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Style of cooperation may use a person in such cases, if you do not defend their own interests and have to take into account the wishes and interests of the other side.

Style compromise. Its essence lies in the fact that both sides seek to resolve differences. As they say compromise.

Style evasion. Used by man when the problem is that you have touched not so important to you, you do not assert their rights and interests do not cooperate with anyone.

Style devices means that you are acting jointly with another party, but do not try to defend their own rights and interests in order to smooth the conflict. [3.With 45] 2.Metody manage and resolve conflicts.

When communicating with people in conflict behaviors can be very diverse. For example, in conversation with a "inconvenient" opponents can focus on their personal characteristics.

"Absurd man" - often beyond the scope of professional conversation, unrestrained, impatient, his attitudes and approaches to a situation confuses the person or staff unit and unwittingly pushes them to ensure that disagreed with him, argued. Form of behavior - to stay within the professional conversation and try to remain calm, to refute his absurd assertion follows arguments by resorting to other employees.

"Knowall" - always knows everything better than any other, requires a word, all the interrupts.

Form of behavior - to demand from the rest of the interlocutors to express a position on his allegations.

"Talker" - and often tactless to interfere in the conversation, oblivious to the time he spends on his questions and retreat.

Form of behavior - with maximum tact to stop him, limit the time allowed, politely but firmly directed to the subject of conversation.

"Inaccessible companion" - closed, often feels beyond time and space, as all unworthy of his attention Form of behavior - are interested in sharing experiences, acknowledge his expertise and experience, give examples of the range of his interests.

Finally. Despite the fact that you are trying to build relationships with other people on the principles of goodwill and harmony, conflict, alas, happen. It is therefore very important to have the ability to effectively resolve disputes and disagreements that labor relations are not bursting with every conflict, but rather developed and strengthened.





Methods of preventing and resolving conflicts The methods of conflict resolution at the organizational level include:

advance the objectives of integrating between management and staff of the organization;

compliance with the rules of delegation of authority and responsibility between the hierarchical levels of management;

various forms of promotion, involving mutual combination and variation of the monetary and nonmonetary incentive systems.

To the monetary incentive may include the following systems:

the organization of wages in an amount adequate labor contribution of the employee;

premium policies, based on the performance of work and professional conduct of staff;

employee participation in profits and capital of an enterprise;

system of special privileges and entitlements allocated from the profit organizations and non-binding, defined by law (preferential or interest-free loans to target the needs of staff and payment of various insurances, tuition employees or their family members, etc.);

For non-monetary incentive systems may include:

involvement of staff in the development of critical decisions within departments and the organization as a whole;

the use of flexible employment of staff, flexible work and rest;

application of the so-called virtual management structures that do not involve a strict regime of finding employees in the workplace;

use of styles and methods of leadership, meeting the interests of employees;

moral encouragement of staff;

joint activities (sports, parties, introduction of new staff, etc.).

It should be noted that the successful application of motivational systems and their transformation into an effective way to prevent conflict should, on the one hand, these methods are used in unity and relationship, and on the other side - their use should not result in a violation of justice.

For the regulation of the conflict on a personal level, many experts will develop recommendations on various aspects of human behavior in conflict situations, selection of appropriate behavioral strategies and means of conflict resolution and management. It is believed that the constructive resolution of conflict depends on the following factors:

the adequacy of the perception of conflict, ie, sufficiently accurate, not distorted by personal biases estimates of actions, intentions, as the enemy and their own;

transparency and efficiency of communication, a willingness to fully discuss the issues when the parties honestly express their understanding of what is happening, offer a way out of conflict situations and create an atmosphere of mutual trust and cooperation.

Supervisor is helpful to know what character traits, especially human behavior inherent conflict of personality.

Summarizing the research psychologists, we can say that they include the following:

inadequate self-esteem of their opportunities and abilities, which can be either overestimated or underestimated. And in fact, and in another case it may conflict with an adequate evaluation of others - and the soil is prepared for conflict;





the desire to dominate at all costs where possible and impossible;

conservative thinking, attitudes, beliefs, unwillingness to overcome old traditions;

excessive principled and straightforward in his statements and judgments, the excessive desire to tell the truth in the eye;

a certain set of emotional qualities of personality: anxiety, aggressiveness, stubbornness, irritability.

When communicating with people in conflict behaviors can be very diverse. For example, in conversation with a "inconvenient" opponents can focus on their personal characteristics.

References:

1. A. Koshelev Human Resource Management: A Training Manual / A. Koshelev / Human Resource Management. Spb.: Peter, 2008. -153 Sec.

2. MiguraM. I. Total Rewards / M. I. Migura / Human Resource Management. -2004. - 17. - S. 52-55.

I.P Grishkovec "Motivation" 3. Samoukina NM Effective motivation of personnel with minimal financial costs: the manual / Samoukina NM / Effective motivation of personnel with minimal financial costs. Spb.: Peter, 2005. -203 Sec.

4. VihanskiyO. C. Strategic management: a textbook / OS Vikhansky. - 2 nd ed. Pererab.i ext. - M.:

Gardariki, 2000. - 294. Woodcock, M., D. Fresis "Liberated Manager. 1994.

5. Kibanov AJ Personnel management: a manual / Kibanov AJ / / Personnel management. Spb.: Peter, 1997. -304 Sec.

6. Mastenbruk W. Conflict management and organizational development / Mastenbruk W. / / Conflict management and organizational development. Moscow, with 1996-178.

7.IlinE. P. motivation and motives: a tutorial / EP Ilyin. - Spb.: Peter, 2004. -508 Sec.

MOTIVATION SYSTEM CRISIS Vichnevskaya U., Stud.

Tomsk Polytechnic University I venture to suggest that many of us faced with such a problem: When I was a student I didnt do anything and passed the exams successfully;

when I worked in the company X I didnt do anything and received huge money;

nowadays I have to pay my employees huge money for doing nothing. Today such an expression as motivation reduced to payment, we think how to make employees work better and pay them less, the workers think how to work less and get paid more. What are the specific reasons and how can we fight with this?

First of all it is necessary to start with the definition of the word motivation. In psychology, motivation is the term used to explain why people behave in a certain way. Motivation is the force that ignites, directs and maintains our behavior (Bartol and Martin, 1998). The definition has three key components. The first is ignition, is the initial feeling of interests that a person has towards achieving a set goal. The second is direction, is the set of actions that people will take in order to achieve their goal. Direction is influenced by what an individual most desires to do. The third is maintenance of the behavior until the goal is achieved. Maintenance equates to how much an individual is willing to stay in that direction when difficulties arise (Di Cesare and Sadri, 2003) [2, p.

23]. For example, if an employee is wishing to get a pay rise, s/he will probably be more willing to stay for extra hours and take extra tasks at work.

Work is the major factor of social activity formation. Conscious activity is a determining condition of preservation and maintenance of social life. Thus, the motivation of labor activity is the important source of a society development.

Nowadays we have a motivation crisis because the influence of various macroeconomic and personal factors. The structure of valuable orientations transformed and it caused crisis of social activity.

Hence, creative and labor activity does not provide realization of all groups of requirements: physical, social, intellectual and others.

There are some reasons for motivation crisis:

1. Gainful employment in the sphere of material production is not a valuable source of basic needs for major employee now.

2. Conditions of labor activity and medical service become worse but labor requires a big physical stress.

Also theres no help in solution to social problems.

In the development of economic reforms at the national and regional levels profitability prevails social justice. With such orientation successful social transformations can hardly be expected, and therefore, socially active people will hardly to come.

3. There are abrupt changes in the spiritual and intellectual needs. Significant property stratification of the population, due largely to differences in quality and quantity of labor, and criminal activity, also significantly reduces the motivation to work and it causes a crisis.

4. Work is not an effective source for meeting the workers needs now. Such elements of social motives, as working for the good of society and the workforce disappeared or decreased significantly.

The material conditions become worse and it makes workers feel fear for the future. Short-term goals and values dominate in the employees motives. They want to get the benefit immediately, to the fullest extent, reject the opportunity to defer their receipt of a relatively long period of time. Personal and group selfishness, corporate interests become a priority. Motives of social labor recognition and participation in production management occupy the last place among the motives of workers employment.

Thus, the motivation crisis is in the fact that the higher levels of needs are replaced by lower level needs;

there is degradation in pure form. The division-level needs in accordance with the Maslows Hierarchy of Needs.

This theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslow's ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfill their own unique potential (self-actualization) are today more relevant than ever [3]. Maslow's hierarchy of needs is also predetermined in order of importance. It is often depicted as a pyramid consisting of five levels: the lowest level is associated with physiological needs, while the uppermost level is associated with self-actualization needs, particularly those related to identity and purpose. The higher needs in this hierarchy only come into focus when the lower needs in the pyramid are met. Once an individual has moved upwards to the next level, needs in the lower level will no longer be prioritized. If a lower set of needs is no longer being met, the individual will temporarily re-prioritize those needs by focusing attention on the unfulfilled needs, but will not permanently regress to the lower level. The problem is that the current state is inversely proportional to the theory. Old landmarks are destroyed, but a new motivation system is not created. There is no doubt that its emergence requires an appropriate incentive mechanism, which could affect the structure of the working values and, therefore, the social activity.

One of the main macroeconomic causes of the motivation crisis is changing the property relations what lead to the formation of the qualitative state of motivation, its foundations, structure, content, which influences on formation and the type of person with a certain structure of labor values.

The variety of ownership forms significantly changes the structure of motivation, increasing the role and responsibility of the employee for the reproduction, somewhere growth material orientation on the employer and his help, weakens the dependence of workers from the state.

The effective economics functioning requires the type of employee oriented on maximum achievements in work, initiative and enterprise, taking on responsibility not only for their own development but also for the outcome of a common business, realizing their rights and relying on their own.

Formation and development of economic motivation, which gives hope, will focus employees on the implementation of economic interests outside the sphere of industrial activity. The transition to new forms of ownership with deformed work motivation is not capable to give a working activity, because the relation to labor does not change.

We can suppose that the economic independence of labor collectives will continue to meet the needs for them, and the most meaningful thing to employees will be salary as we have nowadays. The existing incentive system of labor activity was largely ineffective and it was also one of the reasons for labor crisis. Another reason is that this system based on the idea about benefits of cheap labor. Actually, this labor costs too much.

Development and full use of workers abilities are not encouraged and this is the main disadvantage of the current material incentives system.

Nowadays the following motivational wages have appeared 1. The wage rate should be determined by personal contribution in the final result of the collective labor.

2. The salary should be flexible and it should depend on complication and quality of work, consumer properties of products which have value for updating motives of socially useful work and rational combination of working for themselves or other people.

3. Increasing stimulating factor of payment by establishing the optimum ratio between SMIC and maximum possible salary.

4. Changing function and role of motivation system, which earlier used as realization power functions of administration not as stimulus.

Thus, an effective balance of interests, motives and incentives in a society is far from being achieved;

fragmentation is more intense than integration on the contrary. There is real contradiction between goals and ways of achieving it, between the motives and incentives that makes a crisis of motivation work and the social activity of man and society in general.

So, the level of motivation is an effective indicator of the progress of reform. But the majority of population do not have symptoms of its rising. The problem is that we should recover it to the previous levels at least.

Thus, we come to the main idea new is well forgotten old. First of all, the most urgent task for our state is to raise standard of living. Then managers should refresh in their memory theories of great scientist on which all the motivation system is based - McGregor X-Y Theory, Abraham Maslow's Hierarchy of Needs motivational model, equity theory on job motivation of John Stacey Adams, David Clarence McClelland's motivational needs theory, etc.

We can assume that the way out of the crisis in the workplace will be accompanied by a destabilization of the employment relationship, because it will affect the vital interests of many groups of workers. The people in any organization have identities, relationships, communities, attitudes, emotions, and differentiated powers. So when you try to change any part of the system, all of these factors come into play, adding many layers of complexity to a change process. Successful management of change requires recognizing the primacy of people factors and the social systems in which they operate [1, p.73]. Opposition to innovation will come not only from workers primitive labor, or having compensation for adverse working conditions, but also from the highly skilled old professions.

References:

1. Richard Luecke, Managing change and transition, Harvard Business School Publishing Corporation, 2. Zorlu Senyucel, Managing the Human Resource in the 21 st Century, Ventus Publishing ApS, 3. http://businessballs.com/maslow.htm COLOR IN ADVERTISING Volzhina Svetlana, student Tomsk Polytechnic University Color one of the most significant elements of advertizing. It usually isn't perceived abstractly, but it connected with concrete subjects. Therefore the mention of this or that object can generate association with its color, and, accordingly, at the sight of color there can be an association with a certain subject, a product, the goods. Thus, color is a characteristic function of perception which transfers expressiveness and allows to acquire certain knowledge of object.

The color scale of an advertizing doesnt appeal less important at positioning and goods deducing on the market, than a logo of firm or its slogan. In "corporate style" color plays an essential role. It influences goods position in the market, and it use as the tool in competitive struggle.

Color in advertizing is widely used for formation of the planned associations. "Bordo", as it is known, is not only color, but also the name of popular French wine. To raise level knowledges, printing and the wine outdoor advertizing "Bordo" is presented in the form of a magnificent wine-colored bow.

It is known that there are stereotypes of perception of color. Almost without a color exception definitely influence nervous system and feelings of people. The associations connected with color at first arise at subconsciousness level, and gradually, in process of influence repetition, the person starts to realize their symbolical values. Gold color which designates high quality, for example, is popular in manufacturers of the luxe-class goods high cost that often connect with prestigiousness of the goods or mark. The color symbolics goes to us from time immemorial. So, the war god Mars associated with red and orange color, and Venus the goddess of spring and gardens with is light green color of clearing up life. Jupiter with dark blue and imperial purple.

To attraction of attention of the consumer often apply color contrasts. So, having been tired of monotonous color advertizing the person necessarily will pay attention on it is black the white advertisement. Various colors promote different degree knowledge of advertizing. Yellow color is especially well remembered, therefore it widely use in advertizing. For strengthening of its perception to it add contrast black color. Such combination causes unconscious feeling of alarm, danger, associates with snakes, bees, wasps and other not palatable beings.

It aggravates perception an advertizing appeal. However it is not necessary to forget that each person has the personal perception of color caused by its specific features. People active, vigorous and aggressive love red colors. Dark blue people quiet, reliable and worthy trust prefer. Blue people cheerful. The green symbolizes the relation to the nature (Gr), to adapt to circumstances. Yellow color optimism, warmth and friendlinesses. Propensity to piggy - pink quite often gives out superficiality and a childness.

Turquoise violet shades poets and artists, as this color complex, consisting of red and dark blue love egocentric persons. Brown answers propensities of people rational and terrestrial, strong standing on the feet or conservative.

The perception of color depends and on a context in which this or that color is used. One geometry of advertizing underlines value of color, another - reduces it. The sated color in an acute-angled geometrical figure strengthens properties inherent in color (for example, yellow color in a triangle). "Soft" colors strengthen the influence at round forms (for example, dark blue color in a circle).

Besides "pure" value of each color there is its subject value. At a color score choice in advertizing it is impossible to forget about conformity of color to object of advertizing. For example, if in advertizing of the car or the sports goods red color causes the associations connected with force, power in advertizing of medical services it will associate with blood and a pain that will lead to decrease in efficiency of advertizing influence.

At advertizing creation it is necessary to consider habits and national traditions of use and perception of color. For example, in Germany green color is well perceived. Germans love all its shades. Under recommendations of English committee about studying of influence of the color, preferable color for Australia also green;

for Holland orange and blue;

for Syria indigo, red, green. Colors and combinations of colors from which application it is necessary to refrain: in Brazil violet with yellow (illness symbolics);

in Iraq olive green (color of Islam);

in China a combination white, blue and black (a mourning sign);

in Syria yellow.

The perception of advertizing is narrowly connected with color value of various subjects which are often used in advertizing materials. For example, flowers too can be an element of national symbolics. So, if for inhabitants of Europe a red rose a love symbol for Latin Americans is a sign on blood and to sweep. One yellow flower is a sign on separation, and for others is a sign on energy and originality. Thus color in advertizing can bear additional semantic value.

References 1. Julie A. Edell, Richard Staelin. (1983) The information processing of pictures in print advertisements. The Journal of Consumer Research.

2. H. Rao Unnava, Robert Burnkrant. (1991) An imagery-processing view of role of pictures in print advertisements. Journal of Marketing Research.

3. Pamela S. Schindler. (2006) Color and contrast in magazine advertising. Psychology and Marketing.

4. William J. Dunlap. (2007) The effect of color in direct mail advertising. Journal of Applied Psychology 5. Michael J. Swain and Dana H. Ballard (2005) Color indexing. International Journal of Computer Vision .., .ą... ( Ȼ) .…... .., .., .Å. - ( KIT) .., Ņ. PR ( ) .….. - ., ą.. ., ԅ.. .., .... . ., . .Ņ. .., .…. - ( 8 ) .̅. ... .., .….. . EVENT-MARKETING ( ) ., .Ņ. PRODUCT PLACEMENT MMORPG ., .Ņ.. PR ( ) .. .Ņ ., .…. -?

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, ( ) SPORT AS A WAY OF DEVELOPMENT OF EVENT TOURISM Asochakova A.I.. TIME MANAGEMENT TECHNICS Baburina . U. FLASH MOB AS A PHENOMENON OF PUBLIC COMMUNICATIONS Chengaeva D.I NUCLEAR WEAPONS AS A GEOPOLITICAL FACTOR OF INTERNATIONAL RELATIONS (CASE STUDY OF NORTH KOREA) Chevalkova E.. RENAISSANCE OF NUCLEAR ENERGY Dechnih T.V., Kirilova U.S. NEW SPECIALITY ADVERTISING AND PUBLIC RELATIONS?

Dovgaya A.A., Nikitina A.A... MODERN METHODS OF MEASURING ADVERTISING EFFECTIVENESS Goroshkina T.Y ON DEFINITION, MAIN PARTS, AND PROBLEMS OF PHILOSOPHY OF GENDEROLOGY (Article II) Gulbin G.K. .. INFLUENCE OF COMMUNICATION ON THE EFFICIENCY OF MANAGEMENT OF THE ORGANIZATION Gunko E.S., Rodina E.U TOLERANCE IN CONFLICT COMMUNICATION BEHAVIOUR Koshkarova N.N THE PROBLEMS OF WORLDWIDE TOURISM Kononova U.A., Chiconina E.V.. THE INFLUENCE OF ENGLISH AS THE COMMON GLOBAL LANGUAGE Konyukhova T., Julia Egel THE USE OF VIRTUAL IMAGE IN PR AND DVERTISING Kosykh O. I NONVERBAL BEHAVIOR AT JOB INTERVIEW Kovalevskaya N.A. STUDENT SOCIAL STATUS Kvasova O. A. CULTURE IDENTIFICATION Stephanie Leichsenring . WOMEN IN MANAGEMENT Lenskaya J.V.. WOMEN IN MANAGEMENT: BREAKING THROUGH THE GLASS CEILING Maksimova A.. FEATURES OF TEXT TRANSLATION IN ADVERTISING Moskvitina A.V IMAGING PHILOSOPHY Marco Negri. THE PROBLEM OF A CHOICE IN THE SYSTEM OF MOTIVATION: TO OPERATE OR TO UNDERSTAND?

Novikova A.Y... PSYCHOLOGICAL CLIMATE AS ONE FACTOR MOTIVATION STAFF Patrakhina E. G. BUILDING HIGH-PERFORMANCE ORGANIZATION Pavlovskaya M.. SUBCULTURE OF SKINHEADS IN RUSSIA Maria Radau . IN FALSO VERITAS. MYTHOLOGICAL WORLDS OF POSTMODERN Razdyakonova E.V MEDIATION: DOES IT HAVE THE FUTURE IN RUSSIA Selezertseva Y.A... ISSUES IN KNOWLEDGE TRANSFER IN MANAGEMENT Staruh A.A. THE NATURE OF ENTREPRENEURSHIP Stepanova E.G... CONFLICT IN THE ORGANIZATION AND METHODS OF THEIR PERMISSION Strogalova E.V.. MOTIVATION SYSTEM CRISIS Vichnevskaya U COLOR IN ADVERTISING Volzhina S.

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