The strategy of forming a management team on an example. Prospects for the formation of management teams based on the team principle. Types of roles in a team according to Belbin

Typical problems of the management team and their negative impact on the activities of the organization OJSC CB "SDM-Bank"

Today, each person working in the SDM-Bank organization performs many roles. When working together, the most pressing team problems are identified, and it becomes possible to achieve a new equilibrium state that establishes a higher level of personal participation and a team climate.

At the same time, 80% of success in the implementation of tasks is due to the well-coordinated work of the management team, which, in turn, is ensured by the correct distribution of roles among the participants. Any manager should be aware that there are not only "technical" roles, but also "psychological" roles that one or more team members can play.

In general, the structure of SDM-Bank's problems can be expressed as follows:

Rice. 2

Broken landmarks.

Lack of an agreed position. Members of the management team of SDM-Bank, having a common vision of the tasks facing the company, do not always have a common opinion on how to translate this vision into reality. In addition, members of the management team often cannot agree with each other on how to evaluate the performance of the company and its departments, who performs best, and how to reward employees for special achievements.

Lack of deep understanding. Even if members of the SDM-Bank team reach agreement on plans, their further actions do not always correspond decisions. This shows the habit of leaders, when making a decision, not to go into details and not to analyze the rationale for these decisions.

Lack of focus on solving strategic problems. Not sticking to a common direction, the leadership team spends most of its time on day-to-day activities and “fire” measures, rather than identifying tasks and work that only they can do.

Ineffective interaction.

Lack of dialogue. Often, lengthy conversations do not guarantee that SDM-Bank team members will be able to reach an agreement, since they do not share important information among themselves, do not express critical remarks, and agree with dubious strategies only because they are afraid of “retaliation”. All this increases mutual irritation and gives rise to many hidden problems, especially if the members of the SDM-Bank team do not know each other well and therefore there is no trust between them or there are conflicts between individual divisions of the company.

Non-constructive behavior. Unable to lead open dialogue, the SDM-Bank team often does not benefit from the diversity of points of view and experience of their colleagues, as a result, their ability to work creatively and adapt to changes in the market is reduced. As a result, a conflict situation arises, mutual skirmishes, even in a team of top managers. Naturally, this behavior causes fear and a willingness to defend themselves, and if individual team members turn into scapegoats, then already acute problems only get worse.

Failure to update.

personal dissatisfaction. Many members of the management team of SDM-Bank, despite the successful career and an enviable position - people are disappointed in the depths of their souls: their today's work no longer requires great effort from them and therefore does not completely capture. Both individually and as a team, top managers prefer not to delve into the essence of problems and not burden themselves with new information and experience, that is, they try to avoid everything that could disturb their peace. As a result, these top managers become frankly bored and their productivity drops. This is how a recently strong team can lose its ability to energize others and adapt to change.

Isolation. As a rule, the management team of SDM-Bank does not pay due attention to information coming from outside - from other organizations or industries, although it is this information, if processed in time, that can influence key strategic and organizational decisions. Moreover, team members rarely have enough time to analyze information and assess its implications for the future of the company. Without establishing the process of collecting and analyzing information, the SDM-Bank team will not be able to identify the strategically important areas of its activity.

Lack of individual skills. There is no institution of experienced "mentors" in the SDM-Bank company, and no one teaches top managers how to make changes in the corporation. Unlike middle managers, who work under higher-skilled professionals and thus undergo “upskilling” courses, top managers work without insurance and therefore have no room for error.

Researchers note that today employees view their careers not as moving up the hierarchical ladder within one organization, but as a chain of projects that are of interest to them.

A person works in a team as long as the reward, the content of the work itself, and colleagues are of a certain interest and value to him. A team member leaves as soon as this interest is gone. This raises the question of how to form a team, how to keep it, how to encourage people to work productively, how to manage self-organization.

One of the main difficulties of SDM-Bank today is the coordination of individual and team goals, the transformation of these goals into a system-forming factor of the team. Managing the process of self-organization in a team should not allow changes in individual goals under the influence of random factors.

enterprises

In this subsection of the course work, we consider the problem of the formation of management teams as a dilemma of the collective and the individual in the organizational culture of Russian enterprises.

The solution of modern economic problems requires Russian enterprises to introduce more flexible management technologies to create new management structures, more actively involve top managers in group, team forms of work, which are widely used in countries with liberal economies. However, the adaptation of Western advanced technologies to Russian conditions is not always successful. Often, the peculiarities of the national mentality and national organizational culture act as an obstacle to the spread of managerial innovations. As you know, each national community has its own ideas about what is possible, permissible, and “correct” in group work and the corresponding method of management). These differences are significant and it is quite often seen how a foreign, seemingly promising management experience does not take root or does not take root well at Russian enterprises. In this regard, the question arises of how the national characteristics of the organizational culture of Russian enterprises prevent the fruitful assimilation of advanced foreign experience in the development of command (collective) forms of management.

Recently, organizational culture has been considered as a key tool for the development of an enterprise, and therefore the attention of researchers is attracted not only by the problems of its diagnosis, but also by the possibility of forming, creating an organizational and cultural environment of a certain type. In the most general sense, organizational culture is a set of values, norms, traditions, beliefs, myths, behaviors that are most typical for an organization. Following T. Yu. Bazarov, we will consider organizational culture as a value-normative space in which the interaction of employees of an enterprise unfolds. In this value-normative space, one of the most important places is occupied by values ​​and norms related to the ways of interaction between the individual and the organization, the individual and the group. They determine the dominant orientation in the organization - collectivist or individualistic. It is no coincidence that the parameter "individualism-collectivism" is considered as one of the essential features that differentiate organizational cultures into various types. 7

For many years, Russian business culture has been assessed by researchers as collectivist, which allowed sociologists and management consultants to build optimistic forecasts regarding the spread of group forms of managerial activity in Russian enterprises and, in particular, team management.

However, in recent years, corporate culture has seen significant shifts towards autonomization and individualism. In this regard, the assessment of the organizational culture of enterprises on the basis of "individualism-collectivism" is often controversial, especially if external, not systematized signs act as criteria for such an assessment. So, many researchers note that modern Russian business culture is characterized by: the presence of a large distance between managers and subordinates, the inattention of managers to the needs and interests of subordinates, the lack of emotional contact between them. Russian organizations are distinguished by the concentration of power in the upper management. Meetings at which management decisions are made are built hierarchically. The transfer of authority in decision-making to subordinates is almost never practiced. For their part, subordinates at enterprises in Russia have less confidence in managers than in Western countries. At the same time, some researchers still attribute collectivist, paternalistic orientations to Russian managers. Thus, the American researcher Shila Puffer believes that the leaders of Russian enterprises, with a pronounced authoritarian style of management, tend to take excessive care of their subordinates and patronize them.

Contradictions in the assessments of the predominant type of organizational culture of Russian enterprises are due, in our opinion, not only to the different level of their organizational development (which certainly affects the characteristics of organizational culture). They can also be caused by an ambiguous interpretation of the sign "individualism collectivism". According to G. Hofstede, "individualism" and "collectivism" are two extreme forms of relations that reflect the nature of the relationship between the individual and the group. Organizational culture can be dominated by either "individualism", when people define themselves as individuals and care only about themselves, their families and their relatives, or "collectivism", which is characterized by a close relationship between a person and a group.

With pronounced "collectivism", the group takes care of meeting the needs of its members, provides them with support and security in exchange for their loyalty.

As correlates characterizing the type of culture according to the factor "individualism - collectivism", G. Hofstede proposes to consider indicators that reveal the nature of the manifestation of this factor in the organization (interference in personal life by the organization, the impact of the organization on the well-being of employees, protection of interests, initiative of employees or sense of duty and loyalty, nature of promotion, staff motivation, social connections). 8 However, the analytical scheme proposed by G. Hofstede does not fully reveal the essence of "collectivism" and "individualism", does not allow us to understand the nature of collectivist attitudes in Russian corporate culture.

To study and understand the problems of cross-cultural business interaction, Russian researcher R. V. Gordeev proposed to consider “individualism” and “collectivism” not as opposite poles of one relationship, but as two meaningfully different properties that can be used as the basis for a typology of national organizational culture . The parameter "individualism" characterizes the ways a person achieves his goals in the conditions of his functioning in the community. The extreme poles of this parameter are “atomistic individualism” (when a person, when achieving his own goals, does not take into account the interests of other people) and “interdependent individualism” (when a person tries to take into account the restrictions imposed on him by others when realizing his goals).

The second parameter - "collectivism" - characterizes the degree of pressure of the group on a person, the ways of forming his attitudes to adhere to a certain fashion of behavior in the group. His bipolar scale covers all forms of collectivism from "strict" to "flexible" collectivism. "Flexible collectivism" allows a certain degree of voluntary acceptance by the individual of group norms and values. It can be considered an open or free system, since decisions are usually made here on the basis of personal agreements, and the free will of the individual is recognized. "Strict collectivism" limits active individual will and participation. Conservative and sometimes totalitarian tendencies are strong in this type of collectivism, as decisions are usually made based on majority opinion and group pressure to maintain existing structures. Strict collectivism is dominated by control from above and coercion. An attempt to present “individualism” and “collectivism” as different value-normative levels, one of which (“individualism”) belongs to a greater extent to the value-normative sphere of the individual, and the other (“collectivism” ) - reflects the dominant value-normative attitudes in the group, it seems to us fruitful not only for explaining the contradictions and problems that arise in the conditions of cross-national communication, but also for understanding the limitations and obstacles that leaders may encounter when introducing foreign experience. nine

Conclusion

For the creative and effective use of management principles, it is necessary to reveal and comprehensively explore the objective laws and patterns of management, in turn, since the laws and patterns of management are based on the laws of development of nature, society and thinking, it is necessary to form a perfect system of scientific knowledge for each leader, the broadest cultural and professional horizons .

The principles of management, having an objective character, must have a legal form, enshrined in the system of normative documents, regulations, agreements, contractual obligations, legislative acts, etc. However, at the same time, the nature and forms of fixing the principles of management should be sufficiently flexible in order to avoid excessive rigidity of procedures and formulations. This is very important, since a change in concrete historical conditions leads to a change in the operation of socio-economic laws, and, accordingly, the content of the very principles of management.

The interaction of the control and managed subsystems is carried out in accordance with certain principles, that is, rules. In practice, there may be many such principles. The most important of these principles can hardly be considered scientific in combination with elements of art. As already noted, management uses the data and conclusions of many sciences, since it is almost impossible to manage a complex modern economy "on a whim." At the same time, the situation can change so rapidly and unpredictably that there is simply no time to search for a scientifically based solution, and then unconventional approaches have to be used. This requires from the leader, in addition to deep knowledge, extensive experience, mastery of the art of interpersonal communication, the ability to find a way out of hopeless situations.

The management process should be purposeful, that is, it is always carried out for a reason, but be focused on solving specific problems that the organization is currently facing. Any management process should be based on the principle of consistency. In some cases, the sequence of managerial actions may be cyclical, involving their repetition in the same form at certain intervals. The continuity of the implementation of business processes in the organization requires, accordingly, the continuity of their management, control and coordination of personnel activities. The latter requires an optimal combination of centralized regulation and self-government of individual elements of the organization. Since self-regulation is carried out by people, it is impossible without observing such a principle as taking into account the individual characteristics and psychology of workers, as well as the patterns of interpersonal relationships and group behavior.

In order for the management process to proceed normally, it is necessary to observe such an important principle as ensuring the unity of rights and responsibilities in each of its links. An excess of rights in comparison with responsibility leads in practice to managerial collapse, and a lack of paralyzes business activity and the initiative of employees. Here, an important factor is the competitiveness of management participants based on personal interest in success, supported by a variety of motivators, such as financial incentives, the possibility of promotion, self-realization, and the acquisition of new knowledge and skills. In modern conditions, the management process cannot be truly effective without observing such a principle as the widest possible involvement of performers in the process of preparing decisions, since decisions in which their own work and ideas are invested will be implemented with greater activity and interest.

The formation of an organizational culture based on the philosophy of a common cause and teamwork implies a change in the nature of collectivist attitudes, a transition from the strategy of "strict collectivism" to "deep, open collectivism" during the interaction of the personality of the group. A large role in the formation of a new organizational and cultural environment belongs to the leaders. The approval of the team culture involves reducing the distance between the first leader and a group of top managers, the establishment of consistent intra-group relations. Modern research gives every reason to believe that the business world as a whole is moving towards convergence and complementarity. Changes in the external environment, which is characterized by high competitiveness and dynamism, put more favorable conditions for the organization, in which the norms and values ​​of business interaction fit from formal to personalized relationships, from autocratic to humanistic management style, from conservative to innovative nature of activity.

The transformation of the rigid collectivist attitudes of top managers of modern Russian business structures in the direction of flexible, open collectivism will make it possible to actively use personal and group resources in management, ensuring not only effective communication, but also high competitiveness and adaptation of Russian enterprises to the global problems of the world market.

List of used literature:

1. Polukarov VL "Fundamentals of Management": Textbook - 2nd ed. processing - M.: KNORUS, 2008 - 240 p.

2. Dolgov, M. Team management in Russia. Methods of formation and development of team effects in the organization [Text] / M. Dolgov // Personnel Management. - 2005. - No. 24. - S. 31 - 34.

3. Elanchuk, E. Management team / E. Elanchuk // Personnel service. - 2005. - No. 1. - S. 31 - 34.

4. Nemov R. S., Altunina I. R. "Social psychology": A short course - St. Petersburg: Peter, 2008 - 208 p.

5. Kanadrov I. V. Personnel development management. - "Phoenix", 2012.

6. Kibanov A.Ya. Fundamentals of personnel management: Uch.-M.: INFRA-M, 2011.-447p.

7. Personnel management: Textbook for universities / Ed. T.Yu. Bazarova, B.L. Eremin. - 2nd ed., revised. And extra. – M.: UNITI, 2007.- 265 p.

8. Personnel management of the organization: strategy, management, marketing Textbook./ Ed. A. Ya. Kibanova - M .: Infra - M, 2007.

9. Personnel management of the organization: Textbook / Ed. A.Ya.Kibanova. - M.: Prior, 2008

10. Shapiro S. A., Shataeva O. V. Fundamentals of personnel management in modern organizations. - ROSBUH 2008

11. Personnel management. Theory and practice. Vesnin V.R. 2009 -517s

12. Semenova, I. I. History of management / I. I. Semenova. – M.: UNITY – DANA. 2000.

13. Berezovskaya T.P. Formation of a management team: a manual / 2006. - P. 52

14. Borovikova N.V./Petrov V.A.//Management team: status, patterns of development.-2005. – S. 2

15. Fedorova N.V. Organizational personnel management: textbook / N.V. Fedorova, O.Yu. Minchenkov. - M.: KNORUS, 2011 - 487 p.

1 Berezovskaya T.P. Formation of a management team: a manual / 2006. - P. 52

2 Borovikova N.V./Petrov V.A.//Management team: status, patterns of development.-2005. – S. 2

3 Polukarov V. L. "Fundamentals of Management": Textbook - 2nd ed. processing - M.: KNORUS, 2008 - 134-135 p.

4 Elanchuk, E. Management team / E. Elanchuk // Personnel service. - 2005. - No. 1. - S. 31 - 34.

5 Semenova, I. I. History of management / I. I. Semenova. – M.: UNITY – DANA. 2000. 54-56 p.

6 Dolgov, M. Team management in Russia. Methods of formation and development of team effects in the organization / M. Dolgov // Personnel management. - 2005. - No. 24. - S. 31 - 34.

7 Personnel management. Theory and practice. Vesnin V.R. 2009 -125s.

8 Personnel management. Theory and practice. Vesnin V.R. 2009 126-127 p.

9 Fedorova N.V. Organizational personnel management: textbook / N.V. Fedorova, O.Yu. Minchenkov. – M.: KNORUS, 2011.- 145 p.

The relevance of the chosen topic "Technologies for the formation of management teams" lies in the fact that today it is the team that becomes the core, mastering the production of a new product or introducing a new service into circulation, introducing new equipment and technology, providing access to new markets, attracting new resources and distributing new forms and methods of organizing production and management. It is the teams that become the prototype of the organization of the future.

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Page 2

management team formation technologies

Course work

Introduction Formation of management teams as the main factor in improving the efficiency of the organization Management team as a phenomenon of group organization 1.1.1 Main trends towards team building in modern organizations 1.1.2 The specifics of the management team, its purpose and mission 1.1.3 Coaching as a way to activate the potential of the management team 1.2 Main forms of intra-team cultural context 1.3 Team building process 1.3.1 Stages of team development 1.3.2 Team development trajectories 1.3.3 Team formation methods 2. Analysis of the formation of a management team on the example of OJSC CB "SDM-Bank" 2.1 General characteristics of OJSC CB SDM-Bank 2.2 Personnel of JSCB SDM-Bank 2.3 Typical problems of the management team and their Negative influence for the activities of the organization OJSC CB "SDM-Bank" 2.4 A set of measures to form an effective management team Conclusion Bibliographic list

Introduction

Modern management Increasingly, he tries to use command methods in his work. The rigid administrative system, which has proven itself so well in the management of large industrial enterprises, is of little use today. There are two reasons for that:

• a sharp increase in the rate of change external environment in which organizations have to work;
• a significant increase in the share of creative work of employees.

The need to quickly respond to external changes, superimposed on the increased complexity of doing business (for successful management now requires a very deep knowledge of many disciplines), forcing companies to hire specific groups of highly qualified specialists for their management. These specialists work most effectively if relationships within the group can be built in such a way that they form a management team.

Thus, for those companies that, due to the specifics of their own activities or due to the specifics of the markets in which they have to work, have entered the post-industrial era, the issue of algorithms for creating such management teams and recipes for further increasing their efficiency becomes extremely important. For many companies, addressing these issues becomes a factor in their survival.

The relevance of the chosen topic "Technologies for the formation of management teams" lies in the fact that today it is the team that becomes the core, mastering the production of a new product or introducing a new service into circulation, introducing new equipment and technology, providing access to new markets, attracting new resources and distributing new forms and methods of organizing production and management. It is the teams that become the prototype of the organization of the future.

The purpose of the course work is to analyze the entire process of forming a management team, as well as in practice to consider how important right choice technology of its formation.

IN term paper To achieve the goal, the following tasks were set:

• on the basis of literary sources to reveal the concept, essence and specifics of the management team;
• identify the stages of team development, as well as the main methods of their formation;
• analyze the formation of a management team on the example of OJSC CB "SDM-Bank";

The object of research in the course work is the management team as a phenomenon of group organization, and the subject of research is the management team of SDM-Bank.

1. Formation of management teams as the main factor in improving the efficiency of the organization

1. Management team as a phenomenon of group organization

1.1.1 Main trends towards team building in modern organizations

“The specialists in the field of high-performance management, organizational development and social psychology started talking about management teams and their creation relatively recently, a little over 30 years ago. The first studies of team activity, published in the early 60s, were devoted to finding ways to increase the efficiency and productivity of managerial work.

The emergence of interest in the team approach is associated with the following trends in the development of organizations and high-performance management.

1. Modern organizations have pronounced tendencies to complicate and increase their structural and functional composition, which requires the introduction of more effective organizational forms and collective management methods that would allow minimizing the time for making a management decision and at the same time improving its quality, i.e. productivity, efficiency and timeliness. The situation can be resolved by creating a “tight-fitting” (well-formed) management team that improves the solution of large and interdisciplinary problems.

2. Almost all successfully developing and highly competitive firms and corporations both in our country and abroad build their development both on the basis of meeting the needs of consumers of the present and the needs of tomorrow, creating departments new technology, problem-promising laboratories, etc. Subdivisions of this kind are characterized by increased mobility of organizational structures - they are characterized by a "changing geometry", depending on the change of tasks (transition of employees from project to project, invitation of external experts and performers, creation of temporary departments, etc.). P.). The share of this type of departments, for example, in Intel Corporation is 25% of the total number of employees. Their successful functioning is based, in particular, on increasing the innovative abilities of the research group by creating a “field of ideas”, an atmosphere of creative search, as well as a team of like-minded people who take responsibility for the prospects for the development of the organization together with the administration, which, in fact, is a manifestation of team approach in innovation management.

3. Considering the productivity of a manager as the productivity of an organization that he leads or that he has an indirect impact on, it is noted that a further increase in the productivity of managerial labor depends on the realization of the fact that a manager of any rank is associated with the creation of a collective product of labor. The belonging of an individual employee to the "philosophy of the common cause", that is, the development of a "team spirit", is of great importance as a motivating factor for improving the performance of the organization as a whole.

Understanding the rules of the team game by managers determines the quick and effective solution of such situations as the unclear distribution of responsibilities in the implementation of the project, increasing the motivation for engaging in objective activities and understanding the reasons for the low personal contribution of a particular group member, eliminating interpersonal friction and others in which there is a clash of personal motives and needs organizations.

4. Recognition of the very existence of the team approach is associated with the latest research in the development of the organization and ideas about it as having a special culture, values, symbolic rituals. The "sociotechnical model of organization" as a micromodel of human civilization most fully reflects real processes and reality. It is noted:

Today's leaders and managers see their organization's culture as a powerful strategic tool to guide all departments and individuals for common goals, mobilize the initiative of employees and facilitate productive communication between them.

Organizational culture is one of the components of team management, since it is closely related to the symbolic ways of representing managerial activities. To increase its effectiveness, it is of great importance, along with studies of existing organizational and structural forms (organization morphology), to study the influence of the value aspect of the coexistence of members of management groups on the performance of the organization.

1.1.2 The specifics of the management team, its purpose and mission

"An important function successful work the company's highest management bodies in the field of corporate personnel is the formation of management teams, especially the senior management team. The cohesion of such a team, its professionalism, moral and strong-willed qualities determine not only the well-being of the company, but often the life of top managers.”

“The idea of ​​team work methods, borrowed from the world of sports, began to be actively introduced into management practice in the 60-70s of the twentieth century. Currently team building (team building) is one of the promising models of corporate management that ensures effective organizational development. Team building is aimed at creating groups of equal specialists of various specializations, jointly bearing joint and several responsibility for the results of their activities and on a parity basis, carrying out the division of labor.

“In successful management groups, the development and decision-making are carried out directly by the group, and the role of the administrator is to create the necessary conditions, determine the boundaries of the solution space and give the necessary advice in a difficult case.

A team is a small number of people (most often five - seven, less often up to 15-20) who share goals, values ​​and common approaches to the implementation of joint activities, have complementary skills; take responsibility for the final results, are able to change the functional-role correlation (perform any intra-group roles); have a mutually defining affiliation of their own and partners to a given community (group).

The management team consists of a group of specialists belonging to different areas of organizational activity and working together to solve certain problems.

The essence of a team is a common obligation for all its members. This kind of commitment requires some kind of purpose that all team members believe in—its mission. The mission of the team should include an element related to winning, winning, moving forward. There is a difference between the goals of the team and its purpose (mission): the goals of the team allow you to monitor your progress along the path to success, and the mission, as a more global one, in its essence gives meaning and energy to all specific goals.

No group becomes a team until it recognizes itself as a team accountable. Team accountability is the specific promises that underlie two aspects of effective teams: commitment and trust. Mutual accountability cannot be forced, but when a team shares a common purpose, goals, and approach, mutual accountability comes naturally.

It is important for the team that employees have a combination of complementary skills that make up three categories:

1) technical or functional expertise;

2) skills in problem solving and decision making;

3) interpersonal skills (risk acceptance, useful criticism, active listening, etc.).

Team relations, which traditionally include such concepts as a sense of comradeship, a spirit of partnership and camaraderie, can manifest themselves exclusively in the business sphere, without extending to the personal lives of team members. There are many examples when successful business partners could not bear the presence of each other when it came to other areas of communication.

“The team refers more to the elements of an informal structure, in which informal relationships between employees often matter more than formal ones and the actual role and influence of individuals may not coincide with their official status.

The team goes beyond the traditional working group due to the collective synergy effect (the whole is greater than the simple sum of the parts).”

“We must not forget that the management team is inherently a social institution and, therefore, it has the following features:

• Social facilitation: in the presence of others, confidence and insecurity can increase - it all depends on what dominates in a person;
• Social Loafing: A tendency has been found for people to put in less effort when they combine their efforts for the sake of common purpose than in individual liability;
• Deindividualization: the individual feels himself an integral part of some whole. He is no longer personally responsible for anything - the full responsibility falls on this whole, becomes anonymous;
• The impact of the minority on the behavior of the group as a whole. [see: 7; 40-44]

“The management team is a collaborative group of like-minded people striving to achieve a common goal. The management team is formed by its leader, who has a wide range of powers. And with this - a clear superiority of the rights of the leader - the management group differs significantly from quality circles and autonomous brigades.

“There are a number of subtle points in the formation of a team. One of them is how “uncomfortable” members are needed in the team, i.e. people who think differently, have a different mindset and are ready to express points of view opposite to those of the bosses.

A very crucial moment in team building is the release of veterans who have long held their place in the management hierarchy, have certain connections, positions, but whose work is currently not satisfactory for the current leadership.

Another subtle point is the team reward system. Top management must find a balance between personally encouraging the work of the leader and stimulating his achievements in team success.

When creating a team, serious attention should be paid to the problem of cohesion of team members, mutual support and mutual assistance in difficult production conditions.

“Any team, regardless of its size, is more likely to be effective if it is balanced in relation to the entire set of team roles and if it provides and encourages the team roles that are most relevant to the solution at a particular point in time. You should be tolerant of the acceptable shortcomings of individual team members and learn to manage them, rather than eradicate them. Studies show that up to 10% of people are not capable of teamwork. There are other areas of activity where they can find application for their abilities.

“Finally, it must be recognized that in order for a team to be effective, there must be heterogeneity in it: there must be people with different views and different virtues. …While heterogeneity in terms of professional or organizational role is expected within a team, heterogeneity in terms of nationality, age, ethnicity, personality, and even gender is not so easily accepted.”

“All management units in the organization, says P. Drucker, except for top management, are built to perform one specific main task. This does not depend on whether the organization is built on a functional or matrix principle, on the basis of decentralization or a systems approach. Each structural block of the organization is determined by its specific contribution to the final result.

The only exception is top management. He does not have one main task, management has a set of the following tasks:

1) thinking over the mission of the organization, setting goals, developing strategies for activities and tactics for making today's decisions for the sake of tomorrow;

2) setting standards for the activities and behavior of the organization, its values;

3) the development of human resources, the effective interaction of employees, the establishment of the spirit of the organization. thinking through organizational structure for today and tomorrow;

4) establishing and maintaining partnerships with key clients, investors, government agencies;

5) ceremonial functions - receptions, celebrations, etc.;

6) management of all affairs in the organization in the event of a major crisis or bad state of affairs ...

Should senior management be limited solely to its tasks? That is, should team members be involved in operational management? There are two simple rules, says P. Drucker:

1. If the work can be done by someone else, it is not a senior management responsibility.

2. People entering top management from below for the first time should leave the functional or operational work they did before.” [see: 17]

1.1.3 Coaching as a way to activate the potential of the management team

“The problem of disunity, lack of understanding between employees very often hinders the effective solution of the company's tasks. In order for a group of professionals to act as a cohesive team, it is necessary to unite them with a desire for a common goal, teach mutual assistance, initiative, self-confidence and focus on success.”

“Until recently, the term “coach” in the English-speaking environment referred only to coaching. An important link on the way to victory is the correct formation of the team, the formulation of the strategy and tactics of the game, the distribution of responsibilities and roles within the team.”

“Among the modern styles of personnel management is coaching (from English with teaching - training, instruction) occupies one of the leading places. Most Western and domestic experts, management consulting consultants consider it the last word in human resource management - Management 21st century".

"Experience of leading Russian and foreign companies shows that the key role in them is played not by individuals or groups of individuals, but by cohesive structural highly professional formations - teams. Teams are the most effective form of organizing human resources, which are evaluated as “the only significant competitive advantage organizations of the 21st century” F. Lutens.

The team, after its formation, is in the phase of maximum performance. The leader successfully carries out his activities, the goals are clear, the state of affairs in the team is ideal. Often such teams, teetering on the brink of success and failure, are in danger of irrational behavior that oscillates between “well-fed complacency and fear of falling”

There are several problems that are in one way or another related to the behavior of teams - "record holders": overestimated goals, negligence, the effect of "squirrels in the wheel" and others. One way or another, the team may be in danger of losing emotional balance. In this case, as a rule, the team leader cannot cope. We need a person who knows the problems of the team, can even out fluctuations in motivation and help stabilize relationships in the team. That person is a coach." [see: 18]

“Coaching is a tool designed to unlock potential, develop abilities and talents. Coaching is more about learning than teaching; he does not give ready-made advice and recommendations, but helps to find his own solutions to problems, awakening initiative, creativity and inspiration with questions. Asking questions is a key element of coaching. And although in the classical sense, coaching involves the work of a coach with an individual client, coaching techniques work very well in relation to a team.

After all, it is the team, having “team knowledge”, which, in accordance with the principles of synergy, is greater than the sum of individual knowledge, is able to find a solution to difficult business issues: how to increase sales, how to ensure effective entry into new markets, how to position a product or company what should be the marketing strategy, etc.

Using coaching, involving the team in finding these solutions, we get higher efficiency, effectiveness, motivation, responsibility and creativity. And, what is remarkable, the quality of team interaction has significantly increased.” [see: 19]

“Team coaching involves direct interaction with the team to help members use their collective resources to successfully achieve goals. Examples of coaching include a press meeting before a new product launch, providing feedback to the team on performance, or asking the team thoughtful questions about recommending a new strategy.”

“Coaching is a type of counseling in which there is a mutual and voluntary interaction between the coaching client and the coach in order to increase competence, develop abilities and increase efficiency. An important addition to this is that coaching implies a lack of accountability, of power.

Team coaching is a process in which a group of people solve a problem based on their own knowledge and experience. In team coaching, each participant is included in the process, contributes something of his own, and then he considers the decision to be his own, which increases his involvement in the implementation of the decision.

At the same time, the group agrees on the rules of work and on the procedure. Rules are what you can do and what you can't. A procedure is what a group (team) does during coaching. In other words, it is a sequence of actions that participants go through in the coaching process. An example of such a sequence of actions: define a goal, come up with ways to achieve it, choose the most The best way, describe the sequence of actions for its implementation, etc. The group chooses a facilitator to follow the rules and follow the rules (the set of rules is sometimes called the Charter of the group). The facilitator directs the work of the group in the right direction, as people, getting carried away, sometimes forget the original goal.

Thus, coaching helps to activate the potential of the team, get out of a temporary unsatisfactory state and achieve a stable situation in the team. This is due to the fact that coaching affects one of the most important elements of effective team work - a well-defined approach. This type of counseling helps team members use collective resources to successfully achieve goals.” [see: 18]

“But do all companies need coaching? It is important to understand that although coaching would help many, the format of coaching necessarily involves asking. Only when there is a request for change and development in the client company, when they are ready for creative (and not consumer: let smart consultants come and tell you what to do) work, coaching will give a real breakthrough, being applied in individual (with managers) and collective (with employees) format”. [see: 19]

Rice. 1 The team building power of coaching

1.2 Main forms of intra-team cultural context

“Four main forms of intra-team cultural context (subculture) of managerial groups: “combine”, “clique”, “circle”, “team”.

1. "Combine". The main psychological characteristic of this subculture is the unquestioning obedience of its members to their strong leader or, to use the working term of organizational consultants, the commander. The grounds for subordination are the fear of losing a place in the group and the possibility of being left without work in the parent organization, since groups with this kind of subcultures are headed by people "having influence in the metropolis."

The group is based on the observance of the traditional hierarchy. This is a very stable group culture, in which the actions of members are clearly defined, decisions are made quickly - the leader has full power and determines the policy and rules of group interaction. External borders and internal structure The groups are pretty tight. Group values ​​are prioritized over individual values. Control is exercised directly by the leader. Participation in the decision-making process in the group is determined by the place of the subject in the intra-group hierarchy. Decisions are made as a result of a balance of influences of various forces on the leader, so the last word always belongs to him.

2. "Clique". Such a group consists of people who absolutely trust their leader. The leader of the “clique” in business conditions, at the initial stage of development of the organization, is such a person who is simply trusted and internally ready to follow him. He influences followers with his vision of the future.

The group does not have a rigid internal structure. If the visionary leader sees fit to create a leadership link in it, then it will mainly serve to strengthen the charisma of the leader and strengthen the members of the group in a common vision. It can provide assistance to its members and regulate the distribution of common resources, and the principles and norms of distribution are also consistent with the vision of the leader.

The group, as a rule, is unstable, has blurred boundaries: in crisis situations breaks easily into small groups. Members of the organization realize their own interests in it, based on their own goals; there is significant internal competition. The values ​​in such an organization are individual creativity, energy in setting new goals and developing projects consistent with the vision of the leader, and willingness to innovate. Interests individual above group. Information is seen as shared knowledge that does not need to be taken out. Lack of strict regulation of group activities - it is subject to fluctuations in the aspirations of the leader.

3. "Circle". This subculture is characterized by a strict distribution of powers and areas of activity within the team, a high degree of formalization and standardization. The activities of functional areas and their interaction are governed by rules and procedures that rarely change. The source of influence is status. The leading values ​​are synchronicity, parallelism, foresight. Everyone should know what to do and do what is prescribed. Everyone goes in one direction. Everyone should feel involved and identify with the organization. Functions and responsibilities are implemented with almost automatic precision. Characterized by a sense of security among ordinary employees, diligence, interest in deepening specialization and developing skills to automatism.

The leadership of such a culture sets the context and purpose, minimizing the rest of the interference, daily work is carried out by itself. The main task of the "transactor or mentor" leader is to organize communication between specialists. Its effectiveness depends on the rational distribution of work and the personal responsibility of the performers.

4. "Team". This type of group is characterized by open discussion of problems and good circulation of information. The activity is task-oriented, the goals are changed as needed. The focus is on achieving concrete results: the right people and the right resources are combined to complete the task as quickly and efficiently as possible, the timing and stages of its solution are constantly monitored.

Relations between employees are built on the principles of interdependence. Leadership is based on facilitating contact and collaboration. Leadership acts as a catalyst for group interaction and collaboration. The effectiveness of the group's activities is determined by individual success, combined with the ability to combine the personal goals of employees with the strategic goals of the organization. Teams are easily adapted due to the matrix principle of internal organization: separate subgroups are created for the task and can be easily reorganized. Managing a group with such a subculture involves the creation of a rational structure, ensuring a high degree of professionalism of employees, the optimal ratio of external control and independence. The manager must be flexible and confident in himself and in his employees. Influence in a team is based not on status or position, but on professionalism and competence.

It is customary in a team to cultivate such abilities of its members as the possibility of improvement in any aspect of team activity and the value of continuous development.

1.3 Team building process

1.3.1 Stages of team development

“Practice shows that a team should be thoughtfully formed, while focusing on a common vision of the situation and strategic goals, as well as using proven interaction procedures ...

Foreign experience the beginning of the 90s of the last century shows that the development of the team goes through the stages of development from the working group, which is essentially a potential team, and only then becomes a team of the highest quality.

In total, there are five stages of team development:

"one. Adaptation.

From point of view business activity characterized as a stage of mutual informing and analysis of tasks. At this stage, the members of the group search for the optimal way to solve the problem. Interpersonal interactions are cautious and lead to the formation of dyads, the stage of verification and dependence begins, which involves the orientation of group members regarding the nature of each other's actions and the search for mutually acceptable behavior in the group. Team members come together with a sense of alertness and compulsion. The effectiveness of the team at this stage is low, since its members do not yet know each other and are not confident in each other.

2. Grouping.

This stage is characterized by the creation of associations (subgroups) according to sympathies and interests. Its instrumental content consists in the resistance of group members to the requirements imposed on them by the content of the task, due to the identification of a discrepancy between the personal motivation of individuals and the goals of group activity. There is an emotional response of group members to the requirements of the task, which leads to the formation of subgroups. When grouping, group self-awareness begins to take shape at the level of individual subgroups that form the first intragroup norms.

The features of the existence of groups at this stage are typical for working management groups with subcultures of the "clique" type. There is an association of all members of the subgroup around its leader, which can cause an uncritical perception of the latter by individual members of the group.

3. Cooperation.

At this stage, there is an awareness of the desire to work on solving the problem. It is characterized by more open and constructive communication than in the previous stages, elements of group solidarity and cohesion appear. Here, for the first time, an established group appears with a distinctly expressed sense of "WE". The instrumental activity becomes the leading one at this stage, there is a good preparedness of the group members for its implementation, and organizational unity is developed. However, there are no sufficiently pronounced psychological connections in such a group. The features of the existence of groups at this stage are typical for working management groups with subcultures such as "circle" and "combine".

4. Rationing of activities.

At this stage, the principles of group interaction are developed. The sphere of emotional activity becomes dominant, the importance of the "I - YOU" relationship increases sharply, personal relationships become especially close. One of characteristic features this stage of development of the group is the lack of intergroup activity. The process of isolation of a cohesive, well-prepared, united in organizational and psychological terms, a group can turn it into an autonomy group, which is characterized by isolation on its own goals, selfishness.

5. Functioning.

From the point of view of business activity, it can be considered as a decision-making stage, characterized by constructive attempts to successfully solve the problem. The stage of functional-role correlation associated with the formation of the team's role structure, which is a kind of resonator through which the group task is played. The group is open to the manifestation and resolution of the conflict. A variety of styles and approaches to problem solving are recognized. At this stage, the group reaches the highest level of socio-psychological maturity, distinguished by a high level of preparedness, organizational and psychological unity, characteristic of a command subculture.

1.3.2 Team development trajectories

As noted, any group goes through a number of stages in its development, but the sequence of these stages depends on the subculture of the group.

"one. A group with a "clique" subculture.

For the members of this group, the main role is played by emotional relations between them, a favorable psychological climate in the group, and only then the successful solution of the problem. Based on this, we can talk about the priority of the development of the emotional sphere; on the material of which the stages of adaptation, grouping and regulation unfold. The group proceeds to objective activity only when it faces the “vital” necessity of immersion in the objective, instrumental component of activity. Until the members of the group understand that their group has developed, that it is cozy and pleasant to be in it, it will not move on to solving the tasks set.

2. A group with the subculture "kombinat".

For the members of this group, first of all, the certainty of the tasks set, as well as their place in solving this problem, is necessary. If this does not happen, group members begin to experience discomfort and anxiety due to uncertainty. Therefore, the group, immediately after adapting to the task, proceeds to the regulation of activities, which is carried out, as a rule, by the most competent member of the group, who owns the technology for carrying out activities. Rationing of activities can also be set from the outside (customer, manager, etc.). Rationing in the field of communicative relations and the sphere of socio-emotional contacts, as a rule, does not occur. The stage is characterized by the clarity and comprehensibility of the rules and norms of activity, which are strictly imputed to the members of the group, and the implementation of which is strictly controlled. With the strictness of norm-formation, the group quite quickly passes this phase and proceeds to functioning. After creating the rules of the instrumental sphere, the group can move on to the functioning stage, and only there, faced with communication problems, will it return to “working through” the emotional sphere in the event of conflicts. At the same time, the value of the emotional sphere of the “combinate” is significantly lower than that of the “clique”.

3. A group with a "circle" subculture.

After the stage of adaptation to the task, each member of the group determines his own place in the technology for solving it, the tools that may be necessary and proceeds to the independent implementation of his subtask, i.e., the group passes to the stage of functioning. At the same time, the implementation of subtasks is combined with the regulation of activities within the group. Everyone outlines the scope of their competence, there is a rationing of the interaction of specialists. The norms cannot be imputed, as in the “combine”, they are agreed in the group. Only after establishing the instrumental sphere, the group proceeds to the establishment of the emotional sphere. At the same time, the value of the emotional sphere in the "circle" is lower than in the "clique". The “circle” reaches the stage of cooperation (we are a group) later than the “combinate”, and even more so later than the “clique”, due to the prevailing value of the individual over the collective.

4. A group with a "team" subculture.

Developing, the group successively replaces the emotional and instrumental spheres: adaptation - grouping - rationing - cooperation - functioning. Such a development allows the group to include elements of the “clique”, “combine”, “circle” in its subculture, while not dwelling on any of them.

1.3.3 Team formation methods

“Under the creation and formation of a team, i.e. team building, is understood the process of purposeful “building” of a special way of interaction between people in a group (called a team), which allows them to effectively realize their professional, intellectual and creative potential in accordance with the strategic goals of this organization.”

“Team building is one of the levels of organizational consulting. There are three levels of team building processes:

1) individual counseling, i.e., managing difficult problems that arise as a result of being in an organization;

2) direct team formation - active team involvement in organizational change planning (a team is defined as a group of more than two people who interact dynamically, are dependent on each other and are directed towards a common goal / mission. Each team member plays a specific role, takes a clear position and performs a specific function in the team);

3) building inter-team relationships. There may be several separate and independent groups in an organization that need to be formed into teams. In this case, counseling is directed both at the process of forming teams and at establishing the relationship between them, since the relationships between teams can facilitate organizational effectiveness, and be a source of pleasure or frustration for individuals.

To carry out the team building process, it is necessary to use the services of consultants who specialize in the implementation of this type of activity. The task of the consultant is to help the group understand their own processes by developing and improving the group's skills and abilities.

To make sure that the team needs some activity to form the team members, management or consultants allow:

Unlimited dominance of the leader;

Warring subgroups;

Unequal participation and inefficient use of group resources;

Rigid or non-functional group norms and procedures;

Presence of rigid defensive positions;

Lack of creativity in problem solving;

Limited communication;

Disagreements and potential conflicts.

These conditions reduce the ability of the team to work together to resolve problem situations collectively.”

“There are four main approaches to team building: 1) goal-setting (based on goals), 2) interpersonal (interpersonal), 3) role-based and 4) problem-oriented.

1. Goal-setting approach (based on goals) - allows group members to better navigate the processes of selecting and implementing group goals. The process is carried out with the help of a consultant. Goals can be strategic in nature or set according to the specifics of the activity, for example, as a change in productivity or sales levels, as well as a change in the internal environment or any processes.

2. Interpersonal approach (interpersonal) - focused on improving interpersonal relationships in the group and is based on the fact that interpersonal competence increases the effectiveness of the existence of the group as a team. Its goal is to increase group trust, encourage joint support, and increase intra-team communications.

3. Role approach - holding discussions and negotiations among team members regarding their roles; it is assumed that the roles of team members overlap. Command behavior can be changed as a result of changing their execution, as well as individual perception roles.

4. A problem-based approach to team building (through problem solving) involves organizing a pre-planned series of process facilitation meetings (involving a third party consultant) with a group of people who share organizational relationships and goals. The content of the process includes the sequential development of procedures for solving team problems and then achieving the main team task. It is assumed that along with the development of such a skill for all members of the team, the activity for its formation should also be focused on the fulfillment of the main task, interpersonal skills, and may also include goal setting and clarification of the functional-role correlation.

“Two types of teams can be distinguished: 1) permanent, “working” teams that have experience of working together and include a leader-manager and subordinates; 2) specific - just appeared, re-created due to organizational structural changes, mergers, tasks.

As a rule, the formation of teams proceeds in four directions:

1) diagnostics;

2) achieving or completing a task;

3) team relationships;

4) command processes of team formation.

There are also the following stages:

Entrance to working group(data collection);

Diagnosis of group problems;

Preparing decisions and drawing up an action plan (active planning);

Implementation of the action plan (active process);

Monitoring and evaluation of results.

Let's briefly consider how to implement each stage in the process of team formation.

1. Login to the working group. The goal is to collect data and conduct diagnostics: a meeting of a consultant with a team without guidance; participation of both consultant and management in the first meeting; the management of the first meeting on the formation of the team without the participation of the consultant after receiving specific instructions from him.

However, the main goal of forming a team is to independently manage and overcome their problems. This process may not take place immediately, but over a long period of time.

Often the team itself is prevented from working effectively by the management or the manager. If it (management) does not realize this, then the situation becomes especially difficult until the team members do not confront him. If this problem is not solved (or avoided) in the team formation process, then the process itself will be completely useless, since the main problem is carefully hushed up.

Another situation is also possible. The consultant clearly determines whether team members are ready for a constructive dialogue with their management. If the team does not trust him and is afraid of punitive sanctions for critical remarks about the administration, then, naturally, additional work is needed - first discussing problems that are safer for the team, and then sharp ones. As soon as the necessary level of trust is reached, the formal leader can join the process.

2. Diagnosis of group problems. The goal is to discuss the effectiveness of the team in order to identify the following general and specific questions ("Where are we going?" and "How are we going to do this?") And choose the appropriate form so that they can be worked out.

In the course of joint work, the most important (actual) team problems are identified, and the group can reach a new equilibrium state, which establishes a higher level of personal participation and a team climate.

3. Preparation of decisions and drawing up an action plan. As a rule, group discussion develops especially actively when team members are asked what they think can be done to solve their group problems.

With a clear definition of the problem, the solution is developed in the course of consensus building and selection of one or more ways of doing it.

4. Implementation of the action plan (active process). The goal is to achieve the actual result through the implementation of the planned activities, the management of intra-group processes.

The group criticizes its performance, analyzes its way of doing things for the team, and tries to strategize to improve its performance. The overall goal of such meetings is to answer the question: “How can we change ourselves so that the team functions more effectively?”

There are four main goals in the active phase of the team building process:

1) changing the set of goals or priorities;

2) analysis and distribution of the way of work;

3) analysis of norms, methods of decision-making, communications;

4) determining the relationships between people doing work.

The duration of such meetings is from one to three days. Meetings must take place outside the workplace. For situational diagnosis of actual problems, the consultant conducts an interview with the leader, as well as with each member of the group before the meeting. The consultant can ask questions like: “What do team members think about group functioning and what are the challenges and barriers to improving team performance?”

Based on the information received, the consultant prepares a training program using active forms of work, aimed at understanding the group's current situation, emerging problems, and possible ways to solve them.

Such joint activity contributes to the emergence of a sense of "team" - unity, connectedness.

5. Monitoring and evaluation of results. The final stage of team formation - the results of the previous stages are evaluated, identified team problems are resolved. The data obtained shows what is wrong, what needs to be worked on.

The formation of a team affects the effectiveness of all its subsequent activities: leadership and the quality of decision-making are improved; the team subculture changes (usually in the direction of greater openness); assertiveness appears in defending one's position, cooperation between all team members.

2. Analysis of the formation of a management team on the example of OJSC CB "SDM-Bank"

2.1 General characteristics of OJSC CB SDM-Bank

Commercial Bank"SDM-BANK" (open Joint-Stock Company) was established in accordance with the decision of the constituent meeting of shareholders dated September 17, 1991 in the form of a closed joint stock company and registered by the Main Department of the Central Bank of the RSFSR in Moscow on November 29, 1991 under registration number 1637. The name of the Bank at the time of creation was - commercial bank "SDM-BANK". Decision general meeting Shareholders (Minutes No. 6 dated March 30, 1994) commercial bank SDM-BANK was renamed commercial bank SDM-BANK (open joint stock company). In accordance with the decision of the general meeting of shareholders (Minutes No. 10 dated April 11, 1996), Commercial Bank SDM-BANK (open joint stock company) was renamed Commercial Bank SDM-BANK (open joint stock company).

Commercial Bank "SDM-BANK" (OJSC) was registered by the Main Department of the Central Bank of the RSFSR in Moscow on November 29, 1991, registration number 1637. The central office of CB "SDM-BANK" (OJSC) is located in Moscow.

Among the founders and shareholders of the Bank are enterprises and companies of various business sectors. The experience and knowledge of the Bank's members in various areas of the economy contribute to the development of a credit institution as a universal financial institution, strengthening its position in financial market, maintaining traditional stability.

The purpose of establishing a credit institution is to develop a diversified financial institution, to receive profit from the main activities of a credit institution, regulated by the Bank's Charter and permitted by the legislation of the Russian Federation.

The Bank's mission is to provide highly professional services to small and medium-sized businesses.

CB SDM-BANK is a member of:

• Association of Russian Banks (Moscow Banking Union);
• National Securities Association (self-regulatory non-profit organization);
• National Association of Stock Market Participants (NAUFOR);
• Moscow Interbank Currency Exchange;
• Association of Regional Banks of Russia;
• Non-commercial partnership "Moscow Stock Exchange";
• Non-commercial partnership "RTS Stock Exchange";
• Non-commercial partnership "St. Petersburg Stock Exchange";
• Moscow Chamber of Commerce and Industry of Russia;
• International association Visa International;
• International association Europay International.

In 1997, CB "SDM-BANK" was accredited as a participant in the "Project for the Development of Financial Institutions", which is carried out by the World and European Banks for Reconstruction and Development together with the Ministry of Finance and the Central Bank Russian Federation. The main objective of this program is to create a small core of potentially manageable banks that are able to restore confidence in the Russian banking system, both in our country and abroad.

In October 2004, CB "SDM-BANK" (OJSC) received a Certificate of inclusion on October 14, 2004 in the register of banks participating in the compulsory deposit insurance system of the State Corporation "Deposit Insurance Agency" under number 69.

CB SDM-BANK (OJSC) has 11 branches located in Moscow and the Moscow region. At present, there is a trend towards the transition of the bulk of the client base to services using remote access, in connection with which the Bank has chosen the structure of the network of branches, in which each district of Moscow will have one branch.

Volume branch network according to the results of the 1st quarter of 2008, it covered 8 cities: St. Petersburg, Perm, Tver, Voronezh, Krasnoyarsk, Nizhny Novgorod, Omsk and Rostov-on-Don. To improve competitiveness, the Bank plans to further expand the geography of its business.

The bank has been expanding the geography of its activities throughout its existence. With the development of modern technologies, new methods of work became available to bank customers: the SDM-Telebank system, the SDM-Trading system, account management via the Internet, ordering plastic cards via the Internet. Successfully work and create new branches in investment-attractive regions of Russia.

As a result of the analysis of the product range for corporate clients, one of the areas of development was opened - the creation of operating cash desks on the territory of the client. In the short and medium term, the bank will pay quite a lot of attention to the development of this area.

One of the areas of service for individuals was the formation of a network of VIP service centers, which allow providing private clients with a range of high-quality services, responding flexibly to changing their requirements, creating individual products and service schemes. Each client of the Bank's VIP Service Center receives a personal manager who coordinates the provision of the widest possible range of banking services, including opening and servicing current accounts, issuing and servicing international plastic cards, opening and maintaining term deposits, consumer lending, and a range of investment products.

The Bank plans to consistently increase the number of its VIP clients this year, expanding this category by 1.5-2 times. Currently, VIP-centers operate in Moscow and St. Petersburg and will be opened in other regional branches in the near future.

For the convenience of servicing and attracting new customers, the Bank is constantly expanding the list of services, constantly introducing new forms of service:

• safe depositories for VIP clients at the head office and branches of the Bank in St. Petersburg and Krasnoyarsk;
• new service payment of the subscription fee for MGTS and for electricity of JSC Mosenergo through the Bank's ATMs;
• increased the number of ATMs;
• a new Internet Bank-Client service for individuals was introduced - a system of remote banking services for individuals through global network Internet in real time, 24 hours a day, from anywhere in the world. Using the Internet Bank-Client system, customers of CB SDM-BANK (OJSC) can:

Receive statements of all accounts in real time;
control balances on all accounts and plastic cards opened with CB SDM-BANK (OJSC), as well as view your personal data;
draw up orders for opening various deposits, order bank plastic cards and subscribe to Additional services Jar;
transfer funds from one account to another (including non-cash purchase / sale of currency);

Pay for services of 16 operators mobile communications(including regional), commercial television, 3 major Internet providers;

Pay for housing and communal services (according to EIRC receipts), electricity (according to the accounts of Mosenergo OJSC), local telephone communications (according to the accounts of MGTS JSC), long-distance and international telephone communications (according to the accounts of Rostelecom JSC).

In 2010, the Bank intends to implement a project of a multi-branch solution "Bank-Client" for legal entities, which will bring the technical support of the system to a higher level. During the year, the daily number of operations of legal entities carried out through the "Bank-Client" increased by 42.8%. In this regard, it is planned to modernize the server hardware of the "Bank-Client" system: the information security of the system will be guaranteed by the installation of the currently best solution from CryptoPro.

In the near future, we plan to provide services of mobile banking that is in demand today. Automation of reporting according to international standards (IFRS) based on SAP will be carried out.

In order to optimize the internal document flow and increase the speed of decision-making, in the second half of 2010 the Bank started to introduce electronic document flow.

In 2009, the Bank introduced automated system management of customer interaction processes, which made it possible to significantly increase the efficiency of implementing the principles of the Bank's individual approach to servicing its customers, and improve the Bank's interaction with customers.

The comprehensive project carried out by the Bank to improve the information security of the Bank to the third level, in accordance with the requirements of the Bank of Russia, is designed to solve the following tasks:

Strengthening protection against hacker attacks on information system Bank from the Internet;

Improving the security of communication channels with branches;

Strengthening anti-virus protection;

Automation of control of own employees in work with confidential information representing banking secrecy.

In 2009, the mortgage program was fully operational. Mortgage loans under uniform standards began to be provided to customers in all branches of the Bank. Factoring operations have become widespread. The Bank's main factoring clients are companies that supply products to large retail chains.

The priority task for 2010 is to improve the quality of services for corporate clients and individuals, for which it is planned to implement a number of projects:

• organize centralized daily interaction between the Client and the Bank on the development and implementation of individual banking products and on current issues,
• implement the services of selecting a range of banking services, taking into account the needs of the Client,
• carry out consultations on the optimal placement of temporarily free funds,
• implement a system of personal managers for corporate clients.

In order to make profit as the main goal of its activities, on the basis of a special permit (license) of the Central Bank of the Russian Federation, the Bank is entitled to carry out the following banking operations:

• attraction Money individuals and legal entities in deposits (on demand and for a certain period);
• placement of attracted funds on its own behalf and at its own expense;
• opening and maintaining bank accounts of individuals and legal entities;
• making settlements on behalf of individuals and legal entities, including correspondent banks, on their bank accounts;
• collection of funds, bills of exchange, payment and settlement documents and cash services for individuals and legal entities;
• purchase and sale of foreign currency;
• issuance of bank guarantees;
• implementation of money transfers on behalf of individuals without opening bank accounts (except for postal orders).

In addition to the banking operations provided for above, the Bank is entitled to perform the following transactions:

• issuance of guarantees for third parties, providing for the fulfillment of obligations in cash;
• trust management of funds and other property under an agreement with individuals and legal entities;
• leasing to individuals and legal entities of special premises or safes located in them for storing documents and valuables;
• leasing operations;
• provision of consulting and information services;
• other transactions in accordance with the current legislation of the Russian Federation.

In accordance with the license of the Bank of Russia for banking operations, the Bank is entitled to issue, purchase, sell, record, store and other operations with securities that perform the functions of a payment document, with securities confirming the attraction of funds to deposits and bank accounts, with other securities, transactions with which do not require obtaining a special license in accordance with federal laws, and is also entitled to exercise trust management of these securities under an agreement with individuals and legal entities.

All banking operations and other transactions of the Bank are carried out in rubles and in foreign currencies. The rules for conducting banking operations, including the rules for their material and technical support, are established by the Bank of Russia in accordance with federal laws.

The Bank has the right to carry out professional activity on the market valuable papers in accordance with federal laws.

Clients of SDM-bank are legal and individuals. However, the Bank is expanding comprehensive service especially important clients and in 2005 started to create VIP-Centers in its regional branches. VIP-service centers allow the bank to provide services at the highest level, assign personal managers to clients, respond to their requests as flexibly as possible and offer a more perfect service.

2.2 Personnel of JSCB SDM-Bank

Consider, using the example of SDM-Bank, how the management team of bankers was formed and how it works today.

Initially, the management team was formed as an informal one, it was a group of young people who had neither money, nor connections, nothing but their own knowledge, the desire to work and realize themselves as they saw fit, and not as prescribed by bank instructions and orders. They were not even owners and did not have their share in the authorized capital, but, in fact, they were employees of the shareholders.

Then the bank began to grow rapidly, branches were opened. The board and groups of people who have long worked and held leading positions formed the core of the bank. They had a strong enough influence on the adoption of specific decisions and themselves carried out responsible operations. Unfortunately, the “founding team” of SDM-Bank did not let go of the management of even the simplest operations. Partly because of reinsurance, partly because of the low professionalism of many ordinary employees. Therefore, they often had to work as operational managers. The chairman of the bank controlled all current work. He thought it was calmer that way. Therefore, a rather rigid hierarchy arose in the bank, which, of course, sharply reduced professional interest, excitement, the desire of employees to try themselves in a new business.

So, as the bank develops and grows, the roles and relationships within the bank inevitably change.

Today, SDM-Bank employees are professionals in their field with extensive experience in leading domestic banks. The Bank makes every effort to ensure that the standard of service for any client is as high as possible and meets the requirements of the time.

Personnel training for SDM-Bank is currently of particular importance. Achieving long-term and short-term goals, the need to increase competitiveness and organizational changes require reliance on well-planned and well-organized training and staff development. At the same time, the matter is not limited to the transfer of certain knowledge to employees and the development of the necessary skills in them. In the course of training, employees can be provided with information about the current state of affairs and about the prospects for the development of the organization. In addition, training is designed to increase the level of work motivation, staff commitment to their organization and involvement in its affairs. Therefore, today OJSC CB "SDM-Bank" considers the costs associated with staff training as a priority and necessary.

The successful activity of SDM-Bank would not have been possible without a clearly formulated and consistently implemented personnel policy, implying both progressive methods of selection, stimulation and development of personnel, and the formation corporate culture and team spirit.

The Bank's personnel management system is constantly being developed and improved in line with current requirements.

A transition was made to new order wages, significantly expanding the base for contributions to the state pension fund. At the same time, the current system for making compensation payments and providing material assistance has been generally preserved.

Work has intensified to staff the Bank's divisions with qualified specialists who have the necessary work experience in Russian and foreign banking structures and who are proficient in modern banking technologies. This was facilitated by the further improvement of the forms and methods of personnel selection.

There has been a recent focus on supporting vocational education in the field of personnel management, strengthening the role and prestige of the personnel service in the system corporate governance bank, identifying and disseminating best practices and applying modern techniques and technologies of personnel management.

2.3 Typical problems of the management team and their negative impact on the activities of the organization OJSC CB "SDM-Bank"

Today, each person working in the SDM-Bank organization performs many roles. When working together, the most pressing team problems are identified, and it becomes possible to achieve a new equilibrium state that establishes a higher level of personal participation and a team climate.

At the same time, 80% of success in the implementation of tasks is due to the well-coordinated work of the management team, which, in turn, is ensured by the correct distribution of roles among the participants. Any manager should be aware that there are not only "technical" roles, but also "psychological" roles that one or more team members can play.

In general, the structure of SDM-Bank's problems can be expressed as follows:

Rice. 2 Problem structure of the SDM-Bank management team

Broken landmarks.

Lack of an agreed position. Members of the management team of SDM-Bank, having a common vision of the tasks facing the company, do not always have a common opinion on how to translate this vision into reality. In addition, members of the management team often cannot agree with each other on how to evaluate the performance of the company and its departments, who performs best, and how to reward employees for special achievements.

Lack of deep understanding. Even if members of the SDM-Bank team reach agreement on plans, their further actions do not always correspond to the decisions made. This shows the habit of leaders, when making a decision, not to go into details and not to analyze the rationale for these decisions.

Lack of focus on solving strategic problems. Not sticking to a common direction, the leadership team spends most of its time on day-to-day activities and “fire” measures, rather than identifying tasks and work that only they can do.

Ineffective interaction.

Lack of dialogue. Often, lengthy conversations do not guarantee that SDM-Bank team members will be able to reach an agreement, since they do not share important information among themselves, do not express critical remarks, and agree with dubious strategies only because they are afraid of “retaliation”. All this increases mutual irritation and gives rise to many hidden problems, especially if the members of the SDM-Bank team do not know each other well and therefore there is no trust between them or there are conflicts between individual divisions of the company.

Non-constructive behavior. Lacking an open dialogue, the SDM-Bank team often does not benefit from the diversity of points of view and experience of their colleagues, as a result, their ability to work creatively and adapt to changes in the market is reduced. As a result, a conflict situation arises, mutual skirmishes, even in a team of top managers. Naturally, this behavior causes fear and a willingness to defend themselves, and if individual team members turn into scapegoats, then already acute problems only get worse.

Failure to update.

personal dissatisfaction. Many members of the SDM-Bank management team, despite their successful career growth and enviable position, are disappointed people at heart: their current work no longer requires them a lot of stress and therefore does not completely capture them. Both individually and as a team, top managers prefer not to delve into the essence of problems and not burden themselves with new information and experience, that is, they try to avoid everything that could disturb their peace. As a result, these top managers become frankly bored and their productivity drops. This is how a recently strong team can lose its ability to energize others and adapt to change.

Isolation. As a rule, the management team of SDM-Bank does not pay due attention to information coming from outside - from other organizations or industries, although it is this information, if processed in time, that can influence key strategic and organizational decisions. Moreover, team members rarely have enough time to analyze information and assess its implications for the future of the company. Without establishing the process of collecting and analyzing information, the SDM-Bank team will not be able to identify the strategically important areas of its activity.

Lack of individual skills. There is no institution of experienced "mentors" in the SDM-Bank company, and no one teaches top managers how to make changes in the corporation. Unlike middle managers, who work under higher-skilled professionals and thus undergo “upskilling” courses, top managers work without insurance and therefore have no room for error.

Researchers note that today employees view their careers not as moving up the hierarchical ladder within one organization, but as a chain of projects that are of interest to them.

A person works in a team as long as the reward, the content of the work itself, and colleagues are of a certain interest and value to him. A team member leaves as soon as this interest is gone. This raises the question of how to form a team, how to keep it, how to encourage people to work productively, how to manage self-organization.

One of the main difficulties of SDM-Bank today is the coordination of individual and team goals, the transformation of these goals into a system-forming factor of the team. Managing the process of self-organization in a team should not allow changes in individual goals under the influence of random factors.

2.4 A set of measures to form an effective management team

Of course, there is no ideal senior management, ideal management teams. Each team should be built for a specific organization. However, if we talk about general rules, then good senior leadership requires at least four types of people on the team: a person of thought, a person of action, a person who understands people, and a person of the public. These four types of abilities are very rarely combined in one person. Therefore, top management is now a job for a team rather than for one person.

There are other reasons why a one-man top management (“one-man management”) harms such a complex banking institution as SDM-Bank. It's an "inheritance" problem. Every change in top management causes a crisis. In addition, when the first person leaves, not a single person remains in the bank who has ever performed this work and proved that he is capable of it.

Therefore, in a normally developing banking organization, top management is always carried out by a team. And for a top management team to function well, it needs the following:

• analysis of the tasks of top management (starting point);
• each of these tasks must be assigned to a person who bears full responsibility for it;
• responsibility must correspond to the personality, qualifications and temperament of the members of this team;
• except in small and simple organizations, no one who has the responsibility of top management does any work other than the work of top management itself.

A management team will not work just because its members like each other. Actually, their mutual likes and dislikes are irrelevant. To be effective, top management must meet very strict requirements, independent of personal relationships between team members. These generalized requirements for the team in practice are as follows.

1. Everyone who bears the main responsibility for any area has the decisive word in it. Each member of the leadership speaks on behalf of the entire team. Otherwise, intrigues and politicking begin, undermining the authority of the team.

2. No one makes decisions or even expresses his opinion on matters that lie outside his own sphere of responsibility. If one team member is approached with a similar question, he should refer it to his colleague responsible for this problem.

3. Team members may not like or even respect each other. But they should not agitate against each other. In public, behind the doors of the deliberation room, they don't have opinions about each other, they don't criticize each other, preferably they don't even praise each other. Maintaining this rule is the function of the team captain.

4. Top management leadership is not a commission, but a team. The team needs a captain. He should not be a boss, not a boss, not a master, but a leader.

5. Everyone must make decisions in their own field. But some decisions must be made collectively - only by the whole team, or at least collectively discussed. Most often, these are decisions in the field of business prospects, large investments, key personnel decisions, the termination of certain areas or the attraction of new ones.

6. The tasks of top management require systematic and intensive work on the exchange of information among team members. This is especially important because top management has many tasks and decisions on each of them have a huge impact on the well-being of the entire organization. Awareness is also required because each member of the team can operate in his own field with maximum autonomy, provided that he makes every effort to keep his colleagues in the know.

Practice shows that the most effective means of facilitating the formation of a team are organizational and activity games (OGA), conducted by specially trained game technicians (teachers). At ODI, special multi-positional-activity relations are created in the conditions of stage modeling of professional activity.

A group of people formed into a team solves tasks (problems) within one to three weeks, for example, develops a company strategy, and in parallel the following is carried out: (modeling) entering into relationships with other members and creating social integrity, modeling actions to fulfill the functional duties of team members, modeling of reflection, mental state and management of joint activities.

The participation of the manager in the ODI allows him to "feel" the mechanism of regulation of production-active and subjective relations in the team. After the ODI, the implementation of such stages of team building is greatly facilitated, such as:

Coordination of goals (goal setting);

Coordination of methods of activity and its organization and management (self-government);

Strategic and everyday self-determination.

In addition, today such a method of forming management teams as re-teaming (from English re-teaming - re-teaming) is gaining more and more popularity. This program is the very technology that allows you to create management teams from scratch, it was developed by Ben Furman and Tapani Ahola (Finland), founders of the International Retiming Institute, recognized specialists in the field of solution-oriented interaction.

Retiming is an effective program of work with personnel, which allows you to solve such problems as the interaction of personnel instead of disunity, adaptation instead of resistance to change, work on goals instead of fixation on problems, taking personal responsibility.

The main principle of retiming is a solution orientation, a way out of the problem field, and the participants' awareness of already existing positive opportunities. Instead of struggling with difficulties and lack of something, the participants' attention is focused on the desire to act even better, even more effectively. The work is structured in such a way that attention is focused on both poles of the task at once: on the desired state (by modeling it and turning to this model for feedback) and on the constraints. The retiming procedure involves the participants of the program going through several stages: setting goals, creating an opportunity to achieve the goal, making a decision and converting opportunities into actions, strengthening the progress made.

Retiming, of course, is a technology, but a creative technology, the choice of a common goal is a mutual exchange of opinions, ideas, vision, but within the framework of the general logic of the process, where after a certain time the result should be presented. What does the group get at this stage? Each participant expressed his point of view, and everyone was heard. Each participant heard the opinion of the other. People working in the same organization are united by a common work, culture, goals and values, therefore, the choice of a common goal of the organization clarifies for the participants the direction of the organization.

Retiming has a wide range of applications:

1) self-management;

2) individual counseling;

3) team building training (and organization diagnostics);

4) a tool for creating management teams at different levels of the company for a specific task of the organization;

5) creation of a management team, which includes specialists from various fields of activity, for example, when restructuring a company, accompanying organizational changes.

The manufacturability of the program allows it to be used for various tasks, but as a result, we get a quick adaptation of personnel to organizational changes, reducing the loss of working time, focusing on joint decision-making and an algorithm for setting goals and teamwork to achieve results.

Researchers argue that now the economic effect of investing in the development of personnel is higher than from investing in capital goods. Recent studies in 3200 American companies R. Zemsky and S. Shamakole (Pennsylvania State University), showed that a 10% increase in staff training costs gives an increase in labor productivity of 8.5%, while the same increase in capital investment gives an increase in productivity of only 3.8%. .

Evaluating the effectiveness of training is probably the most urgent and controversial issue that concerns both training managers and training service providers, and, of course, the customer.

Let's calculate the direct economic effect of conducting training on team building (retiming) based on the approach created by Jack Philips, which allows you to measure the return on investment in staff development (ROI - "Return on Investment").

The essence of the approach is to measure business indicators (for example, the percentage of scrap, loss of working time, the effectiveness of sales visits, etc.) before and after the training program, to highlight the effect of the development program against the background of other factors (changes in the market, the emergence of new products and business processes, etc.).

ROI = ((Program Revenue - Program Costs) / Program Costs) * 100%

So, the cost of a two-day corporate training for Krasnoyarsk companies is approximately 40,000 rubles. Medium wage top manager of SDM-Bank today - 20,000 rubles. Suppose that one work team makes one management decision per month. After conducting the training program in the organization, the time for making managerial decisions was reduced by approximately 5 full working days; the team consists of 10 people.

20 000 rub. / 22 working days in a month = 909.1 rubles. (receives 1 worker in 1 day)

RUB 909.1 * 5 working days * 10 people = 45,455 rubles. - income from the program.

ROI \u003d (45,455 rubles - 40,000 rubles) / 40,000 rubles)) * 100% \u003d 13.6% - the first month.

For every ruble invested, the return is 13 kopecks.

Economic effect from training will increase in the next month, but maintaining the team effect of the staff is required. This is supposed to be achieved by conducting less expensive business games for company employees, which are aimed at developing skills and competencies within the framework of the tasks set by the manager.

The cost of a business game for up to 15 participants is 15,000 rubles.

ROI \u003d (45,455 rubles - 15,000 rubles) / 15,000 rubles)) * 100% \u003d 203% - the second month.

For each invested ruble, the return is 2 rubles. 3 kopecks, which justifies the investment.

Conclusion

The activity on the formation of management teams has long been the object of researchers - psychologists, sociologists, elitologists and others, for millennia it has been the task of all managers implementing the chosen strategies. Today, the task of creating teams in the organization has become urgent for every leader, manager, and is decisive for achieving the organizational goals. The results of studies of managerial activity on team building give grounds for specialists in this field to come to the conclusion that the difficulties of managerial strategists are based on the insufficient theoretical development of this problem and the unwillingness of practitioners to follow the recommendations of the theory.

Having considered the need to create an effective management team in banks, it was found that teams are the best structural principle for senior management and innovation and the best complement to functional structure especially in large organizations. In this regard, we can talk about the degree or level of command in a particular banking institution.

The strengths of the team are obvious. Everyone always knows how the whole works and is responsible for it. The team is receptive to new ideas and new ways of doing things. She is highly adaptable. This is the best way to overcome functional disunity. But, nevertheless, in management quite recently it was realized that the team is a permanent, structural principle of organization.

However, the principle of command also has disadvantages. First, the team has low stability. Profitability in the managerial sense is low: relentless attention is required to the relationships of people among themselves, the appointments of the performers of specific tasks, explanations, communication, etc. Most of the energy of the team members goes into maintaining the work flow, because nothing is done mechanically. The entire management team must constantly explain to itself and to the managers of the organization what it is trying to do, what it is working on, and what it has already achieved.

But only recently in management it has been realized that the team is a permanent, structural principle of the organization. Precisely because the team is a fairly free form, it requires a high level of self-discipline, which not everyone is capable of. And the lack of self-discipline and voluntary responsibility is the first reason for the unsuccessful work of the team.

Bibliographic list

1. Ashirov, D. A. Organizational behavior: textbook / D. A. Ashirov. - M .: TK Velby, publishing house Prospekt, 2006. - 360p.
2. Bazarova, G. Mentor or partner? / G. Bazarova, R. Kaplan / / Personnel service and personnel. - 2008. - No. 4. – pp.31-34.
3. Bragina, Z. V. Personnel management: tutorial/ Z. V. Bragina, V. P. Dudyashova, Z. T. Kaverina. - M.: KNORUS, 2008. - 128s.
4. Brooks, Ya. N. Organizational behavior: individuals, groups and organization: textbook trans. 3rd ed. / J. N. Brooks; [scient. ed. English per. V. L. Dolbaev]. – M.: Business and Service, 2008. – 464 p.
5. Gordienko, Yu. F. Personnel management. Series "Higher education" / Yu. F. Gordienko, D. V. Obukhov, S. I. Samygin. - Rostov n / D .: Phoenix, 2008. - 352 p.
6. Egorshin, A. P. Formation of an effective team / A. P. Egorshin / / Personnel management. - 2006. - No. 13. - p.60-65.
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8. Kalashnikova, L. A team of professionals is the basis of business / L. Kalashnikova, A. Shelyagov / / Personnel Service and Personnel. - 2009. - No. 4. - p.28-31.
9. The best HR solutions. Expertise of the magazine "Personnel business" / Ed. I. Andreeva. - M.: Vershina, 2006. - 272 p.
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11. Samoukina, N. Coaching is your guide in the business world / N. Samoukina, N. Turkulets. - St. Petersburg: Peter, 2007. - 192p.
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14. Personnel management: Textbook for universities / Ed. T. Yu. Bazarova, B. L. Eremina. - 2nd ed., revised. and additional - M.: UNITI, 2009. - 506 p.
15. Khokhlova, T. P. Team - building as a basis modern personnel technologies/ T. P. Khokhlova// Personnel management. - 2005. - No. 1/2. – pp.72-74.
16. Chizhov, N. A. Corporate personnel management / N. A. Chizhov. - St. Petersburg: Peter, 2008. - 352 p.
17. Drucker, P. Efficient Management. Economic problems and optimal solutions. [Trans. from English. M. Kotelnikova] / Peter Drucker. M.: FAIR-PRESS, 2003. - 288s.
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19. Possibilities of coaching in team building [Electronic resource]. – Electron. text. Dan. – Access mode:http://trn.work.ua/articles/103/, free.

Signs of "malfunction"

broken landmarks

Ineffective communication

Failure to update

Lack of an agreed position

Lack of deep understanding

Lack of focus on solving strategic problems

Lack of dialogue

Unconstructive behavior

Personal dissatisfaction

isolation

Lack of individual skills

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Team Building Approaches Team Building Methods Team Building Techniques

Team Building Approaches

One of key points in business, management, life is the selection of the people necessary for this and the creation of a team. The desire to create their own team drives managers in painstaking and important work to develop rules for the interaction of employees of the organization with different qualifications and personal qualities.

Domestic Researchers Dr. economic sciences, Professor State University- Higher School of Economics Leonid Fatkin and HR Advisor to the Management Board of the Joint-Stock Commercial Bank "Investment Banking Corporation" Ksenia Morozova note the following: reveal the true factors of regulation

organizational behavior, it is necessary to penetrate into the deep layers of interpersonal relations ... ".

A team can be formed for various purposes. For example, senior Researcher Institute of the History of Natural Science and Technology of the Russian Academy of Sciences Evgeny Nikolaevich Emelyanov and General Director of the Consulting Center "Step" Svetlana Efremovna Povarnitsyna believe: "... A team is just another possible resource for a breakthrough to a new level of development. But just like other resources, it works well and gives a full-fledged effect only when applied to the place and time ... What does “to the place and time” mean? First of all, each team should be created to solve well-defined tasks. It can be the implementation of urgent changes, or the development of a strategy, or the achievement of new development goals, or overcoming crises, or the development of a new product, or anything else of that kind ... ".

More specifically, David A. Aaker, a professor at the Haas School of Business and the University of California, writes: “...Sometimes

problems that have arisen in the firm (for example, a weakening of the competitive position, or the emergence of opportunities such as technological discovery) force it to make fundamental changes. In such cases, a deep analysis of the problem and meaningful proposals for a change in direction can be made by a dedicated team...” .

Domestic experts Anatoly Timofeevich Zub and Mikhail Vyacheslavovich Loktionov describe those cases when a team is needed as follows: “... Commands are most effective in cases:

development of strategies in conditions of high uncertainty of the environment;

vagueness and plurality of criteria for selecting strategic options;

implementation of several strategies simultaneously;

the need to coordinate complex work;

a wide range of opinions of experts regarding the assessment of strategic alternatives;

conflict of interests of stakeholders;

a high degree of resistance to strategic change...” .

The process of team building can be both a process of reorganizing an existing organization management working group and as a procedure for forming a management team, as they say, “from scratch”. But, as the established approaches show, in any case, the process of establishing a management team begins with the formation of a working group, which is then reorganized into a full-fledged team.

For example, Galkina T.P. considers that the formation of a team consists in the implementation of the following procedures 11:

• 1) determine the purpose of the team;
• 2) formulate its goals;
• 3) set tasks;
• 4) define the role of the team;
• 5) develop group norms.

Further deciphering the purpose of the team in terms of the manifestation of its mission, Galkina A.P. writes that the appointment determines the reason for the emergence and existence of the team, the reason that follows from the vision of the ideal state of the organization, necessary to solve the existing problem. The mission gives rise to the corresponding goals of the team and sets the framework for its functioning.

Goals represent a non-existent, but desired, specific state of the organization itself that would solve an existing problem and allow the team's mission to be realized.

When decomposing goals, tasks appear as actions necessary to achieve the goal. Time frames, proportions, percentages of indicators, assigning tasks to specific performers, etc. contribute to the specific content of the tasks.

Within the framework of assigned tasks, there is often a distribution of roles necessary for the effective achievement of the team's goals.

The effective achievement of goals is also facilitated by the adoption of fundamental rules or norms for the interaction of team members and the implementation by the team as a whole of the relevant processes.

Zinkevich-Evstigneeva T.D. considers the process of forming management teams as a rather lengthy, painstaking and psychologically "subtle" procedure, but necessary due to the fact that this process is a pivotal one in overall strategy organization development. At the heart of this attitude to team building is the thesis that "the psychological and motivational mood of employees is a more significant factor than all the company's investments in one or another restructuring" .

The duration of the process in this case is explained by the fact that it is advisable to form a team not so much from outside specialists, but from the staff of the organization's employees who already know the specifics of the work and the team. At the same time, priority is given to the personal characteristics of candidates, so the missing skills are replenished in the course of team building.

Skills as a system category can be represented by a set of knowledge and experience. For example, a skilled car driver not only knows the rules of the road and the structure of the car, but also has driving experience. Knowledge is a set of verbal (verbal models) descriptions of reality in the form of a categorical apparatus of many concepts and definitions, and experience is a combination of abilities inherent in a person by nature (to move, pronounce sounds, perceive the surrounding reality) and skills acquired in the process of life ( computer skills, interaction with other people). Structural scheme skills is shown in Figure 7.1.

Rice. 7.1.

According to experts, in the process of team building it is important to select two or three key professional specialists in their field of activity, and to select the rest of the team members (with their participation) to help them, giving priority to the personal characteristics of the candidates. Professional and other specific qualities the latter are formed in the course of the formation of the team. Thus, the history of the team becomes part of the history of its members, which contributes to the formation of a specific socio-culture that unites the team members.

If we consider the set of skills that potential team members should have, then we should highlight the skills of systems thinking, communication and leadership skills (see Fig.

Systems thinking skills are necessary for a comprehensive perception of reality and understanding of the mechanisms of interaction between team members and the team as a whole with the environment.

Systems thinking provides not only the results of a comprehensive analysis of the external and internal situation, but also allows you to develop strategic solutions to the problems facing the team.

Zinkevich-Evstigneeva T.D., Frolov D.F., Grabenko T.M. Theory and practice of team building. Modern technology creating teams. - St. Petersburg: Speech, 2004. - 304 p., S. 32.

Skills to extract from various sources useful information to analyze the situation in the external and internal environment assess the risks of scenario decisions

create an atmosphere of trust

create motivational incentives

justify your statements

infect others with confidence in success establish partnerships

relationships to ensure the achievement of goals

Communication provides the creation-atmosphere-of-trust

Rice. 7.2. Structure of skills that members must have

within the team, the necessary motivation of its members and the required interaction.

The leadership abilities of potential team members are necessary to determine rational decisions focused on the final result and ensure the cohesion of the group members and partnerships with the socio-economic systems of the external environment.

Sometimes the following approaches to team formation are distinguished: role-playing, which is based on a discussion on

distribution of roles in the future team; interpersonal, based on the fact that interpersonal competence increases the effectiveness of the team's functioning; goal-setting, based on the joint formulation of team goals; problem-oriented, in which the formation of a team is carried out in the process of joint problem solving.

In this case, there are four directions in the formation of teams:

• ? diagnostics;
• ? achieving or completing a task;
• ? team relationships;
• ? team building processes.

There are also the following stages:

• ? entry into the working group;
• ? diagnosis of group problems;
• ? preparing decisions and drawing up an action plan (active planning);
• ? implementation of the action plan (active process);
• ? monitoring and evaluation of results.

Meredith Belbin identifies five interrelated principles for building teams, as shown in Figure 7.3.

Contributing to the achievement of the team's goals in two ways is manifested in the combination of the team member's performance of his personal team role and the role that he, to one degree or another, can potentially play or actually performs in the process of moving the team towards its goals.

At the same time, when performing roles (functional and command), an optimal balance is needed.

Using the strengths of team members and neutralizing weaknesses in the performance of functional and team roles provides increased efficiency

joint activities of team members.

It must be taken into account that the personal qualities of team members aim them at certain team roles, but at the same time limit team members in self-realization in other roles.

A full set of team roles allows the team to use its technical resources in the most beneficial way due to the emergent properties of the team as a social system.

Rice. 7.3.

In addition to these principles, Belbin suggests that some employees contribute more than other members of the team in the process of its formation, regardless of how much they should contribute to the success of the team in accordance with their role. And from here the conclusion is drawn that it is necessary to look for people who are bright representatives of a certain type of personality necessary for the formation of a team.

The American Practice Guide for Training Company Managers contains the following list of characteristics that ensure the success of the team as a whole:

• ? openness and sociability without fear and embarrassment. The ability to listen to others;
• ? constant readiness to lend a helping hand, respond to a request and come to the rescue;
• ? willingness to move to another position in the interests of the business. The ability to compromise and change one's mind;
• ? honesty, the ability to get things done. A sense of responsibility to other team members, the ability to achieve the support of others;
• ? the ability to clearly outline the scope of their duties, to share duties and responsibilities in such a way that this contributes to the achievement of the best results;
• ? good awareness, development of ideas, the ability to carefully investigate the issue being worked out. Constant readiness for action;
• ? willingness and ability to follow the rules and procedures that all team members must follow;
• ? the ability to understand and accept the goals and objectives pursued by the team. Be informed about all emerging problems, support the team and make every effort to achieve the goals.

Michael Woodcock and Dave Francis at one time proposed a team building program, the outline of which is presented in table 7.1. It is important that the following conditions are met:

• ? Team members are clear about the goals of working together.
• ? The skills of each are known to the rest, and the functions are distributed.
• ? Organizational structure corresponds to the task being performed.
• ? Collaborative methods are selected jointly and improved jointly.
• ? Self-discipline allows you to rationally use time and resources.
• ? There is a time and place for discussing common issues.
• ? The team supports its members and ensures close interaction.
• ? Relations in the team are open, and she is ready to overcome any difficulties and obstacles that come her way.

From the standpoint of socionics, team building is based on a simple rule: “creating a formal team for

solving a specific problem, select workers in accordance with their psychotypes so that in the future they easily develop into a stable informal group - a team. When selecting a team, Yu.V. Ivanov recommends using the algorithm shown in Figure 7.4. for cases of forming a team, as they say, “from scratch”, either in the process of adding new members to the team, or in the process of its reorganization.

Table 7.1

The scheme for creating a team (team) according to M. Woodcock and D. Francis

	Stage name
	Set clear goals	? Smart teams often find their own way if they know where to go. ? Questions of methodology often suck people in headlong.
	Start Small	? "A big oak grows out of a small acorn." ? Success builds trust and builds the foundation for new success. ? People prefer ideas that they can understand.
	Before act, get agreement	? Involvement grows out of genuine understanding. ? Without consent, almost nothing can be changed. ? Reaching agreement takes a long time.
	Make up real	? "Moscow was not built in a day". ? To learn means to unlearn something. ? The cultural level changes very slowly.
	Advise often and sincerely	? People have a lot to say. ? When you consult, you strengthen agreement. ? Manipulation undermines the ability to create a team.
	Link creation team with organizational	? People will be more willing to experiment if it doesn't require a lot of extra work. ? Use regular meetings and regular assignments to build a team. ? Positive results will be more obvious.
	Feel free to meet "political" Problems	? Don't shelve difficult questions. ? Be realistic in your plans. ? If you play politics, you will discredit your efforts.
	Encourage openness and sincerity	? Deep-rooted prejudices and attitudes are easier to deal with when discussed openly. ? Don't suppress discussion.
	Don't call false	? Making promises is easy. ? Unfulfilled promises will discredit you.
	Rearrange your work if necessary	? Organizational work takes time. ? Building a team can increase the individual workload.
	unknown more scarier than known	If the problem is stated aloud, it no longer seems scary.
	Development in the main self-regulating	? Age, abilities and attitudes create limitations. ? Ultimately, we are responsible for our own development.
	You can "drive a horse into water, but you can't make it drink"	? People cannot be forced to change attitudes. ? People can be made to pretend they are changing.
	Remember those who are out of the game	? Envy can help development. ? People love to be involved themselves.
	Building a team can cause other problems	? other groups of people may sense the danger. ? Individual staff members and foremen may outgrow their current roles.
	When creating a team, use and	? There may be individual development. ? New ideas give rise to further creativity.

	other possibilities	Existing systems and methods may be called into question.
	Delegate powers	? people have different strengths and experiences. ? Delegation usually means development.
	Get help from outside if you need it.	? Choose who to contact carefully. ? Take responsibility for your actions. ? Each person has their own perspective and experience. ? A person from the outside is more likely to be impartial.
	Learn from mistakes	? Admit you're wrong. ? Review progress regularly. Zub A.T., Loktionov M.V. Systemic strategic management: methodology and practice. - M.: Genesis, 2001, p. 456. Woodcock M., Francis D. The Liberated Manager. For the leader-practitioner: Per. from English. - M.: "Delo LTD", 1994, S. 250-252. Ivanov Yu. V. Mergers, acquisitions and separation of companies: strategy and tactics of business transformation. - M.: Alpina Publisher, 2001. - S.230.

Groups are a natural and inevitable part of any organization. No matter how communities of people are called: groups, divisions, collectives or teams, most of them are aware of how much their individual success depends on them. No one is able to perform a symphony alone, which requires the coordinated playing of an entire orchestra. If we keep in mind that management is the art of achieving goals with the help of subordinates, then it is necessary that subordinates know and share these goals, and be motivated to achieve them.

The meaning of the term "group" historically goes back to two roots: "knot" - from the Italian groppo and German grop and "circle" - from the German kruppe and French groupe. Interestingly, both of these words were based on the idea of ​​a circle. From this follows the idea of ​​equality of the group of persons forming a circle.

A group is two or more interacting and interdependent people united to achieve a specific goal. Groups created in an organization at the behest of management are called formal groups. They are designed to perform specific tasks and achieve specific goals. There are three main types of formal groups in an organization: leadership groups, production groups, and committees. The leader's group consists of the leader and his direct reports, who, in turn, can also be leaders. The second type of formal group is the working (task) group, consisting of individuals working together on the same task. Although they have a common leader, unlike the command group, they have much more autonomy in planning and carrying out their work. A committee is a group within an organization that is delegated authority to perform a task or set of tasks. Committees are sometimes referred to as councils, task forces, commissions, or teams. But in all cases, this implies group decision-making and implementation of actions, which distinguishes the committee from other organizational structures.

In order to imagine what formal groups the customs authorities of the Russian Federation consist of, one should refer to structural diagrams, which in essence are a means of visual demonstration of the official structure of the organization and which can be used to illustrate the composition and relationships between individual working groups, departments and divisions.

The hallmarks of formal groups are: a clearly defined composition and structure, including organizational norms, common tasks (goals), rigid definition and distribution of roles; unambiguous establishment of the statuses, rights and obligations of the members of the group.

An informal group is a spontaneously formed group of people who interact regularly to achieve certain goals. These goals do not directly coincide with the goals of the organization. There is a community of interests, sympathies, antipathies of group members, manifested in relations of mutual assistance, information exchange, etc. Informal groups have much in common with formal organizations in which they are inscribed (hierarchy, leaders, tasks, norms). However, they do not have a clear structure. They can be open to new members of the organization, the delimitation of roles and statuses in them is not rigid and pre-planned, it is not set from the outside, but is determined by intra-group relationships. Informal groups are able to significantly modify the formal structure.

A special kind of group is a team. A team is a group of people who have common goals, complementary skills and abilities, a high level of interdependence and share responsibility for achieving final results.

All work teams are groups, but only formal groups are work teams. The main difference between teams and traditional working groups is the presence of a synergistic effect.

The formation of an effective management team is one of the priority tasks of the management activities of the heads of customs departments. Each leader must clearly see the immediate and distant goals of the customs activities of his unit, but he needs like-minded people who share these goals and help him turn them into reality.

Researchers have not yet come to a unified typology of teams. It is most convenient to classify them according to the following four characteristics: purpose, duration, membership and structure. Currently, the most widely used in modern organizations are: functional teams, self-managed teams and cross-functional teams.

Functional teams include a leader and his subordinates belonging to a specific functional department. The structure of this type of team is quite clear, issues related to official authority, leadership, decision-making and interaction of members are quite simple and understandable. Functional teams solve specific production tasks and certain customer problems.

The management team of the head of the customs division is an example of a functional team.

Self-managed teams are functional groups of employees who work without a leader and are responsible for the entire work process (or part of it), which consists in providing products / services to the client. Self-managed teams are responsible for both getting the job done and managing it.

Cross-functional teams - A mixed group of specialists in different fields working together to accomplish specific tasks facing an organization.

Teamwork is increasingly used in modern organizations, however, their creation and development require certain efforts that do not always correspond to the result obtained. Therefore, the use of a team is advisable only when the work requires interrelated actions that cannot be performed efficiently in individual work. To determine the need for teamwork, it is convenient to use a three-level team building model, which is shown in Fig. 4.8 (according to D. Macintosh-Fletcher) 28 .

Level A. Cohesive working group. Team members see themselves as one working group, but their work is mostly independent of each other, so they do not need to distribute work among themselves. They can be considered a group because they make a certain contribution to the work of their unit. This group is characterized by:

The presence of a goal shared by all;

Everyone feels accepted by the group and has the ability to influence others.

A cohesive group is focused on the needs of its individual members.

Level B. An effective work team focuses on increasing productivity. Its members are interdependent, which makes it necessary to distribute work to achieve a common goal. This level is characterized by:

Functioning as an autonomous unit within an organization;

Team members share work information with each other;

The presence of goals and objectives shared and understood by all.

An effective work team is focused on growing its effectiveness in solving work tasks as a managed team.

Level C. An effective organizational complex consists of a large number of people, includes sub-teams with different purposes or performing different stages of work. It targets the needs of the organization as a whole. This level has the characteristics of both a cohesive group and an effective working team and, in addition:

Each team is linked to other teams in the organization or to functions to carry out different projects;

Team resources (human and material) are shared with other teams in the organization or their functions;

The team influences the organization's strategy and policies;

People can move in and out of the team according to needs, work flow, time factor.

An effective organizational complex integrates the activities of individual teams big organization, establishes cooperation between them, acts on the principles of teamwork shared by all.

All levels of team building are represented in the customs authorities of the Russian Federation.

It has been established that for the choice of the type of the working group, the nature of the task assigned to it is of fundamental importance. If the task is well structured (simple, familiar, common), then it has a programmable solution. To perform such a task, employees require only certain professional skills, they are well performed by people working independently from each other. Homogeneous groups are effective here, consisting of employees with similar values, beliefs, experience, up to 9 ± 2 people. If the task has a high degree of uncertainty, unstructured, requires an unprogrammed solution (unique, requiring a non-standard approach), then a heterogeneous group of 7 ± 2 people with a high level of teamwork skills is effective.

Having determined the need for a team, you should begin to form it.

Team formation is facilitated by: the presence of group members of such qualities as the ability to listen, empathize, willingness to help others, common values ​​and interests, the desire to cooperate in solving complex problems, clarity and certainty of positions, openness, flexibility. The formation of a team is hindered by: the desire to dominate, constantly enter into an argument, peremptory statements, a negative assessment of the ideas of others, the habit of being always right, reasoning, indifference. Numerous studies in recent years have identified characteristics common to all effective teams (Figure 4.9).

Thus, effective work teams are characterized by: the presence of clear goals; people with the necessary skills and abilities, a high degree of mutual trust between team members, their overall commitment to the team, a high level of communication, the ability to negotiate among themselves and effective leadership 29 .

On the initial stage formation of the management team, the head of the customs unit plays a leading role. He sets clear goals and objectives, inspires confidence in himself, helps develop skills, approaches, improve the techniques and methods of the work performed, achieve coordination of actions, while behaving more like a mentor, assistant, than like a controller.

Initially, the team will include the immediate environment of the leader and other employees who support him, share his ideas, views on joint activities and put them into practice. At the same time, the team not only perceives the ideas and views of the leader, but also provides him with feedback that allows him to refine and develop these ideas. The initial quantitative composition of the management team should correspond to the size of the sociocritical mass (-5% of 30 people, ~10 - 15% of 30 - 150 people). In the future, the team can cover all the employees of the unit, thereby transforming into the team of this unit. In terms of the socio-psychological development of the customs department, the process can be described by the following scheme:

manager - the management team of the leader - the team of the unit.

The team building process goes through a number of stages. American researcher B. Bass distinguishes four stages of team development.

1. Acceptance by team members of each other. At this stage, distrust, wariness and alienation relative to each other are eliminated, and a willingness to cooperate appears.

2. Development of communications and development of a mechanism for making group decisions. The expansion and intensification of communications make the group capable of making collective decisions.

3. Formation of group solidarity. Growth of trust and strengthening of the sense of group identity. Members of the group experience satisfaction from the very fact of being in it and help each other.

4. The desire to maximize group success through the rational use of individual abilities, opportunities and mutual assistance, ensuring informal collective control. This stage is characterized by a shift in emphasis from interpersonal solidarity and support to a common cause.

As the team progresses through the stages of development, the relationships in it reach maturity, which positively affects the effectiveness of its activities.

R. M. Belbin found that the distribution of roles affects the success of the management team. He found that there are two types of roles: professional and team. There are eight team roles: performer, coordinator, set in motion, "thinker", resource explorer, evaluater, collectivist, follow through. The personal characteristics of team members allow them to adapt well to certain roles and limit their ability to successfully perform others. The team should strive for a balance of group roles filled by the right people for those roles. The very same balance of roles is determined based on the goals and objectives of the group. Thus, the formation of a team includes: defining the purpose of the team (why the team exists), formulating its purpose (what the team is going to do), setting goals (how the team is going to do), defining the role of the team (the working approach that the team should take as a group), fundamental rules and regulations (guidelines).

Teamwork has both advantages and disadvantages. The advantages include: the ability to combine a variety of skills to solve a problem or problem, mutual assistance and mutual support, the opportunity to learn from each other, relative independence from the rest of the organization. Among the disadvantages are: isolation from the rest of the organization can lead to the fact that the goals of the team may conflict with the goals of the organization, conflicts arise between different teams, team pressure on its members can lead to “groupthink” (unrealistic perception of the surrounding reality) .

The general trend in the development of management in recent years is the provision of significant independence to small teams that acquire the rights of independent teams. "Team" management technologies began to actively penetrate into the practice of public service, there is a delegation of rights and responsibilities from the upper levels of management to the lower ones. Small teams get the opportunity to manage resources, pursue their own personnel policy, and even engage in strategic planning. Teams are becoming the main tool for achieving innovation, individual commitment, focus on the main tasks. All of the above fully applies to the customs service.

 

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