The process of interaction between the organization and the employee has a two-way nature of the interaction, and this primarily applies to senior managers: their influence on the team is enormous. 

A manager who has set himself the goal of creating an effective team must have certain qualities that will serve as an example for subordinates and help the process of maintaining an organization:

• Benevolence and respect, regardless of the value of the employee (respect for the individual)
• Integrity – The ability to adhere to your own rules
• The ability to notice and publicly reward even small successes
• To express criticism, on the contrary, in private and in neutral terms affecting exclusively professional qualities
• The ability to motivate employees for self-development
• Be an example in the field of mentoring

Selfishness, intolerance, and the inconsistency of the manager’s reactions to production situations separate and confuse employees. Sadly, a person comes to work in a company and often leaves the manager.

Team building methods

An effective, close-knit team does not appear from scratch; it is a long-term, spontaneous, or controlled process. One of the conditions for creating a team is a strong leader, however, in addition to this, it is necessary to take into account other factors: the presence of even small joint achievements, the opportunity for each employee to find “his place” that best meets his abilities and needs. Many email marketing agencies have used these team-building methods and have boosted their growth levels.

Team building principles:

• Clear separation of powers
• Unity of requirements
• Fairness of punishments and rewards
• The priority of common interests over private ones
• Maintaining order, discipline
• Encouragement of initiative
• Establishment of a hierarchy
• Establishing clear norms and standards of behavior

To create and develop a team, it is very important to follow the principle of division of labor, since it is difficult to expect loyalty from an employee who has to perform work that does not correspond to his skills, abilities, and duties.

The system of motivation and remuneration helps employees to become imbued with the goals of the company, to subordinate their own desires to common tasks. The principle of discipline ensures diligence, responsibility, the ability to agree with orders. Discipline is beneficial only if it is obligatory for everyone, from the very bottom to the top management.

Need for Inter-Departmental work

To level the climate in the state, psychologists and human resources departments often use methods borrowed from pedagogy.

• At the first stage, the requirements come from a leader who is principled, consistent, firm, but responsive to the emerging individual difficulties of the group members. He builds a system of current and distant goals, which he broadcasts to the state.
• At the second stage, a formal or informal core is formed, an asset of the team, which monitors the organization of the group members.
• Thanks to the system of purposeful actions, over time, the activity and involvement in the management process of all team members increases.

Separately, it is worth mentioning another method of improving the atmosphere in the team – working with disloyal employees. Oddly enough, such employees are often employees with long experience and a decent level of professionalism. This is a dangerous phenomenon, since an “old-timer”, having weight in the team. It is more likely to “infect” his colleagues with his mood.

Mutual Understanding is the way

There are objective and subjective reasons for employee disloyalty. The first group includes poor equipment of the workplace, lack of social benefits, irregular working hours. This also includes the lack of mutual understanding or psychological incompatibility with the leader. Which can be overcome if there is a desire on both sides. 

Subjective reasons when an employee is a stubborn “passive oppositionist” are difficult to overcome. It is better to part with such an employee, regardless of his potential professional usefulness. The harm of his influence on the team will ultimately outweigh the benefit of his work.

Evaluating the performance of a manager

We spoke above about the role of leadership in the formation of a favorable psychological climate. However, any activity needs control. Otherwise, it will be impossible to assess its effectiveness and, if necessary, adjust the action plan. One of the most informative methods of controlling the socio-psychological climate is a questionnaire survey.

To achieve the objectivity of the survey, it is necessary to convey to the employees the goals of the survey. To emphasize that the opinion of the respondents will be taken into account when developing measures to improve. The working conditions and to guarantee the anonymity of the survey. At the same time, it is not enough to allow the employee not to sign his questionnaire. It is necessary to organize such a method of collecting questionnaires, which will exclude the transfer of completed sheets from hand to hand.

Questions for Questionnaires

Here are examples of questions for questionnaires:

1. How would you rate your belonging to the company: I feel like a member of the team; I participate in the activities of the collective because it is so accepted. I do not feel like a part of the team.
2. Who (how many) of your colleagues can you ask for help if necessary?
3. A table with diametric values, such as “friendliness – hostility” or “cooperation – disunity”. Where each of the extreme values ​​is assigned a certain number of points. Based on which the indicator of the negative or positive psychological atmosphere is calculated.

Creative organizations

Creative professions include not only music groups. But also advertising agencies, book publishers, etc. Despite their specific activities, these organizations also have a certain structure, hierarchy, and have production goals.

The creation of a creative team and the subsequent management of it has its own characteristics:

• Creative workers do not tolerate total control, they need certain freedom of action;
• The leader must develop together with the team. Suggest new initiatives and directions. A creative person works in a group exactly as long as it is interesting to him;
• It is necessary to show tolerance for the tendency of employees to argue. It is not necessary to argue with the boss. But certainly to express your point of view about the situation and ways to resolve it.

Managing a team of individualists is not easy. But knowing the nuances of the interaction of creative employees makes it easier for the leader and increases the effectiveness of the team.

Conclusion

Achieving a favorable atmosphere is only possible with targeted, coordinated activities. This process should involve both the manager and individual services and each employee. 

The nature of the psychological climate in the team affects each employee and the performance indicators of his work. Since motivation, self-confidence, and the desire to benefit the company largely depend on the working environment.