It has long been known that a team is something more than a simple logical arrangement of employees performing interconnected tasks. Management theorists and practitioners understood that the organization is also a social system where individuals and formal and informal groups interact. And the productivity of work, the health of employees and many other things depend on the psychological climate, on the mood of each employee. With the correct arrangement of human resources in the organization, with the correct handling of conflict situations, a breakthrough, a synergistic effect occurs. An organization becomes something more than the sum of its components. This new system becomes much more resistant to external actions, but is easily destroyed if this unity of elements is not maintained. The "organism" of the organization must be provided with a mechanism that would ensure the constant regeneration of lost goals, tasks and functions, would determine all new and new expectations of employees. In management science, there are quite sophisticated socio-psychological methods that can be used to achieve the desired effect. Socio-psychological methods of management mean specific techniques and methods of action on the process of formation and development of the team itself and individual employees. There are two methods: social (aimed at the team as a whole) and psychological (aimed at individuals within the team). These methods imply the introduction of various sociological and psychological procedures into management practice. The quality of the social and psychological climate in the team determines the leader's attitude to society as a whole, to his organization and to each person individually. If, in his understanding, a person is presented as a resource, raw material and production base, then such an approach will not give the proper result, in the management process there will be a skew and a lack or recalculation of resources to perform a specific task. People's actions are always partly based on the assumptions they make, and this is especially true of human resource management. The most important assumptions we make (whether these people can be trusted, whether they like their work, whether they can be creative, why they behave the way they do and how they should be treated) make up our human resource management philosophy. Any HR decisions we make (about the people we hire, the training we provide, the benefits you offer) reflect (for better or worse) the fundamentals of this philosophy.
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