Disadvantages of commands.

Team Benefits

The increase in individual labor effort is associated with the objective emergence of competition, the desire to excel, or at least keep up with other people. The presence of other people causes additional energy, enthusiasm, which leads to an increase in motivation, productivity and quality of work, the disclosure of the creative potential of employees.

The satisfaction of group members. It is the work in a group that allows to satisfy the needs for participation, belonging, social interaction. Solid groups reduce loneliness, contribute to the development of self-esteem, importance, as people are included in group work with special goals. Such work is more likely to bring pleasure.

Expansion of working skills and knowledge. People with great experience, skills and secrets of mastery pass them on to all group members, train them in the necessary operations, work on the tasks of the group. In addition, teams are delegated authority to solve production problems. This enriches the work and increases the motivation of the workers.

Increased organizational flexibility. Traditional organizations have a rigid structure, when each employee performs only one specific job function. In teams, its members can perform each other’s duties. If necessary, the task of the team can be changed, and the staff redistributed, which allows to increase production flexibility and quickly respond to changing customer needs.

Disadvantages of commands.

Redistribution of power. When self-managed work teams are created in a company, the main losers are the lower and middle managers. They find it difficult to adapt to the new situation: they do not want to share their powers, they are afraid of losing their status or even their work. Some of them are not able to master the new skills they need to survive.

Problem free-rider. This term refers to a team member who enjoys all the benefits of team membership, but does not make a proportional contribution to the work of the team, hiding behind other people. Sometimes this phenomenon is called social dependency. In large groups, some people work less efficiently than in individual work or in a small group.

Coordination costs are the time and effort required to coordinate the actions of team members to ensure that their tasks are completed. In addition, groups must spend time preparing for collaboration to decide who will perform certain work tasks and when.

So, an effective group is a group whose size corresponds to its tasks, which includes people with dissimilar character traits and ways of thinking, whose norms correspond to achieving the goals of the organization and creating high morale, where both target and social roles are well executed. and where the high status of group members does not dominate.

High morale is a psychological state of a person that encourages him to actively participate in the work of the group and direct all his energy to the fulfillment of its tasks.

Литература:

1.К.Б. Бердалиев. Менеджмент: лекциялар курсы. - Алматы: Экономика, 2016. - 190 б.

2.Под редакцией профессора К.Е. Кубаева. Теория и практика менеджмента. Учебник. - Алматы: Казак Университет!, 2008. - 486 с.

3. М.Х. Мескон, М. Альберт, Ф. Хедоури. Основы менеджмента [пер. с англ. О.И. Медведь]. - М.: Вильямс, 2012. - 672 с.

4.О.С. Виханский, А.И. Наумов. Менеджмент. Учебник - 5-е изд. - М.: ИНФРА-М, 2014. - 576 с.

5. Ричард Дафт. Менеджмент. - Спб.: Питер, 2012. - 863 с.

6.К.Е. Ахметов. Менеджмент непздерг Оку куралы. -

Test questions:

1. What is the essence of groups?

2. Give the characteristic of formal and informal groups.

3. What is the management of informal groups?

3. Name and highlight the main stages of the process of creating teams.

4. Describe the main advantages and disadvantages of working in teams.

The concept of conflict in the organization. The causes and consequences of the conflict.

Models of organizations

1. Large size, low complexity, high stability. Examples: tuberculosis hospitals; copper foundries.

2. Medium size, low complexity, high stability. Example: the production of sports shoes.

3. Small size, low complexity, high stability. Example: the production of wooden pencils.

4.Medium size, moderate complexity, moderate stability. Example: food producer.

5. Large size, high complexity, instability. Example: Aviation Plant.

6.Medium size, high complexity, instability. Examples: fashion clothing manufacturer; innovative multipurpose hospital.

7. Small size, high complexity, instability. Examples: solar energy producer; computer maker, a small media conglomerate.

Topic 14 Management Ethics

Goals: • to study the content of the concept of management ethics;

• understand the differences in the concepts of legal and social responsibility;

• know the meaning of the “iron law” of social responsibility.

Lecture structure