<<
>>

the Dislocation of balance of forces in the organisation.

from the organizational point of view resistance to changes also can be understood if to consider, that from the behavioural party of the organisation are coalitions where groups (formal and informal) with various interests enter, and between them there is an intensity, As a result there is a certain balance of forces which during changes is infringed owing to what there is a resistance.
Konfliktogennost situations at the enterprise in the conditions of crisis, it is set by following major factors:
Readiness (unavailability) of collective to strate gicheskim to the changes, defined by desire and ability to work in new conditions (the typology of these conflicts is presented to tab. 1.3);
Mutual perception (acceptance \nonacceptance) managements of changes and collective;
Features of organizational culture.
Table 1.3.
The typology of the conflicts caused by readiness (unavailability) of collective to work in new conditions Personnel structure of the organisation Is able to work in new conditions is not able to work in new conditions Wishes to work in new conditions Valuable conflicts functionally - role conflicts does not wish to work in new conditions Orientatsionnye conflicts Functionally -
Role,
orientatsionnye,
The communicative
Conflicts
Principles of activization of the human factor, which
It is necessary to achieve by means of personnel selection during the period
Reorganisation are under construction in conformity with two extreme approaches to
To consideration of the person - of the worker in the organisation: with the theory "X" and the theory ну1 '
According to the theory "X" average person is lazy by the nature, works as small as possible, it does not have not enough ambition, he does not love responsibility, prefers to be rukovodimym. By the nature it is indifferent to needs of the organisation, opposes to changes. Practically it means that people exist in interests of economic targets of the organisation, they - means of achievement of these purposes, "an account resource". People in conformity with this theory it is necessary to remunerate, punish, operate them and to direct their activity.
In conformity with the theory "Y" people by the nature are not passive and do not resist to requirements of the organisation. They are ready to accept responsibility, take pleasure in work and do not require the constant control. Management of people in conformity with this theory consists in creation of conditions that people could show the moral, labour, intellectual qualities at organisation change. How workers in the real organisation in many respects behave is defined by organizational culture.
Theories "X" and "At", formulated by McGregor receive the further constructive development in the concept of the organisation,
j l ^
The formulated U.Mastenbruk. We will result substantive provisions of this concept. Any organisation has the dual nature, i.e. it can be considered from the point of view of two models: models of systems and model of the participating parties.
Within the limits of model of systems of the organisation are considered as complete essence with certain functional requests, they have own orientation, own purposes, own dynamics which is not dependent on interests of separate parts of the organisation,
The model of the participating parties puts in the forefront the purposes, interests and behaviour of elements of the organisation, explains the general orientation of the organisation as the compromise of the purposes of various groups of the people entering into it.
This duality of the organisation stipulates a duality of the nature of human behaviour. The in itself behaviour reflects the system which has developed in the organisation of relations between it subedinitsami (thus relations have four basic aspects: force and dependence relations, business "tool" relations, sotsio-emotional relations and relations at negotiating).
It means, that the behaviour of the person in the organisation can be considered as aspiration to preservation or perfection of the item in various types of relations with others.
The model of systems considers tool and sotsio-emotional relations, and model of the participating parties - force and dependence relations and the relation at negotiating. Difficult interlacings of types of the relations connecting various organizational subedinitsy, underline necessity of use both, fundamentally opposite theories explaining a phenomenon of the organisation.
The developed system of relations between organizational subedinitsami in many respects depends on organizational structure and organizational - cultures, i.e. aspiring to change behaviour of the person in the organisation, it is necessary to change structure and culture of the organisation and
Its separate components. The management problem consists in, that:
To design the necessary behaviour organizational subedinits;
To define, at what level force and dependence relations, business "tool" relations, sotsio-emotional relations and relations should be maintained for this purpose at negotiating;
To develop and introduce optimum (from this point of view) organizational structure and culture.
At realisation of actions of personnel selection in realisation of organizational changes the significant role is taken away to formation of optimum style of a management in organizational f units (more in detail about it in the chapter III) 16. On degree of use of the power
Style of lead can be characterised some scale which extreme significances will be authoritative style (decisions starting the chief according to its purposes) and democratic style (subordinates participate in those decisions which mention them). To the major factors defining preference of orientation to this or that style of lead, it is possible to carry:
The general level of culture, formation and professional training of workers;
Sociopolitical orientation of subordinates, degree of their political activity;
Degree of satisfaction of primary requirements (a wages, housing accommodation, etc.);
System of vital values and social motivation of behaviour of workers;
Availability of informal groups and degree of conformity of their purposes to the organisation purposes;
16 Nice A.I.modern sociology of the organisations - M: "Ipterpraks", 1995
The relation of subordinates to the chief (degree of trust, respect, liking);
The relation of the higher administration to the chief, its authority on the organisation, degree of restriction of its power;
Used technology and degree of structure of problems of management of changes.
One more of directions of work with shots by reorganisation are also questions of a choice of strategy of change of behaviour of participants of changes. Following four strategy are classical:
<< | >>
A source: BARATJANTS ALEXEY VLADIMIROVICH. FORMATION OF PERSONNEL SELECTION OF THE ENTERPRISE IN THE CONDITIONS OF REALIZATION OF ORGANIZATIONAL CHANGES. 2010

More on topic the Dislocation of balance of forces in the organisation.:

  1. Ivanov Alexander Ivanovna. Micromorphology of a surface and dislocation structure of large-sized optical crystals of germanium and paratellurita. The dissertation on competition of a scientific degree of the candidate of physical and mathematical sciences. Tver - 2015, 2015
  2. committee on armed forces of the House of Representatives
  3. Ivanov Alexander Ivanovna. MICROMORPHOLOGY of the SURFACE And DISLOCATION STRUCTURE of LARGE-SIZED OPTICAL CRYSTALS Germany And paratellurita. The dissertation AUTHOR'S ABSTRACT on competition of a scientific degree of the candidate of physical and mathematical sciences. Tver - 2015, 2015
  4. 5.3.1. The material balance of a reactor
  5. the Principle of balance of treaty obligations
  6. the Account of leasing property on balance lizingopoluchatelja
  7. Features of the account of a subject of leasing on balance lizingopoluchatelja
  8. 2.2.2.5. A share of a fixed capital in balance currency
  9. Definition of forces of interaction of grinding bodies
  10. the Equation of balance of carbon
  11. 2.1.3 Equation of material balance of drying gas.
  12. 2.1.1 Equation of material balance of drying substance.