule, they also strive to make a working team out of their loved ones: the wife is a secretary, the children are assistants in business and business. Psychologically compatible with everyone: realists, analysts, pragmatists, idealists and critics.
Realists are successful:
1.in management;
2. when interacting with external organizations, partners and clients;
3.in negotiations.
The effectiveness of realists decreases:
1.in situations of a delicate and confidential nature;
2. in a situation in which you need to wait and take a break;
3. in case they have at their disposal unverified or distorted facts.
Idealists love to talk about moral, ethical and ethical values; they are fond of philosophy and esoteric teachings. They strive to help people and are often approached for help. Characterized by humane attitudes. They care about the atmosphere in the team, they are peaceful, they are loved and respected. Idealists are excellent listeners who forgive mistakes and mistakes. Influence others through positive means: praise, admiration, encouragement, highlighting the positive.
The tension in their inner life is often due to the fact that they want “everyone to feel good,” but they understand the real unattainability of their ideal. Psychologically compatible with idealists and realists.
Idealists are successful:
1. when resolving conflicts;
2.in negotiations, when it is necessary to instill confidence in partners;
3.in the role of informal leaders in the team;
4. when developing a system of motivation and rewards.
The effectiveness of idealists decreases:
1.in conditions of struggle and confrontation;
2. when there is a need to criticize a colleague;
3. when it is necessary to identify a conflict in order to analyze and work through it.
Critical employees with professional competence are able to timely identify important errors in the decision-making process. Despite the fact that critics are not very comfortable in communication and often show causticity and irony, they are the ones who can predict possible risks in time.
At seminars, participants usually ask what the “sanitary norm” is for having critics in a working team, given its size. Unfortunately, there are no extensive studies yet to accurately answer this question. However, it is desirable that every team and every department has at least one competent and professional critic, and not only during the formation of a new company or during “breakthroughs,” but also on an ongoing basis. Psychologically compatible with realists and pragmatists.
Critics are successful:
1. in the course of building a forecast of possible mistakes and crises of the company;
2. when limiting and adjusting the leader-dictator who does not recognize dissent in his unit.
The effectiveness of critics is reduced:
1.if the team is “feverish” due to a frequently recurring conflict;
2.in conditions where it is necessary to stabilize a collapsing team.
Scheduling of DO flows assumes the possibility liquidity management companies. The liquidity indicator of an enterprise takes into account the condition and value of its current assets and liabilities.
The payment calendar is a cash flow plan in the short term, reflecting all types of company activities, approved by management within the limits and capabilities of the enterprise
The main components of current assets are inventories, accounts receivable and VA, current liabilities are accounts payable.
The payment calendar allows you to manage accounts payable and receivable. This is especially true when the number of buyers or suppliers increases, since it becomes possible to clearly define payment dates for the timely receipt of raw materials and services, ensuring the efficiency of the enterprise, and preventing the occurrence of penalties.
Managing DS related to inventory immediately poses the task of managing inventory turnover. The faster it is, the fewer warehouse stocks, the cheaper they cost the company, the more effectively the DS are used to purchase the necessary raw materials, supplies, and goods for the main activity.
When there is a shortage of “real” money, the clear work of the enterprise in agreeing on a payment plan at all levels of management and competent, thoughtful prioritization are especially important.
In practice, a situation often arises when the revenue plan is not fulfilled, but the DS expenditure plan is fulfilled in full; accordingly, the total amount of requests for payment exceeds the actual receipt of DS. To avoid cash gaps, it is advisable to rank all payments according to their priority or importance. Payment for items with the highest priority is mandatory, for items with a lower priority - subject to availability. additional conditions. For example, requests to pay debts to major suppliers of products and taxes are satisfied first of all, while expenses for training and modernization of office equipment are financed when the sales plan is fulfilled by at least 90%.
In this regard, the analysis of so-called fixed payments is very useful: enterprises often have expenses that they are accustomed to and do not question their appropriateness. A fresh look at your fee structure will help determine whether these expenses are truly necessary. Drawing up a DDS plan only makes sense when you can be sure that all necessary payments have been taken into account. The plan is drawn up in order to eliminate the need for “sudden” financing of any “super important” projects. It is necessary to think through the directions for spending VA in advance; in a crisis situation, it is appropriate to introduce more stringent deadlines for agreeing on a payment plan at all levels of enterprise management.
As for the execution of the plan, the practice of daily reconciliation of the cash balance of DS deserves attention, which will eliminate possible abuses and give managers reliable information about the current balance of funds in the accounts and cash register of the enterprise, which is necessary for making decisions on making current payments.
IN modern conditions category " human factor"is mainly used in two meanings: firstly, to characterize the interaction of a complex human-technology system as the cause (determinant) of any phenomenon, often negative (road accident, plane crash, etc.), and, in - secondly, as an integral set and indicator of the qualitative characteristics of the human component of the combat potential of military formations.
Designers of various equipment, devices, etc. try to anticipate, prevent and reduce the consequences of such human behavior. Expression human factor often used as an explanation of the causes of disasters and accidents that resulted in losses or casualties.
Every person has limitations or mistakes. The psychological and psychophysiological characteristics of a person do not always correspond to the level of complexity of the tasks or problems being solved. Characteristics arising from the interaction between a person and technical systems, is often called the “human factor”. Errors, called manifestations of the human factor, are usually unintentional: a person performs erroneous actions, regarding them as correct or most appropriate.
The reasons contributing to erroneous human actions can be combined into several groups:
- deficiencies in information support, lack of consideration of the human factor;
- errors caused by external factors;
- errors caused by the physical and psychological state and properties of a person;
- limited resources to support and implement the decision.
Lack of complete confidence in the success of the upcoming action and doubts about the possibility of achieving the goal of the activity give rise to emotional tension , which manifests itself as excessive excitement, a person’s intense experience of the process of activity and the expected results. Emotional tension leads to deterioration in the organization of activity, overexcitation or general lethargy and constraint in behavior, and an increase in the likelihood of erroneous actions. Degree emotional tension depends on a person’s assessment of his readiness to act in given circumstances and responsibility for their results. The emergence of tension is facilitated by such individual characteristics of a person as excessive impressionability, excessive diligence, insufficient general endurance, and impulsiveness in behavior.
The source of errors can be decreased attention in a familiar and calm environment. In such a situation, a person relaxes and does not expect any complications to arise. During monotonous work, sometimes errors appear that almost never occur in stressful situations.
Errors in performing certain actions may be associated with unsatisfactory mental state person. At the same time, a person has a depressed mood, increased irritability, slow reactions, and sometimes, on the contrary, excessive excitement, fussiness, and unnecessary talkativeness. A person’s attention is distracted and errors occur when performing necessary actions, especially in the event of unexpected equipment failures or sudden changes in the situation.
The reasons contributing to the appearance of such a condition may be the experience of some unpleasant event, fatigue, the onset of illness, as well as lack of confidence in one’s abilities or insufficient preparedness for this complex or new type of activity.
Human errors can be caused by the lack or insufficiency of information support(special handlers for such situations in software, visual materials and instructions); This problem manifests itself especially strongly in extreme situations and in conditions of lack of time to make a decision.
Human factor as a set of qualitative characteristics of personnel
IN scientific research There are several approaches to the essence and content of the human factor in military affairs.
This is how V.P. Kashirin characterizes human factor as a truly operating set of spiritual and physical forces of units, units and individual military personnel. He argues that the leading role in the human factor is played by the spiritual side - what is commonly called the morale of troops, naval forces, personnel of a unit or unit.
Morale- this is the spiritual readiness and ability of personnel to endure the trials of war, the hardships, deprivations and difficulties of military service and achieve victory over the enemy, successfully fulfill assigned military service tasks.
According to V.P. Kashirin’s definition, the morale of troops (naval forces) has two interconnected sides: statistical and dynamic.
Statistical side he calls moral and psychological potential units, units, as the totality of the spiritual capabilities of personnel, the degree of their political, moral, legal and other consciousness, competence, military-professional preparedness, which can be turned into a factor in achieving victory in battle, war, fulfilling the military tasks facing the military formation official and other tasks.
Dynamic side V. P. Kashirin calls moral and psychological state personnel of a unit, unit, as one or another degree of realization and manifestation of the moral and psychological potential of military personnel when solving specific combat and other military service tasks.
The same views on the essence and content of the human factor, morale and moral-psychological state were expressed by P.A. Korchemny, V. I. Aleshchenko [p. 4, 5] etc.
According to A. A. Ilyuk, human factor of military formations- this is an integral unity of rational (motivational-volitional) and sensory (emotional) qualities of personnel, formed by objective reality, which encourage military personnel to perform military duty, influence their condition and behavior, determine the readiness of personnel to perform service and combat missions and use in elements of battle order [p. 21].
On the methodological basis of philosophical principles about the rational and sensory levels of the human psyche, rational, sensory and eidetic forms of existence of consciousness, A. A. Ilyuk defines two components of the human factor of military formations - moral spirit and the moral and psychological state of personnel.
Personnel morale- is a stable set of ideological beliefs, political consciousness, social security and professionalism of military personnel, the level of cohesion of military teams and administrative activities of the leadership, which systematically and interdependently form the internal readiness of personnel to perform military duty, create optimal conditions for fulfilling assigned service and combat tasks and encourage action. The components of moral spirit are: ideological, economic, political, socio-psychological and administrative [p. 41-43].
Moral and psychological state of personnel- this is a set of mental experiences that are generated at the sensory level of the human psyche when interacting with objective reality and awareness of personal qualities and through the system psychological protection actively influence the mental state of military personnel and manifest themselves in moral activity. The components of the moral and psychological state are: demographic, personal, service, moral, natural and climatic [p. 132 – 134].
The methodological basis for determining the components of morale and moral-psychological state is taken from philosophical provisions on the forms public consciousness, features of the rational and sensory levels of the human psyche [p. 21]
Moral spirit characterizes motivational-volitional: fundamental, persistent, long-term qualities of personnel , and the moral and psychological state is emotional: changeable, not long-term, situational [With. 130]
Yu. V. Turchenko, A. V. Siry and others have the same views on the essence and content of the human factor, morale and moral-psychological state.
Assessment of the human factor of military formations (units, units)
Depending on the indicators obtained (beyond a 100-point rating scale) the level of human factor of military formations (units and subunits) (UCF) are classified as “high”, “medium”, “low”, “threatening”, namely:
Interpretation of the results of assessing the human factor of military formations (units, subunits):
