Проблемы социальных отношений в коллективе

                Problems of socio-economic relations in collectives, methods of their solution

       One of the main types of motives that encourage a person to work in a team is social motives. It is thanks to them that a person is ready to perform his work, focusing not only on its content and material compensation for labor, but also on the opportunity to take a certain place in the social structure of the team. This allows him to receive moral satisfaction from work, the possibility of self-expression and from the attitude of others, determined by the status of a person in the labor collective. At the same time, any team is formed from individuals who have different life experiences, different worldviews and different levels of professional knowledge and skills. These features of the team members affect the relationships in the work team, the problems that arise and the ways to solve them. A separate pole of influence that determines the basic principles of interaction and solves the problems of relationships in the labor collective is its leader.

In the process of communication between team members, the regulatory function of communication is particularly noticeable, as the impact of the team on the behavior, activity, and value system of team members for the purpose of a kind of standardization. That is why team members who stand out from the general standards have problems in their relationships with other team members. [4, p. 156]

There are several problem areas in the relations in the labor collective.

The entry and adaptation of a new employee in the team. A new employee cannot fully express himself as a person, since his worldview, upbringing and experience may conflict with the norms of the labor collective, which successfully suppresses individuality by any means.

Any adult repeatedly faces the need for adaptation in the labor collective during the working period of his life. Adaptation in general is aimed at maintaining the stability of human interaction with the surrounding world. However, due to the fact that both a person and his environment are constantly changing, it is impossible to complete adaptation in principle. Therefore, adaptation in the labor collective is also eternal as a concept and a state and is characterized by certain stages. The most important stage is the stage of adaptation in a new work collective. Employment for a new job is one of the most stressful events because of its impact on the internal state and behavior of a person. However, for the established team, the appearance of a new member also makes changes in the rhythm of work and relationships. Therefore, the team members adapt to the new employee.

The change of status within the team is another event that triggers the mechanism of adaptation in the labor collective. Moreover, when increasing the status of an employee in his own team, associated with career growth, the process of restoring homeostasis in the team can even be much more difficult than appointing to the same position in another team, since the actions of a new manager sometimes face significant opposition from former comrades.

However, usually, when talking about adaptation in a team, it is adaptation in a new team that is meant. A new employee must demonstrate his professional skills in a fairly short time, that is, in fact, prove that he was not taken to this workplace for nothing. It is the simultaneous start of professional activity in a new labor collective and the need to establish relationships with others that makes this period so difficult. Therefore, it turns out that there are actually several adaptations - professional adaptation and socio-psychological adaptation.

The increased need of the employee for maximum personalization after the completion of the initial adaptation encourages him to search for means and opportunities to restore his individuality, which may not be welcome in the team, since changes are being made to the existing system of distribution of roles and privileges. This is a kind of period of riots. An individual does not have the opportunity to fulfill his needs for personalization before he can master the norms existing in the team (moral, educational, industrial, etc.), and also does not master all the techniques and means of activity that other members of it possess. A person should be like the surrounding members of the team as long as the task is to "be like everyone else". These tasks are achieved by some more, others less successfully, however, all this happens in the experience of a certain loss of their individual differences. At the same time, it sometimes seems to a person that he is dissolving into the "total mass". There is something like a temporary loss of personality, but these are his purely subjective ideas. Already at this stage, an individual can, in certain situations, act as a person for others.