or all members of norm of productivity and break up as a result of nonacceptance of this norm. Secondly, in such groups there are defining roles, statuses, at everyone the culture of behaviour, the requirements to members of group, the sanctions in relation to them, and especially to those who drops out of it, the claims to a management. The group together with the leader protects itself from encroachments on developed interpersonal relations. Thirdly, the group norm of productivity because in organizational management it is the weak spot becomes the basic weapon of struggle against a management. The group is ready to go on a victim for the sake of maintenance of the status, hoping besides to achieve and other advantages. If it does not occur, the group can go on extreme measures: entirely will leave. In the fourth, each head of group should build with workers of the relation how it is demanded by law of interpersonal business dialogue.
However it was considered by the head of department of the information. It has admitted variety of errors:
1. Has made administrative decisions, without reckoning with opinion of group;
2. Has answered a call of the initiative employee, but has looked through reaction of group to this call;
3. Opposed to its group and has not understood, as well as why business relations have regenerated in the interpersonal;
4. Has transplanted it in a separate room and has received the formal. The relation of translators to work: completely;
5. At last, has definitively destroyed all relations when has achieved revision of bonus system.
The conclusion
In the conclusion it is possible to draw some conclusions and to formulate ten restrictions which disturb to disclosing of potential of group and its productivity:
1. Unfitness of the head its inability on the personal qualities to rally employees, to inspire them on effective working methods.
2. Not qualified employees a typical lack imbalance of functions of the workers, an inadequate combination of professional and human qualities. For example, Vudkok and Frensis offer interesting enough distribution of office roles according to which in each working group should be idea men the directing, the planning, carrying out a role the deterrent and a little executors. The combination of roles depends on specificity of the collective, thus one worker can combine a little from the listed roles.
3. Not constructive climate. It is characterized by absence at a command of fidelity to problems, there is no high degree of mutual support in a combination to care of the blessing of each employee.
4. An illegibility of the purposes. The insufficient coordination of the personal and collective purposes, inability of a management and the personnel to the compromise. Authors underline necessity of periodic updating of objects in view, differently members ...
