Thesis: Commander Education and Benefits of Teamwork. Principles and peculiarities

Non-state educational institution

higher professional education

International Independent Ecological Political University

International Independent University Of Environmental & Political Sciences

THESIS

Theme "Community and Benefits of Works in Team"

Student 3 courses MN-6 groups

Podovinnikova E.A.

Manager

Trofimova L.V.

Moscow 2009

Introduction

1. Team creation theory

1.1 Evolution of teams in the intellectual sphere

1.2 Fundamental Commanders

1.3 principles of team education in various fields of activity

1.4 Forms management

1.5 Distribution of Roles in the Team

1.6 Diagnostics of the viability of the team. Organization of "Sverhead therapy"

1.7 Organization of work in the team. Planning

1.9 Situation analysis

2. Domestic and foreign experience in the field of team education

2.1 Foreign team development experience

3. Application of the Command Form of Labor Organization on the example of the company "Kinometter"

3.1 Brief description of the company

3.3 Analysis of the team's activities

Conclusion

List of used literature

Principles of team operation.

Principles make up the basis of the command formation, set certain "Rules of the game" when organizing teams.

Table 1

Principle of team operation	Content
Voluntary entry to the team	Key principle of team formation. Only that candidate may be included in the team who voluntarily expressed readiness to enter the team based on awareness and understanding of all conditions of its activities.
Collective performance of work	Each member of the team performs the part of the general task that the team entrusted to him, and not the one that he usually performed on the task of administrative authorities (the latter is not excluded within the team)
Collective responsibility	The whole team loses in trust, incentive, in public recognition, if the task is not done due to any of the team members
Orientation of remuneration for the final result of the teamwork	All team members, regardless of their posts, "acquire", if the team as a whole worked efficiently, and "losing" if the team did not reach the result
Decent importance to stimulate the command to the end result	Management should have information about incentives, meaningful for candidates for team members. Based on this information, the "Stimulation Foundation" is drawn up. Not only money can be as decent incentives, but other ways of encouraging, based on hobbies, ambitions and candidate preferences. Often public recognition is more valuable incentive than material payment
Autonomous self-government team	The activities of the team members are managed by its leader (leader), and not the administrative authorities of the organization
Increased performing discipline	Each member of the team is responsible for the final general result. This principle is voluntarily accepted by each team member.

Number of team

The team should be small. According to Edward Lolra, the founder of the Center for the Study of Organizational Efficiency under the South California University, Ideally, the team should include five or nine and never more than 15 people. Although some tasks, such as industrial production, may require the creation of teams from 25-30 people.

Glenn Parker, the author of the book "Team members and group work: new strategic advantages in business," claims that productivity, responsibility, participation and trust - all these indicators deteriorate as the number of teams increase. Parker comes to the conclusion: the optimal size of the team is from four to six people, and 10-12 members are the limit when efficiency is still preserved.

Yang R. Catzenbach and Douglas K. Smith, the authors of the Book of "Wisdom of Team", say that the team should be from two to 25 people, "because large groups of people are simply due to their sizes - have difficulty in constructive interaction with a friend. They reach much less consent about the work of work. The likelihood that 10 people will work successfully for the general plan and carry solidarity for the results of their work, despite their individual, functional and official differences, much higher than the likelihood Such a successful work 50 people. "

The number of the team depends on the specifics of the work performed by it, so the number of members is determined individually. The "golden rule" of the number of the "Seven Plus minus two" is most accurate.

1.3 principles of team education in various fields of activity

As an organizational form of professional activity, teams of specialists are used in various sectors of economic, industrial, social, intellectual, cultural and other spheres of the life of society. Everywhere there is its own specifics of the conditions and requirements for the organization of teams.

In some industries, the team form of the organization of work is the main or only type of the organization of the technological process and the performance of work, and therefore is considered a natural phenomenon. The groups of morphlot, geological expeditions, Ministry of Emergency Situations are organized in such a way of collectives.

There are quite many areas of social life, where the team form of organization of work is technologically the most rational or even only possible. As a rule, these are areas where remotely remote, or technologically closed, or life-threatening staff of specialists. In these areas, the Command Form of the Organization is the usual practice of organizing work. Therefore, if all team members have sufficient motivation to stay in their places and do not go to other areas of activity, no exceptional measures for the additional improvement of motivation are required here.

The team of the team is a special form of organization of work in those areas where common practice is a stationary multifunctional technological process, serviced by organizations, employees and specialists who are constantly engaged in a specific technological process. For example, any industrial production, research activities, trade, service sector, banking, institutions of education and social protection system, etc.

It is advisable to allocate the two most generalized and large areas of activity, where the conditions and activities of the teams have certain differences:

BUT. Production sphere. The end result is typical products (service); The costs of organizing teams are expedient, mainly on technologically autonomous sites or when there are non-standard situations. An example is emergency brigades for the maintenance of heat, water and gas consignments, production sites and brigades with a contractive form of remuneration, artist of builders and billers, etc.

B. Intelligent sphere. The key element is creative, creative activities related to research, experiment, analysis and search for rational solutions.

The organization of industrial and intellectual teams has its own characteristics in the following indicators:

· Setting the target;

· Forms of stimulation;

· Qualification;

· Level of creativity (creativity);

· Duration of productive functioning.

Setting the target

The setting of the target problem for production teams is characterized by a high level of concretization of the final result, the conditions and timing of the work, the nature of the provision and the form of payment of the final result. For a working person, everything should be extremely clear, it is clear, tangible and convincing. The target task is recommended to formulate specifically and rigidly. This increases its effectiveness, disciplining team members.

Yang R. Catzenbach and Douglas K. Smith note that the presence of clear, even tough, requirements "is much more important for the success of the team than all efforts to create, special incentives or the presence of ideal leaders." And further: "Specific, rigid goals or tasks (for example, withdrawal to the new product twice as long as usual, time; or the direction of answers to all consumers for 24 hours; or the achievement of the zero marriage indicator while reducing costs by 40 %) Give clear and tangible benchmarks for team members. Clear tasks determine the product of the entire team, which is different from the mission performed by the organization as a whole, and on the amount of production tasks of individual workers. "

As a target, it is helpful to formulate specific and stringent tasks for improving the efficiency of work. This, according to Yana R. Katzenbach and Douglas K. Smith, "facilitates communication, gives it clarity, and conflicts in a team - constructiveness; if such tasks are clear, the discussions in the team can be focused on how to achieve the goals or on the question About their change, the achievability of specific production goals helps teams to concentrate on obtaining results. Specific goals have the equalization effect, favorable to the style of behavior in the team. If a small group of people challenges himself and seeks to reduce the time cycle by 50%, their positions, titles and Other signs of differences lose meaning. Instead, in the team, every person is appreciated for what and how he was able to do for a common cause. The assessment itself is formulated in terms associated with the fulfillment of the task, and does not take into account the status or personal qualities of this employee, specific goals Allow the team to win small victories in the process of achieving large goals. Little Victory is invaluable to strengthen the purposefulness and dedication of the team members, to overcome obstacles that inevitably arise on the way to achieve any long-term goal. Finally, specific tasks aimed at improving the efficiency of work have a special attractive force. They challenge all team members demanding common efforts. The drama of the situation, the urgency of solving problems and a healthy fear of failure to be combined and encouraged the team to action. "

For intelligent commanders, as the development of a company development strategy, search for rational project decisions, the development of substantiations of a new bill, etc., - sometimes they can be marked only in general terms, indicating the required qualities and parameters. The execution time is assigned approximately with intermediate control checks.

Forms of stimulation

For production teams The main form of stimulation is, as a rule, material and monetary form with elements of public recognition and moral stimulation.

For intelligent commands The material and monetary form is often not the main one; Last motivation may have prestigious career incentives and moral and certification factors of public recognition.

Qualification

General requirement - any team should be a team of professionals.

In production teams, the presence of leading specialists a key requirement is an increased performing discipline.

In intellectual teams, if there are current professionals, the key requirement is the unity of the value orientation and the selection of like-minded people in the development strategy.

The level of creativity and communicative culture of team members

In production teams, this requirement may not be key if the level of material interest of all team members is quite high.

In the intellectual teams, this requirement is a basic condition for the successful functioning of the team, since material incentives and specific deadlines can be very vague.

Duration of productive functioning

Overall position - the longer the team exists, the higher its level of work and professionalism, the more successful and efficiently it acts.

but in the production sector High percentage of temporary, or even one-time teams, which is due to the local and short-term character of most production tasks. So, after completing a large building, many building brigades stop their existence. Often, seasonal artels of agricultural workers and stovers disintegrate. Emergency brigades are often formed randomly under pressure from external circumstances.

In the intellectual sphere Tasks and problems are usually long-term and, accordingly, require the formation of teams for a long term.

Consequently, the requirement of a more thorough and thorough detachment of the intellectual team appears. It is important to note that in this case the commands are rarely formed under one specific task. At the same time, the term "team" is understood as soon as the Communicative Spirit, the "team" style of interaction of like-minded people, rather than the form of organization of work. This situation develops due to the complexity of the quantitative determination of the exact timing of solving any problem, the form of representation of the final result and the form of payment. In addition, in the intellectual sphere of the team, there are not so much to solve a specific problem as for long-term joint cooperation in working on a single issue, for example: the existence of various scientific schools; Selection of Prime Minister of Politicians-like-minded people for the Cabinet of Ministers; Team of like-minded managers of the executive director of the company (bank).

1.4 Forms management

The management form in the team is one of the most important conditions for the efficiency of the team, and it is specifically negotiated with each team member before its operation.

The administrative form of the management determines the basis of the high level of the performing discipline in the work of the team.

The management forms in the team are quite diverse and specific. They depend on due to the fact that the following indicators are balanced:

· Specificity of the field of team activities;

· Conditions assigned to the task command;

· Level of team workshop;

· The level of the individual professionalism of the team members;

· The presence of constructive leadership in the team leader;

· The nature of interpersonal relationships in the team;

· The equivalent to the motivation of all team members;

· The number of the team;

· The focus of the main work on team members who have a certain narrow specialization.

From all the variety of control options, three main forms can be distinguished, the modifications of which are widespread in all areas of production and creative teams.

"Theater of one actor"

Used in teams with a generally accepted talented professional leader.

The team completely trusts the leader, believing that no one except him offer more rational and thoughtful decisions. His orders are not subject to doubt and criticism. The leader's leader performs the sole command management team, periodically consulted with team members at its discretion. Such a team is extremely effective in its activities until the authority of the leader leader is continued and is accepted by all team members almost on the subconscious level.

The management form is especially characteristic of the intellectual sphere: scientific schools of various scientific authorities, theaters studios of talented directors, etc.

"Communication Team"

The most acceptable for small teams of real professionals.

Each member of the team "closes" the autonomous part of the work, and his opinion is extremely important for the team as a whole. All responsible decisions are collegially accepted, implements their team leader or one of the key team specialists.

This form of the organization is preferable for creative teams, managerial teams, teams of cascaders, highly specialized production teams, emergency teams, specialist teams, teams of advertising specialists, managers.

" Council "

Occupies an intermediate position. In Soviet times, the term "Council of the Brigade" was widely used.

Such a form is appropriate for a large numbers; The kernel makes up a group of the most qualified, experienced and authoritative specialists whose opinion is decisive for the remaining team members. Responsible decisions are accepted after discussion with leading team specialists on the Council (Planer, RAM) of the team.

This form of intracomand control is most appropriate for large production teams, research, pedagogical teams. The meeting of all team members in these cases is more like the eve of the prompt adoption of management decisions.

1.5 Distribution of Roles in the Team

In the process of joint work (and informal communication), a successfully created or spontaneously formed team from self-respecting specialists quickly turns into a cohesive viable team with a common target installation, a unified system of value orientation and, as a rule, with a high professional level. In work, on vacation, in joint informal events, team members will know each other well, learn to respect and take into account the strengths and weaknesses of each.

It is well known that there are no two completely identical people. Each has its own inner energy, the strength of character, ability and inclinations to various non-professional activities, to communicate, to art, etc.

In the team gradually appear to the clatters, craftsmen, thinkers, etc., who received the recognition of the whole team. The personal abilities of the team members eventually become an informal resource of the team, which can be purposefully used in various situations.

Thus, the team occurs the informal distribution between the team members of various role-playing functions to resolve problems in a favorable direction for the team.

The team has stereotypes of distribution of roles in typical, often repetitive situations. In spontaneous situations, the team promptly determines the most appropriate role distribution according to the principle "You will get it better."

The distribution of roles in the team is a rather subtle question. On the one hand, it is extremely important that each member of the team play a role corresponding to its abilities and opportunities. On the other hand, it is also important that each in the process of the system of the team "tried on themselves" as many roles as possible, for, as you know, "a narrow specialist is similar to flux." This is necessary to create conditions for mutual insurance and interchangeability to each other team members in emergency and extreme situations.

However, quite often, the teams consist of people who occupy a certain position, which, in fact, asks them the "borders" of the role. In this case, the distribution of roles in the team is advisable to spend at the time of "brainstorming" and not to distribute production activities to actually.

There is a lawsager question: why do you need role distribution in general, if there are professional functions? Flexible role distribution increases the level of mobility of the team, as well as the degree of its adaptability in the weakly predictable conditions (which is particularly characteristic of a market economy in our country).

Adequate and flexible role distribution - This is an effective method for improving the competitiveness of the team, its sustainability to the negative impact of various external and internal factors.

Another, more subtle, aspect of the distribution of roles is to give each member of the team to feel its significance and the prospect of growth. This is extremely important, since the team is the "equal" community. It can sometimes be lost the individuality of everyone. The thing is general. But what about an individual contribution? And in this case, the feeling of his role as it would be "insures" the individual contribution of each team member in the common cause.

Main command resource It is that team members can "insulate" each other in a difficult situation. The ability to "try" for yourself a variety of roles forms an additional resource for executing members of the team of its "safety" function. To combine the "play point" with the feeling of an individual contribution to the common cause, to the names of the roles you need to approach creatively, without stamping on bright images, metaphors. To the allocation, name and distribution of roles, the team can devote a special time. Such discussions are fun and create additional resources to maintain the "Command Spirit".

Factors defining team roles:

· Direct professional activities, job duties;

· Team interaction with external partners, clients;

· "Warehouse of the mind" of each team member and concrete situations;

· The process of lecturer and the dynamics of its successful development.

How to work in a team when solving problems

Each team member has certain intellectual features. One "fountains" with new ideas, the other is better oriented among the finished instructions, the third is inclined to see everything "in black", the fourth loves to spiltily.

Often these features begin to annoy team members. However, if they are competently used when solving problems, it will bring a team tangible benefit. It is important to correctly distribute the roles.

In the most general case, when solving complex problems, four main roles can be distinguished:

Idea's generator - a member of the team with the most liberated, shape-shaped warehouse, with high educational training and with a wide range, with well-developed creative thinking, imagination and fantasy;

Analyst - a member of the team with a tendency and experience of system analysis, broad generalization and prospective vision; He knows how to make the idea of \u200b\u200bthe finished look, make it an attractive and understandable not only to the author and his associates, but also to ordinary people. It also has the ability and skills of the allocation of criteria and carrying out comparative assessments of various action scenarios; He knows how to correlate the idea and needs of practice, thinks out the technological cycle of implementation of the idea, assesses the risks and consequences, constitutes a general plan of joint action;

Implementer (pragmatics) - a member of the team of pragmatic and practical warehouse of thinking with the skills of planning and organizing practical activities (possibly, the team leader); He knows how to practically embody the idea, organize all joint actions, correctly distribute the roles;

Constructive critic "This is the one who knows how to carefully listen to all reasoning and not be afraid to make cons. When the team begins to persuade criticism, it finds additional arguments in protecting its position and can also detect and unaccounted risks. The critic is often an irritant for the team. However, if the whole team agreed with the presence of the role of criticism, negative emotions should not arise. The role of criticism in the team is the role of a provocator that stimulates the manifestation of the structural activity of the entire team, thanks to which any idea can be brought to perfection.

It is important to note that such a role distribution is the basic for the team, the other options are its modifications according to applied areas of activity.

1.6 Diagnostics of the viability of the team. Organization of "Sverhead therapy"

So, in the company, on the basis of interview and testing, candidates for members of the new team are proposed. All of them meet the requirements - have a high level of intelligence, possess sufficient leadership and communicative abilities.

But how many candidates are compatible with each other? Will they work perfectly in such a composition? How do they affect each other? How can the role between them unconsciously be distributed? Only a psychologist can answer these questions, after he holds a series of observations for candidates for team members in the context of unstructured creative joint activities.

One of the effective scientific methods for determining the compatibility of team members is sand therapy method . The scientific approach to the game with sand was justified by Karl Gustav Jung and his followers. Today, sand therapy gets quite widespread among practical psychologists and in our country.

Observation of candidates in the process of collective creation of sand paintings gives rich diagnostic information about the style of interaction between them and makes a forecast for the viability of the team. The joint drawing is also an informative source, but is inferior to the accuracy of predicting the method of sand therapy.

The method of sand therapy is widely used in the psychological counseling of children, adolescents and adults. To analyze the compatibility of candidates for team members and its prediction of its viability, only the medium and the diagnostic toolkit of the sand therapy method are used.

Monitoring joint game

Watching the joint game in the sandbox, the psychologist collects information on three indicators:

· The nature of the interaction of participants of the game between themselves;

· Distribution of roles in the group;

· Style of behavior of each participant of the game;

· Values \u200b\u200bthat unite the participants of the game.

These indicators are included in the concept. "Style of situational communication" (SSC). The style of situational communication reflects the diversity of interactions between candidates for team members in the process of creating a sandy composition or other joint activities, as well as its discussion.

The nature of the interaction of participants of the game among themselves

Participants of the game can cooperate with each other. They can first agree on who do what territory is that they build. Thus, everyone has its own territory in the sandbox, but the overall picture is created by the authors collegially and confinitive. This nature of the interaction is indicated as cooperation .

The group members can build a picture combined with a common idea. The territories of the group members are not allocated, blurred; Everything is subordinate to a single idea, complete mutual understanding reigns. In this case, you can observe assimilation.

Sometimes several autonomous countries appear in the sandbox that do not interfere with each other (all or someone from the participants of the game are built apart from each other). Sometimes between them there are means of communication (roads, bridges, passages), but it happens that they are generally absent. It happens that two members of the group are among themselves in confrontation, and the other (or two others) calmly build their worlds. Sometimes someone creates its "parallel country", while other construction participants demonstrate cooperation. In this case, you can fix the "parallel game" .

But often the hidden conflict moves in the sandbox in an explicit form. And then we can talk about confrontation between the participants of the game or its individual members. If there are two or more leaders in the group, an open confrontation may be observed and even the conflict breaks out. At the same time, the group can be spontaneously divided into subgroups. In this case, confrontation is fixed .

"The struggle for the territory" can pass both dramatic and peacefully. For example, one participant of the game puts his figures throughout the sandbox, speaking that he improves this world. But thereby he actually "controls the territory."

Spontaneous role distribution

Watching the game in the sandbox, you can determine the distribution of roles in the group.

We usually immediately show the leaders who begin to offer, dictate, ignore and so on. Thus, not only the leader, but also its focus, creative or destructive, as well as the style of leadership: democratic or authoritarian.

Watching the spontaneous distribution of roles, the specialist also identifies relations between members of the Group. The material for sociometry is recruited.

In the group, a person can express himself from an unexpected side. This indicator will be informative only if the psychologist has the ability to individual communication with the candidate.

1.7 Organization of work in the team. Planning

In order to act productively, team members should be able to follow:

· Organize and coordinate all work in the team;

· Plan your activities and monitor the execution of tasks;

· Exercise situational analysis.

Organization and coordination of work

The first conditions for the team is the organization and coordination of work.

To implement this condition, it is necessary:

· Organize work on the task command;

· Coordinate the work of the team members;

· Provide interaction with other teams, services or external partners.

The organization of work in the team includes:

· Motivation of all its members;

· Rational arrangement and distribution of work between team members;

· Providing conditions, means, materials and resources required for the current work of the team.

In this case, the activities of the head (leader) of the team acquires special significance. The distribution of works and ensuring the necessary conditions is mandatory actions of the head, but not key.

· Establishment and maintenance of a benevolent calm working atmosphere in a team;

· Receiving sufficient confirmations of the fact that team members correctly understood the task and have imbued with the necessary responsibility of its qualitative implementation on time;

· Formation of the desire for independent work in a friendly interaction environment with other and without constant appeal to the head for issues that can be solved independently;

· Organization of professional growth of team members;

· Formation of increased activity and responsibility in the event of unforeseen circumstances threatening work disruption.

A good leader is the leader in which the team works in normal conditions independently and responsibly. The main task of the head-search, organization and ensuring the possibilities of the normal functioning and development of the team in the future.

The effective work of "on ahead" and warning neutralization of emerging interference is the main purpose and criterion of value of any leader. Otherwise, he becomes an ordinary administrator, jits in the "teaching" daily concerns and is concerned about the preparation and implementation of the strategic goals of the development of the team and the organization as a whole.

Organization of interaction between teams or external partners

The main problems on the organization of interaction between teams arise in situations where they are at one level of management in the organizational structure and are subordinated to different managers or directly to the head of the whole organization.

In the absence of benevolent relations between the heads of various teams, the interaction between them can become a constant source of conflicts and lead to breakdowns in the work of the organization as a whole. Conflict situations may arise between benevolent to each other by managers due to the incomprehension of points of view, of different interpretation of the overall problem, excessive principle and stressful conditions of the developing situation.

Equality of managerial management rights and powers of managers of interacting teams will always be "headache" for the management of the organization, especially if conflicting leaders are qualified specialists in their field and are equally needed and useful for the organization as a whole.

The most trivial way to organize the interaction between the teams is the solution of emerging controversial situations by a higher leader . This frequently found in practice is considered to be a dead end for the following reasons:

· Guide loses precious time on solving small and large conflicts and establishing relationships;

· In the absence of leadership in place, all the work stops and no one is responsible for this;

· Permanent conflicts form the spirit of rivalry and sustainable negative relations between members of interacting teams;

· The situation of a constant confrontation paralyzes the whole team of the organization, and the team of like-minded people is divided into warrant camps.

In the system plan, a rational way out of any non-standard situations is the open and clear establishment of the "Rules of the game" (mechanisms for resolving conflict situations).

Even if they first will be imperfect (in the future they will be ground in practice), they will play their positive role: the management of the UPIA will be eliminated, the faith of the collective in the effective manageability of the organization as a whole.

In relation to the organization of interaction between teams as a basis, the principle of prioritization of the interests of the organization as a whole is adopted:

1. The head of any team carries personal responsibility for the timely coordination of its planned positions with interacting teams and services;

2. With the participation of several teams and services in the execution of a planned task (or unscheduled work), the position of the command or service, which is responsible for the final result.

When forming calendar plans (long-term and operational), each team shall submit to the management of the draft of its plan, signed by managers of interacting teams or external partners. Their absence often indicates the inability of a particular head to establish normal business cooperation with related teams or other external partners.

Accordingly, when determining the target settings for calendar planning, management informs all team leaders and services on the structure of the general planning position of the organization as a whole and the responsibility of all managers for the professional harmonization of all positions. In the future, the management jointly solves only those issues of organization of interaction, which, according to the objective circumstances, cannot solve independently.

Planning team activities

The second condition of productive activity team is planning.

Planning - This is the process of creating a complex of agreed actions that allow the team to implement the tasks set and achieve the intended goals.

Planning is not the prerogative only by the team or organization. Each team member is the current plan for the distribution of its working time to implement the positions of the general plan.

Planning includes the following procedures (performed simultaneously or for some time):

1. Defining strategic and operational purposes ("Where to move?");

2. Definition of development strategy ("How to move?");

3. Drawing up a long-term plan to achieve strategic goals ("How to achieve the result?");

4. Operational calendar planning ("What specific way to solve problems?");

5. Organization of reporting on established planned positions ("How to control yourself not to get down from the way?").

The need for planning encourages all team members to work in detail for themselves the entire scheme of consecutive actions to perform planned positions and related installations.

As a reward, the team receives the following advantages:

· A clearer idea of \u200b\u200bthe result, after which the goal (plan) is achieved;

· The composition and nature of the expected "vulnerable places", which previously had a vague performance;

· A clearer view of the degree of realizability of individual outlined activities;

· A clear idea of \u200b\u200bthe status and quality of cash resources (material, financial, personnel, organizational, construction, etc.);

· List of problems that are not solved at the stage of formation of a plan due to lack of information and the uncertainty of the situation;

· Choosing a rational action plan out of several possible options based on the analysis of possible losses (risk assessments) when disrupting the planned plan;

· Assessment of the nature of a number of uncertainties at the stage of formation of a plan requiring the subsequent operational adjustment of the plan; Evaluation of the available reserve for blocking unforeseen circumstances.

If someone from the team members refers to the lack of conditions for planning, then it is usually an attempt to justify your own inability to plan.

One of the paradoxes of the market economy is that it is during the time of high instability of society that more attention is paid to the planning: the more external chaos, the greater the order should be in the internal organization of the team actions (you have to learn to manage the circumstances).

By compiling a rational action plan, the team creates its own tool for monitoring and managing promotion to the intended goals. At the same time, the plan is an effective training of professional self-study, during which knowledge, experience and professionalism is acquired, which can be obtained, only having mastered efficient planning.

1.8 stages of planning activities

purpose - There is a form of representation form. Object formulation should disclose this expected result. The more specifically the goal, the more realize the result and the prospect of its achievement.

In order to formulate a goal, it is necessary to record the first suitable wording of the target and evaluate which phenomena (indicators, parameters, effects) would be proof that the goal is achieved. This will be the expected result. Finding the most convenient (convincing) phenomenon confirming the purpose of the target, it is necessary to adjust its wording.

Objective formulation - This is the most important planning stage, since in the process of formulating the goal-result, the team members work out the scheme of its achievement, i.e., the meaningful part of the plan.

The main thing is not to put too abstract or distant goals. The farther time the goal, the smaller at the moment of accurate information about the possibilities of achieving it. . In addition, it is impossible to forget about the probabilistic nature of concomitant conditions and circumstances.

Determination of directions for achieving the target (development of strategy and tactics)

Depending on which results should be achieved, the ultimate goal may be divided into several tasks. The appointment of this planning procedure is to compile a set of various options for the completion of the tasks. In order to draw up a set of options, it is necessary to analyze:

1. Actual and expected team resources;

2. Real socio-economic conditions and conjuncture;

3. The behavior of external partners and governing bodies;

4. The level of preparation of team members.

Then one or two rational options are then selected from all existing options that meet the following requirements:

1. Sufficient team's own resources;

2. A sufficient reality of fulfillment in the planned time frame (at the level of the projected development of the external and internal situation);

3. Permissible loss level when performing the selected variant of action (risk assessment).

Selected options for action and make the basis of the strategy to achieve the goal. The choice of the main direction of action is made on the basis of the assessment of the relationship "The importance (urgency) of solving problems - a permissible level of costs and risks."

Drawing up long-term plan

The strategic plan is drawn up on a foreseeable period of time, from three to five years.

In modern conditions, it is advisable to rely on three-year plans and a set of vital strategic goals for the five-year plan. The preparation of 5-year development plans is suitable in the established market conditions after the country's economy has reached a stable level of development.

The strategic plan must contain the following information:

1. A set of strategic vital goals in various directions of the team's activities indicating the expected results;

2. The main ways to achieve strategic goals indicating the main stages of interim annual results;

3. A list of team members responsible for various stages of preparation and implementation of the long-term plan;

4. Social prospects for implementing a strategic plan for all team members as the basis for the motivation of its execution;

5. Resources and results of work, which is based on the development of a strategic plan;

6. Options for changing the strategic plan in the event of projected negative circumstances;

As a rule, periodic adjustment of the strategic plan is needed.

· The plan cannot be exhaustive and originally approved for the entire planning period, since its development is always carried out under partial uncertainty;

· It is necessary to compare several strategy options. At the same time, the most rational plan is optionally the most economical cost;

· It is necessary to lay certain reserves (time, tools, etc.) to solve unforeseen problems. Under reserves are also understood as the possibility of connecting new team members, new cooperation, partnerships and other informal actions prepared and provided in advance. Otherwise the compiled plan will collapse at the first collision with reality;

It should be borne in mind that in any work, organizational errors of team members, delays and wires in the work of various structures are inevitable (which leads to a change in the initial situation), external and internal interference.

And, of course, you need to remember that the implementation of any plan, the more strategic, relies on the personal responsibility of all team members.

Operational calendar planning

For operational and calendar planning, the annual work plan of the team formed on the basis of the previously developed strategic development plan is determined.

Operational calendar planning includes quarterly and monthly planning.

Weekly graphics are usually drawn up in periods of intense continuous operation, when an extremely short time is established due to different circumstances.

Daily, weekly teamwork schedules are compiled when it is necessary to create an advanced execution of planned deadlines in order to form reserves (time, materials, etc.) necessary to neutralize the expected interference.

It is important to note that at any level of planning, including in weekly charts, the form of representation date of the execution of certain work should be clearly recorded. Otherwise, the plan from the operational regulation tool turns into a bureaucratic statement that the team is unacceptable.

Planning your work, team members must remember the following:

· The main work is always performed on time, it lies with her "little things" on the design and presentation of the result on time;

· In a market economy, the result is important, and not references to unforeseen objective circumstances;

· The focus is to sediments, those who are not part of the team, but involved in the work.

Reporting forms are established by mutual agreement and should be as simplified as much as possible. The reports of the team members should contain a characteristic of incomplete positions, a significant result on which should be obtained in subsequent calendar periods.

Control of performance

In a well-worked small team, everyone himself controls himself on its plot of work. The function of control over the execution of the entire amount of work is assigned to the head.

In some organizations and institutions, the execution control function is often perceived as an administrator-supervisor function. Often, the staff are painfully reacting to their bigure interest in the task executing, perceiving it as distrust of their qualifications and responsibility.

The team is because it is a team that such a state of affairs in it is unacceptable.

The essence of the control of the execution of work in the team is that the plan is statical, but life does not stand still. Gradually, as the work performed, the difficulties and "bottlenecks" are clarified, which in the formation of a common plan seemed otherwise; Members of the team accumulate ideas about the work performed; Domestic and external conditions change.

Consequently, controlling the execution of work in the team provides:

· Personal representation by the head of the team of a folding situation with the implementation of planned tasks (and not only planned);

· Detection of "bottlenecks" and the possibilities of their overcoming;

· Detection of expected interference;

· Assessment of the nature of interaction with other teams within the organization and external partners;

· Getting feedback from team members;

· Evaluation of the mood of the team members in the process of carrying out supportive or motivating work;

The following forms of work control are possible in the team:

· Daily (weekly) meetings with the report of all team members on the status of work;

· Periodic (about the situation) Meeting of responsible executors of the team associated with "narrow places" in the activities of the team;

· Daily (selective) work manager with one of the team members in order to "hold a hand on the pulse";

· Using the "answering machine mode" to record all feedback messages and alarming signals about the appearance of interference;

· Qualitative and timely analysis of the results presented for executed planned tasks;

· The final assessment of the team's activities for the reporting calendar period;

· Reports of individual team members on thematic tasks.

Based on the information collected in the process of monitoring the execution of the work, the team leader should:

· Conduct situational analysis with predicting the further travel and unscheduled work;

· Specify the plan and strategy of further action;

· Render to team members help in "narrow places" and define additional tasks;

· Clarify and normalize the interaction of team members.

1.9 Situation analysis

Situational analysis (or analysis of current situations) Anyone exercises consciously or unconsciously every day throughout life - from infant to deep old age. Without him, a person cannot do a step.

At the household level is an analysis of the current situation in order to identify its momentum, promising actions and behavioral line. The process of situational analysis "launch" a variety of events: weather forecast, aggravation of relations in the working group, a change in the situation in the foreign exchange market, the choice of groom, etc. etc.

The third conditions of the team - the situational analysis is of the same importance as the first two.

Situational analysis - This is the process of evaluating external and internal circumstances in the past, present and future in order to determine the most rational behavioral line.

Situational analysis of past events gives invaluable experience assessing the degree of correctness of reasoning and actions. Situational analysis of current events is necessary in order to decide how to behave. Situation analysis of the expected events are called forecasting .

Term " situation " It is often used in everyday life just to indicate the main external (or internal) circumstances and conditions, according to which we choose one or another behavioral line.

In situational analysis, a situation is understood as a description of the circumstances, factors and conditions, the result of the interaction of which is the analyzed problem.

Term "problem" It usually defines not local, but a fundamental change in the behavior line, up to the adjustment of its previous strategic activity.

The problem never "does not fall from the sky." It is the result:

· Changed external conditions;

· Changed internal conditions (states);

· The appearance of an unexpected obstacle;

· Manifestations of new aspects, prospects that have discovered as a result of our actions;

· Intent, to do the new topics, enter into a new sphere of relations (activities, production), i.e., to do what there is no experience.

The term "problem" is also used to master the new "niche" previously unknown by this person (organization) in production, in the study, in management activities and in personal life.

Errors of situational analysis

1. Insufficient development of "disciplined" thinking: chaotic reasoning, constant resettlement from some circumstances to others, looped in detail, wandering in own associations; Search for exit from the situation with a not enough understanding of its essence.

2. Analysis of one, most obvious, action scenario (the inability to submit a greater number of scenarios).

3. Insufficient attention to secondary circumstances (facts, conditions, personal states) due to the lack of relevant information about them, and not due to their actual insignificance.

4. Hurry desire to reach the final result of the analysis, disregard for obvious trifles.

5. Strong emotional background, on which under the influence of which chaotic, or even hysterical, analysis of the situation.

6. Lack of internal confidence and conviction in the reliability of the results of the analysis.

Situational analysis - System analysis in an annex to the study of a dynamically changing over time and in mutual effects on each other, the combination of various internal and external factors.

At the same time, the factors themselves are usually referred to as circumstances (conditions), and their analyzed totality - the situation. The pace of change of the situation, its dynamics can vary from sluggish to stress. And if the situational analysis is a kind of practical application of system analysis, then the same apparatus (tool) of the study is used. Accordingly, the classical situational analysis includes three consecutive autonomous stages (procedures).

1. Creating a field of ideas, options, scenarios. It assumes the compilation of the full list of possible scenarios of the solution of the analyzed situation, and only those possible scenarios are selected, which are of interest to someone analyzes.

Terms of implementation:

· Do not be distracted by express analysis of the most interesting, simple or preferred scenarios, as well as their criticism;

· Sewing all possible scenarios.

· The first stage of the situational analysis is necessary (especially at the initial stage of the skill formation) to carry out in writing even for simple situations, as:

· The written presentation disciplines thinking;

· Visuality of the whole set of possible scenarios makes it possible not to keep them in memory constantly;

· There is an opportunity to return to the interrupted analysis (in the future - to test the quality of its analysis).

The first stage is completed when the team members (or her leader) have an exhaustive set of scenarios of the situation solution. Of course, the team is easier to make a complete list of scenarios than one specialist, albeit highly qualified.

2. Evaluation and selection. Express analysis of all scenarios is assumed to select the most likely (promising, desirable). At the end of the stage, no less than two, but not more than three-four rational scenarios should be left. The exception or translation of them in the intermediate memory is carried out on the basis of assessing the risks of their discarding. The risk criterion varies depending on the situation, since its overall property is the highest significance for the analyzing person or team members.

3. Action plan. At this stage the following actions are being taken:

· Comparison of selected rational scenarios for key parameters of their dynamic development;

· Search for additional information on secondary factors, if there is a chance that they can become key;

· Assessment of possible consequences for each embodiment in the prospect of development;

· Selection and substantiation of the final scenario of actions for the criteria:

· Reliability level;

· Realistic;

· The smallest risk of negative consequences.

· Permanent control of other scenarios in order to promptly appeal to them in the event of unfavorable development of events;

· Preparation of an agreed action plan aimed at implementing the most rational scenario.

All stages of the situational analysis must be recorded in order to form the skill of "discipline" of thinking and the subsequent analysis of errors and discoveries.

Situational analysis complements the planning process. The real situation makes adjustments to any plan.

Task situational analysis - Evaluate the current situation and, if necessary, to make adjustments to the plan.

Situational analysis performs each member of the team on its "plot of work".

Situational analysis is carried out by each member of the team or team as a whole in the following cases:

· No interference;

· Change of working conditions;

· Appeal of a separate team member;

· Premature exhaustion of any resource (materials, equipment, finance, training hours, etc.);

· The emergence of previously unforeseen problems, etc.

Exercising situational analysis, the leader of the team and each of its member make five main procedures:

1. Reveal arising or outlined deviations from the planned stroke of events;

2. Analyze the current circumstances, predict and argue the most realistic version of the situation in the situation;

3. Determine rational options for countering (or use) arising (projected) situation;

4. Assess risks for each of the rational options (assesses possible losses and costs);

5. Are argued and choose the most preferred option to solve the problem (and it is not necessary that it will be the least costly).

Situation analysis results serve as the basis for:

· Adjustments of the operational, annual or strategic plan;

· Rearrange forces and changes in interaction between team members;

· Amendments to the structure of the team's activities, if necessary;

· Clarifying the motivation of the activities of the team members.

2.1Read experience development teams

Many management specialists from the starting point in the history of the development of the theory and practices of the working teams consider the beginning of the industrial revolution, when the need for industry in education has become apparent and necessary. This is explained by the fact that education is one of the most important factors that determine the level of competitiveness as countries in general and individual firms, as well as the fact that it is the formation that is one of the cornerstone in the proposed concept of working teams.

In the late 40s, groups of workers appeared, which for a number of signs could be attributed to the modern concept of the working team. So, in South Yorkshire at the mine in 1949, the first self-governing working team was created. These facts testify to the well-known opinion on the priority of Japanese firms in this direction, although it is no doubt that many ideas of the theory of working teams are most likely borrowed from Japanese management. For example, the idea of \u200b\u200bintragroup rotation workers arose in Japan in the 50s of the twentieth century at some advanced steel industry plants.

In the 1960s, the attention of management specialists began to shift in the quality of labor life, the questions of meeting the needs through activities in the organization. Obviously, this trend and led to the creation in 1962 in one of the divisions of the Procter & Gambel of the self-governing working team (Self-Managed Teamwork). At the end of the sixties, the first self-managed working teams appeared in Sweden in Volvo.

Despite some early attempts to implement the working teams and their successful results of activity, until the 1980s, working teams did not have much success among the wide range of companies. At the same time, it is impossible not to note the unsuccessful experience of implementing the working teams. So, for example, Dec in 1980 actively promoted its successes on the development of working teams at one of its enterprises in Connecticut, but several years later, this enterprise was closed. Analysis of the unsuccessful work of the working teams is devoted to quite a lot of work.

The turning point in the process of introducing workers teams is considered to be 1987, when the Center for Effective Organizations (Center for Effective Organizations) of the University of South Carolina presented the first review of 500 leading companies in which the analysis of the application of the working teams is given among other data.

You can bring a large number of examples of successful use of working teams in practice:

At 18 Procter & Gamble enterprises using work teams, performance is above almost 40% than at the enterprises of this company who do not use working teams.

Xerox Corporation Enterprises that use workers are 30% more productive than traditionally organized enterprises of the same corporation. At one of the Kodak plants, the high efficiency team increased the performance so much that the volume of work that was previously performed for three shifts began to complement one shift.

The accumulated experience in theory and practice of management, its integration within the framework of the theory of working teams today make it possible to talk about the formation of a new direction in theory and practice of management - investments in human resources, the basis of which can be the dynamic network structure of the Organization, consisting of self-managed working teams.

Also, several examples of other organizations of raising their effectiveness through the use of collective labor:

· AT & T Credit Corporation Corporation used highly efficient interfunctional commands to enhance performance and improve customer service. These teams doubled the number of credit applications treated during the day and reduced the deadlines for the approval of loans by half.

· Federal express team of high efficiency has reduced costs by $ 2.1 million for the year, reducing the number of lost mailing and incorrectly executed accounts by 13%.

· GE Appliance production teams in the first eight months have reduced work cycles by more than 50%, raised the satisfaction of food requests by 6% and reduced the cost of inventory by more than 20%.

· ELI LILLY used high efficiency teams for the new drug market. This was done in a record short time in the history of the company.

· Hewlett-Packard has created a division based on the principles of a highly efficient organization that has become a champion of profitability among all its divisions.

· Knight-Ridder Corporation applied the principles of a highly efficient organization in one of its newspapers, which became the best of the corporation newspapers and held the championship for three years in a row.

· Motorola used highly efficient commands for the development of the supply management system. These teams have achieved quality improvement by 50% and reduced delivery delays by 70%.

· Weyerhauser used highly efficient commands to improve customer service. As a result, the efficiency of the supply rose from 85 to 95% with a simultaneous increase in quality and performance.

2.2 Collective forms of labor organization in Russia

In the context of acute competition from foreign firms, the need to search for ways to strengthen the competitiveness of Russian products arises. One of the options for solving this problem is to improve production management and, in particular, the use of adaptive management structures, based on the use of collective forms of labor organization along with intra-organizational entrepreneurship.

The collective forms of labor organization are not, of course, something fundamentally new, in demand only at the present stage of the development of society. The roots of this phenomenon are drawn from the depths of the centuries. Collective forms of labor organization were born from generic life. It should also be borne in mind that in Russia, in contrast to Western Europe, wealth and private property have never been encouraged by the Church. Therefore, two forms of ownership were always peculiar to Russia: the state (government) and community (public), and the private was secondary.

Many generally with modern working teams had trading partnerships ("Foreignness") and Artel. The artel may be described today as an autonomous production organization with full material responsibility for the final results of collective labor and property, collectively owning the means of production.

The features of each arteel were determined primarily by the nature of the works. General for all artels were the full responsibility of members of Artel for the results of labor and property, a wide range of independently solved issues, as well as the high role of the contract in the regulation of relations inside the artel and the outside world.

Successful work, self-government, interest in the final result of labor stimulated the processes of rationalization and technical creativity. As a result, only for the first three years of existence, artel labor productivity has grown more than 10 times.

The first unions of workers in the brigades appeared in 1920. Combining small groups, the most active young workers tried to jointly solve individual production issues. Such groups have committed themselves to strengthen the discipline, fight for the leaning consumption of materials, for cleanliness and order in the workplace. Such workers' groups were called "Impact Brigades", since their functioning was based on the enthusiasm of workers, seeking to maximize the productivity of labor at the expense of active, shock operation. Thus, in the charter of the impact brigade of one of the workshops of the Zlatoust Metallurgical Plant, such requirements were recorded: a member of the brigade to production belongs to be honest and consciously, seeks to produce more of a good quality metal, fights with ripples and extension in production; a member of the brigade everywhere and everywhere seeks to raise its qualifications and political literacy, actively participates in production meetings; A team member must be everywhere in advance, to be an example not only in production, but also in public life, personal life. The number of responsibilities has clearly exceeded the number of rights and powers.

In the sixties, contradictions were exposed in the Russian economy between the level of technical development of production and forms of labor organization, the level of profitability of production, fund-student and other economic indicators was noticeably fell. In order to correct such an economic situation, it was decided to implement economic reform. The main tool of the proposed reform was chosen fundamentally new for that time a system of planning and economic stimulilation, the transition to which was carried out by introducing a full economic calculation in the national economy (Hosrat). Full commencement meant transfer to its principles of all structural cells of the economy - from the production team to sectoral administration and the All-Union Industrial Association (VPO).

The ideology of advantageous brigades can with confidence to be called analogous to the theory of working teams in the Soviet Union, since in the conditions of the Command-Administrative Political System, the trade brigades were an example of the greatest delegation of rights and responsibilities for the level of workers. In teams working under economic calculation, along with plans in terms of production and improving the quality of work, planned tasks are established on the wage foundation, raw materials, materials, fuel, energy, and other resources. The greatest number of such brigades was in industry.

In modern conditions, there is an increasingly visible passivity of workers in relation to work, the social status, which it provides, professional growth. This, first of all, is determined by the factors of non-productive nature, including the social environment (society).

An important fact is that, at the heart of the Brigade Organization of Labor in the USSR, the Communist ideology and control on the parties, which are more irrelevant in connection with the incorrect changes in the political and economic structure of Russia.

However, the history of the development of collective working methods in Russia and, in particular, the successful activity of such forms of labor and management, such as artel, sensitive brigades, etc., show that the potential of collective working methods for Russia is extremely high. Therefore, in market conditions, working teams can and should find their application in Russia.

3. Application of the Command Forms of Labor Organization on the example of the company Ltd. " Cinemaometer "

3.1Cratic characteristics of the company

LLC "Kinometter" is the exclusive representative of the FutureShorts short films festival in Russia. The festival headquarters is located in London, LLC "Kinometter" concluded a franchise agreement with the head company to use copyright, to show films and the use of the brand, with the condition for the contribution of fixed amounts. On the territory of the Representative Office, in the cities of Russia, the company has concluded a contract with various cinemas for short film festivals, under conditions of 50% of the deductions from gross revenue for the reservoir.

The company's team is a team of four different specialists engaged in the organization and holding of short festivals in five cities of Russia. Festivals are held quarterly and for the preparation of one program takes no more than three months.

The team includes:

1. Lokshshin Mikhail Sergeevich - Director, Idea Generator

2. Nikita Nikita Alekseevich - Designer on schedule, analyst

3. Safronova Olga Viktorovna - Project Manager, Implement

4. Podvestoinnikova Katerina Aleksandrovna - Financial manager, constructive critic

3.2 Festival preparation technology

The creation of a program begins with the selection of video. The director selects the most suitable video rollers to the topics and sends requests to the main company for checking for copyright, after which coordinates the collected material with all team members. When the list of video is drawn up and approved, Lokshshin Mikhail is heading to London to the headquarters of FutureShorts, where he agrees to hold a festival and forms a DVD with the right video. For several days it is missing in Moscow.

At the notice of the director of London, a collection of the team is held, which defines the preliminary date of the opening of the festival (07.24.09) and there is a passage of the control point "Approved Festival Program". All team members form a report on work. The report is issued in the form of a table in which the stages of work and their status are indicated (the report is formed after passing each of the control points):

Report on the passage of the control point

"Approved Festival Program"

The next stage is negotiations and signing contracts with cinemas and sponsors. Usually this work is performed by the project manager, but at this time it is sick. The team is going to urgently and decides:

1. Negotiations with cinemas remain on Safronovaya Olga, not to harm her health it will contact representatives of cinemas on the phone and will discuss everything remotely at home.

2. Negotiations with sponsors entrust the financial manager. Because of this, there is a small hitch with the signing of the contract, which delays the receipt of money.

Control points "Signing contracts with cinemas", "Conclusion of contracts with sponsors" and "Getting money from sponsors" passed, the team constitutes reports and confirms the opening date of the festival (07.24.09).

The director is engaged in the translation of the video material and the creation of subtitles. Since this is a difficult and long process, requiring additional knowledge and skills, Lokshin Mikhail appeals to independent specialists to speed up work.

In the same period of time, Nikita Nikita is developing banners and flyers design, it provides intermediate options to all team members. When the layouts are ready and approved, the designer orders the print in the printing office, but due to the delay in the receipt of sponsorship, you have to negotiate the payment of payment. Next designer task Update site.

The checkpoint "circulation of banners and flyers is obtained from the print" passed, a report is drawn up.

When the translation of all video materials is ready, and banners and flyers are printed, the project manager is already returning to work and begins to train DVD to transfer to cinemas, and the spread of flyers. The remaining team members help her, and they finish the preparatory stage on time.

Checkpoint - "DVD instances with a program ready." The team is a report on the passage of the preparatory stage.

Conducting a festival.

A week before the start of the festival, the project manager transmits ready-made DVD cards and advertising banners.

Start of the festival.

At the premiere show in Moscow there is a project manager. Before the start of the session, he welcomes all guests and thanks his team for participating in the project. How is the festival in other cities of Safronova Olga checks remotely by contacting representatives of cinemas. The festival continues for four days 3 sessions.

Ending festival.

Reporting and calculations.

After the program is completed, the Financial Manager visits all cinemas and collects reports on the festival, then forms a summary report. Payment for shows is made by movie theatries within 10 days to the settlement account of the LLC "Kinometer".

The final stage is the submission director of the consolidated report to the FutureShorts headquarters, the payment of the franchise.

3.3 Team Analysis

This is an example of a formed team, where all the advantages of teamwork are clearly visible, people are familiar and feel comfortable when working, in the extreme situation they can replace each other, as they know the duties of each team member well. Such a command works coordinated and effectively. Roles are distributed true, there is no competition among specialists and everyone feels its significance. Of course, a lot of time and the forces of all its members will go to the creation of such a team, but the investments are justified and bring many products for the organization.

Since LLC "Cinometter" is a small company and its headquarters are limited, the ability to interchange the employees should be increased. Conduct relevant trainings and expand specializations of team members. It should also be hired a secondary employee for unskilled work - drive to other cities and collection of reports in cinemas, distribution of advertising flyers and invitations, etc.

In general, the team's work, for this period, does not require any changes. The mechanism of preparation and holding festivals is established, and each program does not require any serious additions.

If the company decides in the future to increase the territory of festivals or the number of cooperating cinemas, then the headquarters of the organization should be increased and duplicated by the main specialists.

Conclusion

In my work I managed to consider the most important aspects of creating an effective team and ways to maintain it. Currently, the theory and practice of working teams is rapidly developing, new examples of use, methods and organizational procedures for substantiation and implementation of working teams appear. There were examples of the effective application of working teams in Russia. Today there is no need to substantiate the need to develop this direction in management. However, this does not mean that all problems are solved. This is evidenced by an ever-increasing number of scientific publications on this topic and in Russia and abroad.

Special attention should be paid to "binding" of certain provisions of the theory of working teams to specific applications. In this paper, various approaches were proposed to solving typical problems arising from the implementation and operation of working teams. Naturally, they are not universal and indisputable.

The purpose of my work was to prove the importance of the command form of the organization of labor. In modern conditions, it is much more efficient to work with someone than alone, you can always seek help or just advice. But it is important to take into account that by no means all personality can work out with other people, so it is very important to correctly pick up team members and distribute roles between them.

Further research is needed within the framework of this problem, because, it seems to me that the working teams are the necessary component of any organization focused on the rapid response to external changes and to maintain high competitiveness of products and services.

List of used literature

1. Joseph G. Barette, Jimmy T. Boyett, "Guide to the kingdom of wisdom: the best ideas of management masters," Olympus-Business, 2007.

2. Catzenbach Yan R., Smith Douglas K., "Wisdom of Team", Moscow, 2004.

3. T. D. Zinkevich-Evstigneeva, D. F. Frolov, T. M. Grabenko, "Team Creating Technology", Speech, 2004.

4. V. V. Isaev, "Organization of the work of the project team", Business Press, 2006.

5. Blair Singer, "ABC creating a victorious business team", Popourry, 2007.

6. Leu Thompson, "Team Creating", Top, 2007.

7. Internet - Quality Resource - Quality Management and ISO 9000, http://quality.eup.ru

8. Methodical materials "Formation of the Management Team", GK "Institute - Training", 2007.

9. Ros Jay, Steve Morris, Graham Wilcox, Eddie Nazel, "Leader and Team", Balance Business Buks, 2007.

10. Peter Capecio, "Teams that won", Astrel, 2008.

11. Edited by Allen R. Koene, MBA Course on Management, Alpina Business Buks, 2007.

12. O. S. Vikhansky, A. I. Naumov, Management, Economist, 2006.

Currently, the presence of a team is one of the signs of highly efficient organizations. Working in the team forms quality staff who contribute to the translational growth of the organization (cooperation skills, mutual support, increasing the potential of each, etc.). Therefore, the formation of teamwork skills becomes one of the key tasks in highly efficient organizations.

The team is not a group of people who can command. The team is a group of specialists interested in achieving a general result. The team in no way suppresses the individuality of each person. On the contrary, each occupies a place in the team corresponding to its abilities and opportunities. In the team, each of her member feels significant and not replaceable, and this is, as you know, is the most important.

There are training companies specializing in the physical methods of team education - a different kind of rope courses related to sports activity in nature, often with extreme. Someone is fused on kayaks along the mountain river, someone tests the team "For strength" in the mountains.

There are classic training seminars on team education, where you will be told about various roles in the team and leadership. It is a good opportunity to gain knowledge and in safe "laboratory" conditions to try yourself in different command roles.

But how to be in an educational institution? Are there any real opportunities and the need to form a real team from the pedagogical team, autonomous, self-governing, capable of operational, effectively and qualitatively solving the tasks set before it.

Speaking about the team, it is important to understand its specifics in Russia. As is known, the distinctive ability of the Russian man is an unconscious need, to put the quality of human relations in the chapter. "Western" (American, European) teams put as the basis of the "Law" or "Rules of the game", with which all members of the team agree. In the "Eastern" team, the base constitutes traditions and deeply experienced and conscious by all members the law of the hierarchy. The Russian mentality occupies an intermediate position. Therefore, how many managers are not trying to establish clear rules of the game (job descriptions, interaction models), something often fails. The problem is that the game according to the rules, though it gives a feeling of stability, for the Russian mentality at a certain point becomes boring, and it appears unconscious, and then a conscious need to bypass or change these rules.

This amazing phenomenon is the answer to the question that managers often ask themselves: "Why does official instructions work well?". On the other hand, many managers noticed that if there are good human relationship between them and the subordinates, then the need for clear job descriptions often disappears.

Therefore, the main feature of the Russian team is that it is the basis of a certain irrational experience of unity, what is customary to be called by the Command Spirit. And the rules of the game in the Russian team are asked not the instructions, but the value of the team, and the challenges of interpersonal interaction are put in the chapter, and then work on the overall result, creativity, etc. This feature was taken into account when commissioning the pedagogical team in Our institution, which is also fully consisting of women, for which, as is known, communication is not a small part of the workflow, from emotional satisfaction, which ultimately will be drilled and the result of labor.

Intellectual teams have their own features (as a team of teachers belongs to).

1. Team members must be like-minded for three key interaction factors:

• unity of the goals and methods of its achievement;
• unity of motivational incentives:
• unity of value orientations.

2. Team members must enjoy mutual respect and have a high level of psychological compatibility, at least with an informal leader.

The main task of the head of the intellectual team is to maintain a high motivational level of efficient team activities, which is achieved by:

• strengthening the positive psychological climate of mutual cooperation of all team members;
• the consistent implementation of the motivational incentives (different character) of individual team members.

In recent years, in theory and practice of management of educational systems, much attention is paid to creating and working with "teams" inside the pedagogical team. One of these "teams" is the pedagogical team of our kindergarten.

Conducted in 2003, a problem-oriented analysis in our institution allowed us to analyze the conditions for the implementation of the social order.

Since the main participants in the implementation of social order are teachers, it is in the context of the command formation of a pedagogical team, it is possible to effectively implement all directions, social order, because :::

• the initiative will develop, the self-actualization of the team members (the ability to allocate ideas, implement, be responsible);
• it will increase the responsibility of each employee in achieving the common goal of the institution (the implementation of the social order) will increase efficiency;
• it will be possible to create a single, educational space, where everyone will carry out uniform requirements, where the educational reference will be a personal example;
• the team will allow comprehensively, effectively introduce ideas, programs, and so on;
• significant capital of the institution will be the experienced personnel, which is the carrier of ideas, traditions and the image of the institution. The permanent personnel will be a condition for psychological comfort for pupils, a sense of security;
• through the creation of the team it will be possible to improve the psychological climate of the team of teachers, and this in turn conditions for a favorable psychological climate of pupils.

Therefore, the conceptual idea of \u200b\u200bthe development program of the institution was the formation of a team of like-minded people, and where the main role in the implementation of this idea is given to the psychologists of the orphanage.

When performing any work, one person is limited. Two and, moreover, a group of employees may be more. Theoretically, the numerous group, the more it is capable of doing. But on the other hand, the participants of large groups are more difficult to interact when performing their tasks. It is here that the question of the effectiveness of the Group's work arises. Therefore, commands are created to solve complex tasks, that is, groups capable of working effectively.

But whatever the effect of teamwork, it is born in the process of interaction between its participants. That is why the team members at trainings teach cooperation with each other.

In the conditions of our institution, the most acceptable was the experience of team education. Zinkevich-Evstigneeva, submitted in the book "Theory and Practice of Commandment. Modern technology creation technology. " The proposed final technology is also interesting to the fact that the author provides not to be carried out in consistently, but to change them in places, to miss depending on the specifics of the tasks of the team building and the characteristics of the institution.

In addition, the functioning of the operation team on the principle of the wheel, where the organizational structure of the team is reflected as it is not possible for the organizational and managerial structure of our institution: in the center - the head; in a circle - team members; Wheel spokes symbolize the strong relationship of each team member with the leader; The base of the wheel is a robust relationship between team members.

Since the creation of a team of like-minded people is the goal of the institution's development program, the fulfillment of each step is distributed as follows:

• 1 step - a problem-oriented analysis of 2003 (September - November), a problem group - result: the philosophy of the team, mission, politics (ways to implement the mission) are determined, the principles on which the implementation of the idea, model of like-minded teams is based.
• 2, 3, 4 steps - were implemented by psychologists in the 2004-2005 academic year.
• 5 step - the creation of a common terminological field, where the objectives and results of the general work of the team were determined:
• decision of the Pedagogical Council of February 10, 2005;
• traditions of the orphanage: trips, evenings that forms the energy of unity.
• 6 Step - (Formation of the Values \u200b\u200bof the Team) Adoption of the Corporate and Ethical Code, which was developed by the Council of the Institution and was accepted by the entire team in 2005-26 by the academic year.
• The 7th step - was implemented by psychologists in the 2005-2006 academic year.
• 8, 9, 10 steps - 2006-2007 academic year and the prospect of the work of the institution.

Team team building stage

The construction of the work of the psychologist within the framework of the team is held in 3 stages, relative to the principle of "wheels", the requirements for the intellectual team and the numerical formation of the pedagogical team

I Stage 2004-2005 academic year

The objectives of the stage: relative to the principle of "wheels" nothing but the strengthening of the spokes or organizational interaction in the institution. Effective interaction inside small "commands".

• Study of individual personality featuresSeedagners, psychological compatibility of teachers in the same group;
• Development of recommendations for teachers of groups in order to prevent possible problems of interaction within the Group;
• Development of recommendations for the administration to enhance the interaction of the administration - teachers.
• The study of conscious and unconscious purposes, where special emphasis was in determining basic needs, attitudes towards work, determination of stress sources.
• Conducting individual consultations with each teacher according to the results of the study
• Holding Group Consultations - E flective interaction inside small "teams"
• Study of interpersonal preferences (sociometry).
• Monitoring the effectiveness of improving interaction within groups and at the level of teachers is the administration.

Etc. Zinkevich-Evstigneeva offers at the 2nd step observation when selection of candidates for the teamwhere the identity features of candidates occurs, since the team is numerically formed, the studies of the characteristics of teachers were carried out in order to increase the efficiency of interaction.

For the study of personal characteristics of teachers, a factor-personal Qattella questionnaire was used, Toulouse-Pieron test to determine the possibility of teachers in accuracy and speed of information processing.

With all interest data, the Administration of the orphanage with recommendations for improving interaction with teachers, namely:

• the need for approval, support from the administration;
• accounting of the accuracy and speed of information processing, i.e., administrative orders should be clear and have a specific one for execution;
• etc., mostly teachers are lost in unforeseen situations that are found quite often in the orphanage (shoots of children, attacks of emotional and motor arousal in children, etc.) it was proposed to develop clear instructions on the actions in these situations. In addition, by agreement of teachers, with the individual results of Toulouse-Pieron's test, the administration of the orphanage was also introduced to the individual definition of the deadlines for administrative orders, creative tasks, methodological developments, picking various working groups.

All these measures contributed to strengthening and improving the interaction of the administration - teachers, senior educators - the administration, a small pedagogical team - the administration. To improve the effectiveness of intragroup interaction of teachers, group consultations were conducted. At the consultation, teachers of the same group were invited, 8 consultations were held (by the number of groups).

Research of conscious and unconscious purposes Etc. Zinkevich-Evstigneeva offers this step to be considered in order to accept the individuality of each team member, as well as a study of its own unconscious purposes using the projective drawing method.

Analogue of the method in our institution was to use the projective technique of color metaphor M.L. Solmin. Research goals: Determination of unconscious and conscious purposes (basic needs), attitude to work, stress sources.

According to individual results, the diagnostics held consultations with each teacher, 14 educators addressed additional psychological help.

With the percentage results of basic needs, a creative group was introduced, developing a system for stimulating the pedagogical team.

Studies of interpersonal preferences. Any group tends to disintegrate into groups. The reasons for this are different: personal charm, sympathy, the proximity of aspirations, views, etc. Sociometry allows you to see if the "Leaders" or Outsiders team, which can help correctly distribute loads in the team, as well as further changes in interpersonal relationships will show The dynamics of intracomanda processes, the development of the structure of relationships in the team. Therefore, sociometry was included in the monitoring of the team formation, and at this step, it allowed to see the features of interpersonal preferences in the collective.

The study was conducted using a questionnaire of a sociometric examination. Teachers were asked to form a working group to solve complex responsible tasks. According to the results of the survey, it turned out that there are no leaders in the team of teachers, 67% of teachers received, 30% preferred, 3% isolated (1 person).

In addition, among those preferred were senior educators of groups, which confirms the distribution of the load.

In the "normal", "healthy" team there should be no obvious "leaders", no explicit "outsiders", preferences and conditional reasons are distributed in the group evenly. In different periods, each member of the team must be both "leader" and "outsider", because it is important for his personal growth and growth team.

Stage II 2005-2006 academic year

Purpose of the stage: Teaching work technologies.

• Corporate training of team education - training teachers technologies of work in a team;
• Corporate training of team education - training administration technologies in a team.
• Monitoring the effectiveness of the command formation.

Regarding the principle of the wheel, stage II is a logical continuation of the strengthening of the "spokes" of the interaction or the base of the wheel, symbolizing the relationship between all the members of the pedagogical team, as well as the formation of the Command Spirit. For the realization of the goal was carried out with teachers, the adapted version of the corporate training of the team formation, proposed by etc. Zinkevich - Evstigneeva. (Attachment 1)

Pedagogues throughout the school year visited 7 training sessions, where they had the opportunity to "play" a variety of situations of intracomanda interaction, trained technologies of successful work in the team, as well as there were continuous work on the formation and strengthening of the Command Spirit. (Picture 1)

In 2005-2006 uch. In parallel with teachers, the training of team education with the administration (director and 6 deputy director) was conducted with the teachers (director and 6 of the Director), the purpose of which is not only training in the team's work technologies, and first of all the passage of 10 steps of the formation of an administrative team.

III Stage 2006/07-2007 / 08 academic years

Purpose of the stage: Support for team activities.

2006-2007 academic year

• Development of individual distribution routes of teachers (together with the methodological service)
• Training "Constructive resolution of conflicts"
• Study of individually - personal features of the new teachers who came.
• Individual accompaniment of newly emergence of teachers.
• Informal corporate events - strengthening the energy of unity.
• Training "Prevention of professional burnout of teachers"

2007-2008 academic year

• Training creativity
• Training tolerance
• Maintenance of WTO teachers, in the directions of educational work.
• Creating and improving the image of the team.

Monitoring the effectiveness of the team building in the 1st stage (Appendix 2)

• The effectiveness of "small" teams
• Satisfaction with work
• Psychological climate

Monitoring the effectiveness of the stage II stage (Appendix 3)

• Team efficiency
• Psychological climate
• Interpersonal relationships

According to the results of the monitoring, the conclusion was made about the success of the formation of the teachers in the 1st and 2nd stages.

The team has high potential in achieving performance and productivity.

I would like to note the impossibility of achieving such results without a work system. The formation of the so-called "small" teams, namely, the improvement of the interaction of "small" pedagogical teams has become the main to form the team of the entire pedagogical team.

Strengthening the organizational structure of the team, according to the "Wheel" principle - this strengthening of the interaction spokes contributed not only to the improvement of the psychological climate, since teachers decreased the number of stressful situations related to administrative regulations, relationships with management, but also the overall productivity of work. It is the interest of the administration that made it possible to increase the efficiency of interaction with teachers.

Having learned to interact in the "small" teams, teachers have successfully trained on corporate training of team education.

Passing 1 - stage of formation and 2 - successful functioning and development. Further, 2 options are possible: the collapse of the team or its growth, when the team successfully copes with new tasks. Therefore, at the moment the team is at the 3rd stage of its development, i.e., at the stage, the maintenance of the team's activities, maintaining the command spirit, where teachers will again be offered to survive and comprehend 5 teamwork principles:

• feeling of community and trust;
• cooperation;
• work on the overall result;
• creativity instead of stereotypical actions;
• constructive self-realization, with mandatory monitoring of the effectiveness of the team.

In conclusion, I would like to note that the "Wheel" principle supports not only the effectiveness of the interaction of teachers, but also the formation of the administration team.

The success of the implementation of the creation of like-minded team depends on the support of the administration of the institution.

Literature

1. Ivanova N.V., Golubva E.V. Psychotherapy of personal well-being as one of the reins of psychological support of the educator of the preschool institution.
2. Zinkevich-Evstigneeva TD Theory and practice of team education.
3. Zinkevich-Evstigneeva TD "The team on the market: strategy and methods" (guide for effective teams).
4. Violac V.B., L.A. Stepanova "Psychology of intraschool management".
5. Meson M. M. Albert, F. Khodori "Fundamentals of Management."
6. Psychological groups. Claus Fonel.
7. Psychological consulting. R.S. Nobes.
8. Psychology of management. T.P. Avedulova.
9. Psychology in training / ed. N.Yu. Cartilaginous.
10. Semenov A.K. E.L. Maslov. Psychology and Ethics of Management and Business ": Tutorial - 2nd edition.
11. Training of life skills / ed. A.F. Chadours.
12. Fonel a. Creating commands.
13. Man and personnel in management. V.N. Chernyshev, A.P. Dvinin.

The procedure process must also take into account the specifics of the team, its type, since the teams are not similar to each other, they are very different in the degree of its autonomy and the nature of the management of the organization, and, accordingly, with their effectiveness.

Question 28. Reflection in pedagogical activities.

Reflection - This is in psychology the ability to understand their actions. A higher level of reflection allows you to see any life situation by see →

Low reflection level: With the lowest level of reflection (zero). The person directly affects the subject: drives the car, prepares to eat or strolle the dog. Usually in such a state of reflection, a person behaves unconsciously, and is completely in the power of his reaction positive or negative.

Medium reflection level: The average reflection level is a more conscious state. A person is aware that a certain (negative / positive) situation is happening to him, but it cannot effectively influence it. At this level, an internal observer is included, which makes it possible to manifest itself more adequately.

High reflection level: The high level of reflection gives the opportunity to a person not just to observe from the side, but also to control the situation, passing, it is through its "life picture" (presentation). And on the basis of these ideas (life paintings), the situation perceive more consciously, and not just to respond to an external incentive uncontrollably.

Question 29. The motives of the teachings and their classification.

Motive - This is the focus of the schoolboy on individuals of academic work related to the internal attitude towards it

Classification of exercise motives - Two basic groups of motifs directly related to academic activities and not related.

I. Motives laid down in the educational activities: 1) Motives associated with the content of the exercise: the student prompts to learn the desire to learn new facts, master knowledge, ways to act in the essence of phenomena, etc.; 2) Motives associated with the process of teaching: the student prompts to study the desire to exercise intellectual activity, arguing, overcome obstacles in the process of solving problems, i.e. the child is fascinated by the decision process itself, and not only the results obtained.

II. Motives associated with what lies outside the study activities: 1) Wide social motives: a) the motives of debt and responsibility to society, class, teacher, parents, etc.; b) the motives of self-determination (understanding the importance of knowledge for the future, the desire to prepare for future work, etc.) and self-improvement (gain development as a result of teachings); 2) Nazo personal motives: a) the desire to get approval, good marks (motivation of well-being); b) the desire to be the first student, take a worthy place among comrades (prestigious motivation); 3) Negative motifs: the desire to avoid trouble from teachers, parents, classmates (motivation of avoidance of trouble).

In modern conditions, the main condition for the effective work of the educational institution is a team of specialists. The role of personalities engaged in the labor process increases sharply. From the qualifications of the teacher, business activity, the ability to interact with each other and to achieve socially significant results depend on the fate of children, parents, employees and prospects for the development of an educational institution. Educational institutions seeking to get a competitive advantage through the quality of their work, innovation, first of all should think about the development of the team, team. It is in cohesive groups that can consider the revitalization of innovation activities, the creative interaction of its members. Therefore, one of the most sought-after personal qualities of the teacher of the preschool educational institution (hereinafter referred to as the DW), along with professionalism, reliability, sensitivity, willingness to help, is the ability to act in a team. The key factor in the efficient work of the team is the ability of each of its member "to work on the result" and respect the opinions of all employees.

The team is a team of like-minded people, the mechanism is launching and performing the effective activities of the entire institution. As far as every teacher feels part of him, how much its significance feels and is so motivated for joint cooperation, self-realization and self-development as a professional.

The difficulties of forming a collective as a team can be due to different reasons, but the main, in our opinion, are the problems of professional-pedagogical communication, which is based on semantic and psychological barriers. We consider a semantic, or communicative, the barrier as an obstacle that arises between partners by virtue of various interpretations of the semantic content (text, subtext) of the same information. They are caused mainly by external causes. Psychological barriers (conditionally they can be called "personality barriers") - obstacles arising in the process of communication due to the perception of individual psychological characteristics of each other by partners. They are caused by internal causes to which the characteristics of the temperament include the characteristics of the intellectors, as well as the steady negative emotions that are experienced communicants relative to each other.

One of the reasons for the problems of team education is also different vital values, the worldview of teachers based on age-related features of generations. Now teachers are working in the field of pre-school education - representatives of different generations:

1. "Bebi Boomers" (generation of 1943-1963. P.). Values: optimism, attention to personal growth and remuneration, collectivism and team spirit, the cult of youth. The values \u200b\u200bof this generation have formed the following events: the conquest of space, the warranty of medical care, the Soviet "thaw", uniform studies of training in schools and the "Cold War".

2. "Generation X" (generation of 1963-1984. P.). For this generation, the following values \u200b\u200bare characterized: Global awareness, technical literacy, individualism, striving for continuous education, informality of views, pragmatism, hope for themselves, the equality of floors, willingness to change, the possibility of choice. Historical events that have formed values: the continuation of the Cold War, Perestroika, War in Afghanistan.

3. "Generation Y / Igreki" (generation of 1984-2000. P.). Values: Freedom, result as such, civil debt and morality, responsibility, immediate remuneration. Events that have formed values: the collapse of the USSR, terrorist attacks and military conflicts, the development of digital technologies.

In the team of MBDOU "Kindergarten No. 80" of Cherepovets 35% of teachers belong to the first age category. The characteristic feature of this group is excessive conservatism. They are clearly perceiving any innovations that are currently inevitable. On the one hand, they are afraid to harm children and fear that any unverified innovations will adversely affect the formation of their pupils and will reduce their pedagogical efforts to zero, spent over many years of impeccable pedagogical activities. On the other hand, such caregivers fear that they will not be able to master new pedagogical technologies requiring the active use of various technical means, including multimedia systems. This leads them to a wary relation to any suggestions on the psychological study of the personality of the teacher and the peculiarities of professional-pedagogical activities. They do not expect help from such studies, and they are afraid that they are not going in insufficient educational training associated with the use of new educational technologies, i.e. In professional incompetence. The same alertness also causes events aimed at developing professional communicative competence.

Most of the team's teachers (60%) belong to the generation "Y". These are young specialists in the field of education that seek systemic continuous education and independence, therefore, for them, active forms of education are an opportunity to realize their informal individual educational route. They are ready to participate in brainstosses, discussions, briefings, discussions, where you can demonstrate the informality of views.

Such a break in views, ideas, worldviews in teachers of the two "distant" generations leads to misunderstanding and conflicts, which prevents the cohesion and education of the team, which in turn leads to a decrease in the effectiveness of the educational process as a whole in the institution.

Work on the development of the team building has become a keen necessity for our team, by moving it to a new stage of development. The purpose of the activities in the 2015-2016 academic year was to increase the communicative competence and the effectiveness of interaction of teachers DOU. This work was carried out using the possibilities of network interaction with the bu in the Cherepovetsky Center for Psychological and Pedagogical and Medical and Social Assistance. The activity was carried out in three stages:

1. Motivational and organizational stage.

2. Implementation stage.

3. Analytical stage.

At the first stage, it was important to identify and analyze difficulties in pedagogical communication. Monitoring procedures allowed to identify: a low level of efficiency of interpersonal interaction, an insufficient level of consistency of action for a general result, a low level of the overall productivity of activities. The first meetings were aimed at motivating teachers to work together. A joint definition of the team as an autonomous self-governing team of professionals, capable of quickly, effectively and qualitatively solve the task set before him is formulated. The main structural and organizational conditions of the team formation, signs of an effective team, such as:

effective constructive interpersonal interaction; Professionalism of each employee;

positive thinking, orientation for a common success; The ability to work agreed on the overall result;

unfigured, flexible and mobile distribution of functions between team members.

Working in small groups, teachers losing possible conflict situations in pedagogical communication, allocated the benefits of working in a team in resolving professional problems.

The results of the first stage allowed to draw conclusions:

1. Teachers, the main instrument of professional activity of which is communication, are experiencing serious difficulties in establishing contacts with pupils and in establishing relations with colleagues. At the same time, most of them have difficulty communicating with colleagues, which is a serious problem, because it leads to a violation of the psychological climate in the professional team.

2. In teachers who experience difficulties in professional communication, most often negative experiences are manifested: there are such emotions such as grief, fear, shame, anger.

3. Most often the difficulty in communication and various kinds of psychological protection is manifested in teachers of the first age category.

4. To assist educators in a productive organization of communication with both parents, children and colleagues, special work is required to host work skills in the team, which are most often the main cause of difficulties in professional cooperation.

The results of the first stage confirmed the relevance, the significance and demand for the psychological support of the process of formation of team education in the institution.

The second stage was devoted to solving the tasks set, and trainings were chosen the main form of work. The main goals of the training were: testing of work skills in the team and teamophone skills (the ability to put a common goal and relate their tasks with the main task of the team); removal of emotional voltage; Working away communicative technician. Training participants - teachers of the multi-year group. In this regard, the content included preferred forms of active learning for each age:

traditional methods and techniques - mini lectures, practical games and exercises with a show of specific examples from practitioners preferred by teachers of generation of bebi-boomers (35% of teachers);

interactive forms of training, discussions, individual design tasks, which will further be used in pedagogical practice more interesting for teachers generation X, which make up 5% of the team;

work in small groups with further public protection of development, project activities, participation in rating programs, drawing up individual programs of personal professional growth - the most in demand in the teachers of the generation Y (60% of the team).

The priority at this stage was the study of games and exercises for the cohesion of the collective, the development of confidence, the decrease in psycho-emotional stress, the stabilization of the psychological climate in the team. Art-therapeutic methods used at this stage, taletherapy techniques allowed to create an atmosphere of psychological safety. Gaming technology for the development of team education etc. Zinkevich-Evstigneeva made it possible to work out the mechanism of functioning of the team in the team, taking into account the specifics and features, as well as intensify the energy of unity - the command spirit among colleagues.

Efficiency monitoring at the second stage of work (team efficiency, psychological climate, interpersonal relationships) made it possible to conclude the success of the team of teachers, the main achievement of which was a high level of desire to achieve performance and productivity. Teachers adopted 5 general unshakable principles of teamwork: a sense of community and trust; cooperation; work on the overall result; Creativity instead of stereotypical actions; Constructive self-realization.

The third stage was aimed at tracking the further dynamics of the development of the team of education by conducting monitoring procedures. The analysis of the data allowed us to state stable positive changes, which the teachers themselves noted: the formation of the skills of successful interaction of team members in various situations; increasing the level of personal responsibility for the result; transition from the state of competition to cooperation; raising the level of confidence and concern between team members; Switching the participant's attention to the command; Enhance the command spirit and the charge of a positive mood.

The results of the training work allowed us to intensify the activities of the pedagogical team in the implementation of GEF before, to increase the innovative potential of teachers. But there is still a lot of work aimed at the transfer of internal motifs to external.

So, the development of the team education in the multi-time pedagogical team of a kindergarten requires certain diagnostic work, in accordance with the results of which the logic of the main stage of work in the form of social and psychological training is built.

Bibliography

1. Zinkevich-Evstigneeva TD Theory and practice of team education, Publisher: Speech, 2003

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar documents

Principles of team education, technology development and conducting trainings. Diagnosis of the collective on the coherence of activity. Approbation of team education training, criteria for evaluating its effectiveness. Post-citizens examination results.

thesis, added 07/08/2014


Use the command approach in the innovative management of the trading enterprise. Study of team building as an element of the effectiveness of the organization. Typology of group roles, team efficiency factors. Organizational store structure.

thesis, added 05/25/2013


The concept and classification of working teams, the basic ideas of their creation. Advantages and disadvantages of teamwork. Community processing process. The mechanism of cohesion of the working team. Practical recommendations for improving the formation of working teams.

course work, added 07/11/2013


The main characteristics and criteria for the effectiveness of team activities. Evaluation of staff and teamwork efficiency in the organization. Events to improve team education in the organization in the conditions of post-industrial development of the economy.

thesis, added 02/09/2013


Fundamental framework, concept of social roles, leadership, conflict, cohesion, motivation. Experimental study on the creation of an administrative team on the example "A-K-M" of Arkhangelsk. The procedure for holding the selection of candidates for the company.

thesis, added 19.02.2012


The main factors for creating a team. Evolution of teams in the intellectual sphere. Principles of work of the team, its number. Principles of team education in various fields of activity. Forms of stimulation, level of creativity and communicative culture.

course work, added 04/05/2013


The concept of the team, the stages of its evolution and the level of development. Basic principles of team education. Basics of activities and interaction of group members. Characteristics inherent in the highest quality team. Five goals, the achievement of which ensures its creation.

presentation, added 04/20/2016


Essence of project management and project team building. Organizational aspects of the formation of an effective team of the project "Neftegasmontazh". Material base of personnel, economic, marketing and financial analysis of the company's activities.

thesis, added 01/23/2016