Kulganov Vladimir

Doctor in science of medical, professor, vice-rector,

Saint-Petersburg state institute of psychology and social work

Novikova Alexandra

Graduate Student, Saint-Petersburg state institute of psychology and social work

Characteristics of team building for Self-Managed Working Team

Abstract: This article highlights the problems of proprietorship, dividing into teams and the development of the team building method. Also considers the psychological characteristics of the business working teams of organic management style. States arising problems in their work and proposes solutions through team building. This article contains a comparative analysis of two teams, affects the specificity of their activity, the differences and similarities.

Keywords: proprietorship, team, team building, conflict, social psychological climate, team building program.

Current models of organizational management involves the transition to teamwork, in turn, the highest level of teamwork is considered to be self-directed working team (SDWT) - this is a small social group that has all the skills, knowledge, powers and duties that are necessary for the performance of the finished work or part of the work. SDWT is a type of a self-managed working team (SMWT), the main difference from other SDWT, besides horizontal hierarchy, is the lack of leadership from outside and absolute self-control. Typically, these teams are employed by organizations for the freelance work, although they may be a separate part of the small business segment, however, most SMWT are not project teams, therefore, can exist not only for the duration of a task. A distinctive feature that is also a characteristic of the self-directed working teams is an educational program and self-attitude "We are the company". SMWT size is typically less than 10 people.

SMWT can be formed spontaneous or purposeful. Spontaneously formed team is a team, the mechanisms of group dynamics of which occur without outside interference.

Purposeful process of creation is called team building - the process of forming a special way of purposeful human interaction in an organized group. This effectively implement energy, intellectual and creative potential of the employees with strategic goals of the organization in accordance. Thus, it can be used for group dynamics operating (primary perception, roles, forming a common value-oriented space, etc.).

Team building as a method has the following objectives: improving productivity (profit maximization) and personal growth of employees - improving social and psychological climate and overall job satisfaction.
As well as through active social and psychological training, team building takes place in three stages: diagnosis, acquisition, determining the need for formative event. The content. Post-training (diagnostics, analysis of the formation of recommendations for further support of the group).

Formative event can be held in any form of active social- psychological training, but the current trend of development involves team-training sessions. Initially, in the tradition of developing rope course, team building unites rather elements of the game and learning. It is reasonable to switch team-complex tasks to the program, which will not fully duplicate the normal line of business, but to wear it all the traits and characteristics of the work. And, of course, teambuilding program should focus on the "problem" areas of the team.

We investigated two teams (10 people) of two commercial organizations of organic control type (mean age, 23 years old, female). Teams on the results of an experiment were divided into an experimental group (Group 1) and the control group (Group 2).

Organizations are proprietorships engaged in the hotel business (Mini-hotels), both are currently at the stage of growth.

Participants are members of SMWT. Both teams were created spontaneously, without any professional psychological intervention.
The aim of our study was to identify the level of subjective performance and employee satisfaction activities of the group, which have been investigated with following criteria: value-oriented unity, the level of communication quality, leadership, interpersonal relations, level of cohesion, conflict and social-psychological climate.

In ascertaining experiment we used the following methods: conversation, observation, "Values" by M.Rokich, "CBS-1" by V.V. Sinyavsky and V.A.Fedorishin, sociometric technique by Y.Moreno, "Personal aggression and conflict" by E.P. Ilyin and P.A.Kovaleva, "Express-technique for the study of social and psychological climate in the team" by O.S. Mikhalyuk and A. Shalyto.

As a result of the study we found out the identity of the problems that led to the following conclusions:

First, the formal and informal leaders are not the same person and and have some troubles in cooperation with each other.

Second, we revealed an increased level of conflict in both SMWT and very low rates of participant satisfaction of social and psychological climate.

Professional qualities (communication and organizational), however, are well developed for both teams.

In processing the data, we concluded that none of the respondents did consider the social and psychological climate (SPC) of its team fully satisfying, 30 per cent of the first and second group members consider SPC, in general, satisfactory. 70 percent of participants in the first and second groups are not satisfied with SPC at all. About 80 percent of respondents noted a high level of conflict.

An analysis of the situation in both teams showed the need for immediate work of the psychologist. First of all, there’s a skip of the following steps: increasing personal contacts and establish emotional contact, creating a common vision, forming rules and regulations for a particular group, which also need to be communicated to each of the teams, planning the first step, which are distributed and explained the duties reflection, where the team knows of how well it is moving forward. In addition, there’s clearly a need for creating a closer cooperation between both formal and informal leaders.

In forming the team building program, we focused on these stages. In view of the problems in working teams we have developed a formative experiment - team building program - and implemented in the experimental group (Group 1). The main block, we put forward the task of "Reception of the delegation, preparing, implementation" - an activity close to the working conditions of the experiment participants, however, allowed to act in new and unfamiliar circumstances.

A control experiment, conducted on the basis of the program, brings the following results: analysis made using t-Student test for related samples revealed that the differences between the indices of the experimental group before and after forming experiment are statistically significant, whereas the difference between the indices of the control groups before and after forming experiment - not statistically significant.

Thus, the data of the control experiment allows us to draw a conclusion about the effectiveness of the program developed by us.
The formation of working teams in modern organizational model most often does not consider the importance of controlling the mechanisms of group dynamics, which leads to problems which have a negative effect on the subjective and sometimes objective measures of job satisfaction. This causes a high turnover rate and, consequently, high inefficiency activities. In order to prevent or remedy such problems, the method of team building is certainly effective.