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Stages of development of collective
|The working collective, as well as any other, develops under the laws. The head has to know the main stages of development of collective — then he will be able to organize work as the best way. |
Different researchers allocate different stages of development of collective, give them different names, but 5 main stages of development of labor collective are considered standard. We will give the short characteristic of each of stages.
Stage the first. Grinding in. The new collective consists of people still unfamiliar among themselves. Gradually they recognize each other closer, adapt in a circle of other employees, start adjusting relationship (both business, and personal). At this stage of development of collective the first likes and dislikes are formed.
Usually at this stage the collective seems solid, but it is so-called pseudo-unity. The true unity still is not present and cannot be — employees know the friend from the friend not enough. They carefully study colleagues, define possible supporters and opponents. At this stage organization of collective the imaginary there is not enough sincerity in the relations, and. Employees are not able to listen to each other yet, to discuss the purposes and methods of work, to carry out creative collective work.
Stage the second. Near fight (palace revolutions). Having studied each other, some members of collective start fighting for leadership, seeking to take the dominating position. Very often the collective breaks up into groups (clans). Employees not to be afraid to express disagreements openly any more, and more attention is paid to personal relations. At this stage of development of collective become obvious weak and strengths of his members. Gradually fight gives way to discussion of ways of achievement of a consent, and relationship in collective starts improving.
Stage the third. Experimenting (productivity). At this stage of development of collective its potential increases, and employees should look for ways to use the available resources and opportunities in the best way. The collective can roughly work at this stage, "jumps", but thanks to energy, interest and readiness to experiment members of collective manage to reconsider work methods, to improve productivity and to reach good results.
Stage the fourth. Efficiency. Having gained sufficient experience in joint effective use of resources and the solution of problems, members of collective start being proud of the belonging to it. In group work the emphasis on specification of tasks and rational use of temporary resources is placed.
Stage the fifth. Maturity (skill). It is the highest stage of development of collective during which between his members strong relations are established, and the main criterion of acceptance and an assessment of employees — advantage, but not a claim. The collective is rather solid and shows good results, the interpersonal attitudes in it are rather informal.
If working conditions change (reorganization of firm, introduction of new technologies), and the collective does not adapt to them, preferring to keep the old methods of work which are not corresponding to new trends there can come "old age" and "death" of collective.
How the knowledge of stages of development of collective can help the head? First of all it helps to predict behavior of employees and to build work so that it was effective at a concrete stage. The further the collective in the development came, the more it can give freedoms. The effective head has to be able to set the purposes at each stage of development of collective, foreseeing approach of the next stage.
The objects set by the head have to be clear — the specific common goal unites members of collective. And at each stage of development of collective of the purpose have to be achievable — it is impossible to put a high level at once. Successfully achieved objectives strengthen confidence of members of collective and pave the way for new progress. The same concerns also the schedule of performance of work — at each stage it has to be real.
As at the initial stages of development of collective its participants still not really well know each other and not especially trust colleagues, the head has to encourage honesty and openness in collective. To gain trust of workers, it is worth consulting on them and to delegate the subordinate of power.
The effective head has to use intelligently knowledge of stages of development of collective and not simply "go down stream", knowing that it expects. It is important to have accurate prospect of formation of collective, regularly to analyze development of collective and to use individual advantages of all employees to the best achievement of a common goal.
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