Irina faced a dilemma. Specific situation. Dilemma for Irina. "Your Style of Conflict Resolution"

Irina faced a dilemma, what should she do? She recently started working for a consulting accounting firm and has already faced a problem that could affect her future relationship with the firm. In an audit of one company, she found that a large amount of money actually paid to the employees of that company was not being funneled through the fund properly. wages... This practice was quite common in many commercial and government structures and helped to hide a significant part of cash from taxes.

Irina believed that this practice is wrong and illegal and should be reflected in the audit report. She raised this issue in a conversation with Nikolai, a senior in her audit team. He admitted that such a problem exists in general, but did nothing to move further towards resolving it. Nikolai invited Irina to talk to the head of the company if something in this matter does not satisfy her.

Before going to the head, Irina thought about this problem for a long time. The audit classes, which she continued to attend and which the firm periodically conducted, emphasized the ethics of professional auditing and her firm's commitment to high ethical standards.

This finally convinced her of the need to meet with the head of the company. However, the visit to the leadership was unsuccessful. Alexey Petrovich, director of the firm, agreed that the practice discovered by Irina was actually not correct. However, he noted that other clients with whom they had to deal did the same. Alexey Petrovich even went to what he said to Irina O the possibility of losing a client in the event that the fact she discovered is reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina left the feeling that if she goes further in resolving the problem, she will certainly acquire an enemy for herself. The state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.

Irina turned to Boris and Mikhail, who had been working in the firm for about two years. It turned out that they had faced similar cases before in their audit work. They were surprised that Irina turned to the director of the firm, bypassing her immediate supervisor, the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insists on her own, then they will not avoid trouble. They admitted that, in essence, the clients' actions were wrong, but they hesitated to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the management of the company looks at it “through their fingers”. So they didn't want to create a problem. Boris and Mikhail urged Irina to be a member of the "team" and to remove this issue.

Irina was faced with a choice. In principle, she could insist on her own way over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain, her actions will not be to the liking of her colleagues. Of course, one could just forget about what happened and do nothing. With such an outcome, she believed, the employees of the company would be satisfied and this, perhaps, helped her to make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time for a solution.

Situation 14 Situation for the analysis of communications in the firm "Electro"

"Electro" is a company with 150 employees, which specializes in the production of electrical appliances: coffee grinders, razors, juicers, mixers. Eight years ago, the head of the company, graduate engineer Ivanov, began producing coffee grinders; every six months he released a new model.

The firm has grown enormously since Ivanov created it with a team of eight. The success is due to two reasons: the devices are of first class quality and are reliable; The decisive factor for success, however, is the distribution system: Ivanov sells his 4 types of products with a team of 120 people exclusively to private individuals. Responsible for sales is Mr. Kashirin, formerly Ivanov's first deputy.

Sales department:

a) clearly organized and works only on a commission basis;

b) sales people are very well trained;

c) sales receive 50% of the revenue from each unit sold.

TO general rules in the conduct of Ivanov's affairs also applies to the fact that:

a) each device has a one-year warranty;

b) Devices that have deteriorated over time are not repaired, but replaced with new ones. The buyer simply sends his defective device along with the guaranteed coupon to the company and receives a new one in return. Thus, customers do not have to deal with complaints. The share of returned goods on average over the past three years was about 2.5% of total sales.

But lately there have been rumors that Ivanov is going to sell his enterprise to an American firm. He was allegedly made a very lucrative offer. Kashirin, who travels almost constantly around the service area and oversees groups of sales agents, heard about this from one of his people during a joint dinner. That agent found out about it from his wife, whom he calls every night. The wife works for the firm in the quality control department. All employees of the group in which Kashirin is at the moment, without hesitation, declare: if this rumor is true, then they will look for another job. They are not going to work under American leadership.

Kashirin, worried, returns to the firm. The next morning, from the chief secretary, he learned that Mr. Ivanov had allegedly quarreled with his wife and wanted to divorce. It is said that he literally threw his wife out into the street at night. However, she considers the story of the sale to an American firm a joke. In the end, she, as Ivanov's secretary, would have known if such negotiations had taken place. By the way, no one else will contact the chief all week.

The company's commercial director, Mr. Dubin, told Mr. Kashirin that Mr. Ivanov is currently in Paris. He knows nothing more.

A week later, on April 1, the director appeared again. On the same day - for the first time in the entire existence of the company - the director's assistant starts his work. His last name is Zhalev and recently he worked for the French subsidiary Siemens Electric.

Mr. Ivanov directs all employees, the inner open information mail, in which he refutes any intention of selling the firm. These are supposedly irresponsible rumors. On the contrary, he is preparing a further expansion of the company, the company intends in the future to include in its range of sales microwave ovens... Therefore, he expects each of the employees to continue to treat their work responsibly, as before. In addition, in this letter, Mr. Ivanov has appointed a production meeting for the last day of this month, i.e. on Friday 28 April.

During this month, the most incredible rumors circulated: on April 19, Mr. Dubinin allegedly went to Hamburg to secretly negotiate with the Japanese. The sales service will be disbanded and reorganized; in the future, deliveries will be made only to wholesale trade enterprises; all agents, if they stay with the firm, will receive a solid part of the remuneration and additional remuneration from the turnover.

Kashirin, greatly disturbed by these rumors, turns to the director in the middle of the month. Predictably, Ivanov reacts in an unrestrained manner. He always believed that the policy of the company and sales were his business. Employees, both in production and sales, should be glad and grateful that Ivanov, being a gifted engineer, invented devices that, due to their quality and reliability, are in great demand. It would never occur to him to ask anyone for permission to implement new ideas.

During the production meeting, Ivanov states the following:

1. He does not understand why these stupid rumors could have arisen.

2. Everything remains the same, except instead of its own invention, Electro will release a microwave oven in about three months, which will be offered on the market at a price of less than DM 300. The device is mounted in Russia under a Japanese license, using those made in Japan electronic elements switching. Also, this device will not be repaired and, in the event of a breakdown, it will be exchanged for a new one. The commission rate for this new device should be reduced to 25% of the purchase price, but the device is selling very well because it is. he does not enter commerce as usual.

After Mr. Ivanov's speech, the entire staff was silent. It showed neither agreement nor objection. After no one expressed a desire to speak, including the leaders, Mr. Ivanov silently and shaking his head left the hall.

OGBOU SPO "Novgorod Agrotechnical College"

INSTRUCTION CARD

to perform practical task number 8

in the discipline "Management"

THEME:Conflict and stress management.

Job title : Analysis of conflict situations.

purpose of work: the formation of the ability to resolve conflict situations.

The form of organization of the lesson - frontal, group

As a result of completing the practical task, the student must

know:

Types of conflicts;

Conflict management techniques;

Essence and nature of stress;

Stress Relief Techniques.

be able to:

Determine the types of conflicts;

Find possible ways to resolve conflict situations;

Workplace equipment : instruction card, notebook ПЗ.

Time rate: 2 hours.

Special safety instructions : No

Literature:

1. Kaznachevskaya G.B. Management. Tutorial/ G.B. Kaznachevskaya. - Publishing house 2nd, add. and revised-Rostov n / a: "Phoenix, 2002.-352s. (Series" Textbooks XX 1st century ").

2. Korolev Yu.B. Management in the agro-industrial complex. Textbook / Yu.B. Korolev, V.D. Korotnev, G.N. Kochetova, E.N. Nikiforov. Ed. Yu.B. Queen/. - M .: Kolos, 2003 .-- 304 p .: ill.

TASKS AND METHODS

FOR THEIR PERFORMANCE

1. Write down the number practical training, topic, name, purpose.

2. Read the conflict situation "Irina's Dilemma" carefully.

3. Write down the questions

4. Before completing the tasks to the situation and give answers to them.

5. Answer the control questions in writing (they are given at the end of the practice activity).

Practical lesson. Topic: "Conflict and stress management"

SPECIFIC SITUATION

DILEMMA FOR IRINA

Irina faced a dilemma, what should she do? She recently started working for an accounting consulting firm and has already faced a problem that could affect her future relationship with the firm. In an audit of one company, she found that a large amount of money actually paid to the employees of that company was not funneled properly through the payroll. This practice was quite common in many commercial and government structures and helped to hide a significant part of cash from taxes.

Irina believed that this practice is wrong and illegal and should be reflected in the audit report. She raised this issue in a conversation with Nikolai, a senior in her audit team. He acknowledged that such a problem exists in general, but did nothing to move further towards resolving it. Nikolai invited Irina to talk to the head of the company, if something in this matter does not satisfy her.

This finally convinced her of the need to meet with the head of the company. However, the visit to the leadership was unsuccessful. Alexey Petrovich, director of the firm, agreed that the practice discovered by Irina was actually not correct. However, he noted that other clients with whom they had to deal did the same. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered would be reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina had the feeling that if she goes further in resolving the problem, she will certainly acquire an enemy for herself. The state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.

Irina turned to Boris and Mikhail, who had been working in the firm for about two years. It turned out that they had faced similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insists on her own, then they will not avoid trouble. They admitted that in essence the clients' actions were wrong, but they hesitated to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the management of the company looks at it “through their fingers”. So they didn't want to create problems. Boris and Mikhail urged Irina to be a member of the "team" and to remove this issue.

Irina was faced with a choice. In principle, she could insist on her own over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is certain, her actions will not be to the liking of her colleagues. Of course, one could just forget about what happened and do nothing. With this outcome, as she believed, the employees of the company would be satisfied and this, perhaps, helped her to make a career in the firm. The only problem she would still have to deal with was her conscience. There was very little time for a solution.

Questions for a specific situation:

What kinds of conflicts are there in the situation? Explain and support facts.

What style of conflict resolution was used by each of the participants in the events? Back it up with facts.

What would you suggest to Irina to act in this situation?

Methodological instructions for question 3:

After examining the theoretical description of conflict resolution styles, determine which one was used by each participant in a particular situation.

Interpersonal conflict resolution styles:

"Leaving the conflict." Lack of personal persistence and desire to cooperate with others on his permission. Usually, in this case, a person tries to stand aside from the conflict, strives to become neutral. The use of this style may mean the individual's decision to allow the conflict to develop. With this approach to the conflict, both sides lose.

« Conflict resolution by force ”. Great involvement and interest in resolving the conflict, however, without taking into account the positions of the other side. This is a win-lose style. Power and physical advantage are required to apply this style. This style can in some cases help to achieve individual goals. However, as in the previous case, others have an unfavorable impression of the individual using this style.

« Cooperation style ". It is distinguished by a high degree of personal involvement in it and a strong desire to join forces with others to resolve interpersonal conflict. With this approach, each side wins.

« A style that encourages you to enter the position of the other side. " The desire to cooperate with others, but without introducing a strong interest in this cooperation. This win-win style certainly has a tinge of altruism. This style helps in striving to realize the desires of others. Owners of this style are generally assessed positively by others, but at the same time, they are perceived by others as weak natures, easily amenable to someone else's influence.

"Style of compromise" consists in such behavior in the course of resolving an interpersonal conflict, which moderately takes into account the interests of each of the parties. The implementation of this style is associated with negotiations, during which each of the parties makes certain concessions. Compromise is widely used in conflict resolution and those who use it are generally viewed favorably by others. This style is a "no-win-no-win" style. In many situations, the style of compromise allows for a quick resolution of the conflict, especially in cases where one of the parties has clear advantages.

Control questions:

What is the incident?

List the most common reasons conflicts.

What is the most optimal method of conflict resolution?

List the causes of stress among workers in organizations.

Criteria for evaluation:

"5" - the tasks were completed in full. The student worked independently.

There are no comments on the content and design.

"4" - the tasks were completed in full. The student worked independently.

In the work, 2-3 inaccuracies in the content of the material are allowed.

"3" - the tasks were completed in full. The answers to the questions of the tasks are presented briefly, with errors.

"2" - the tasks were completed in full. The material is presented haphazardly, with significant errors, carelessly framed.

Task 2. Read the suggested situation and fill in the table.

Conflict with a teacher

Imagine that you received an unsatisfactory mark on the exam. This marked the beginning of an interpersonal conflict between you and the teacher. Please try to describe this conflict in appropriate terms by filling out the form below.

Description of the conflict

QUESTIONS FOR PREPARING FOR THE LESSON:

Conflict concept. Classification of conflicts, their characteristics.

Characteristics of the driving forces of the emergence of conflicts.

The reason and the reason for the conflict. Interaction conflicts.

Conflict management.

Conflict Resolution Styles.

Algorithm for getting out of a conflict situation.

Answer the questions:

Name the stages of the conflict as a process.

Is it possible to permanently exclude conflicts and stress from the life of an organization?

What causes of conflicts in the organization do you know?

Resistance to innovations in the organization as a conflict and methods of overcoming it.

What are the positive and negative consequences of conflicts?

Exercise:

Specific situation.

Irina's dilemma

Irina faced a dilemma, what should she do? She recently started working for a consulting accounting firm and has already faced a problem that could affect her future relationship with the firm. In an audit of one company, she found that a large amount of money actually paid to the employees of that company had not been funneled properly through the payroll. This practice was quite common in many commercial and government structures and helped to hide a significant part of cash from taxes.

Irina believed that this practice is wrong and illegal and should be reflected in the audit report. She raised this issue in a conversation with Nikolai, a senior in her audit team. He acknowledged that such a problem exists in general, but did nothing to move further towards resolving it. Nikolai suggested that Irina talk to the head of the company if something in this matter does not satisfy her.

This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful, Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina was actually not correct. However, he noted that other clients with whom they had to deal did the same. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered would be reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina had the feeling that if she goes further in solving the problem, she will certainly acquire an enemy for herself. The state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.

Irina turned to Boris and Mikhail, who had been working in the firm for about two years. It turned out that they had faced similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insists on her own, then they will not avoid trouble. They admitted that in essence the clients' actions were wrong, but they hesitated to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the management of the company looks at it "through their fingers". Therefore, they did not want to create problems. Boris and Mikhail urged Irina to be a member of the "team" and to remove this issue.

Irina was faced with a choice. In principle, she could insist on her own over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain, her actions will not be to the liking of her colleagues. Of course, one could just forget about what happened and do nothing. With such an outcome, she believed, the employees of the firm would be satisfied and this may have helped her make a career in the firm. The only problem she would still have to deal with was her conscience. There was very little time for a solution.

Questions for a specific situation:

1. What type of interpersonal conflicts take place in the situation? Explain and support facts.

2. Is there a constructive side to the conflict described in the situation? If so, how is it expressed?

3. Are there conflicts of other levels in the situation besides interpersonal? Which? Explain and support facts.

4. What style of interpersonal conflict resolution was used by each of the participants in the events? Back it up with facts.

5. What would you suggest to Irina to act in this situation?

Tasks:

1. Meeting with the director of the Atlant company. The results of work for the first quarter of this year were summed up. The situation on the refrigerator market has changed, as a result of which a large number of unsold products have accumulated in the company's warehouses. The director of the firm assigned all charges for omissions to commercial director I.I. Petrov. In turn, II Petrov notified the meeting participants that already in January he had anxiety about the sale of refrigerators and therefore he gave an oral instruction to the head of the marketing department V.P. Sidorov to determine the market conditions for February and March. V.P. Sidorov responded to the accusations that he had heard about it for the first time. There was a conflict.

2. Determine the nature and type of the conflict known to you (reasons, object, subject). Develop a model effective management conflict.

3. Discuss with a colleague a conflict you remember vividly. Assess the correctness of your behavior to resolve the conflict Look at yourself from the outside. What mistakes did your opponent make on the way to overcoming the conflict?

Task 4. Analyze the "Dilemma for Irina" situation.

Irina faced a dilemma, what should she do? She recently started working for a consulting accounting firm and has already faced a problem that could affect her future relationship with the firm. In an audit of one company, she found that a large amount of money actually paid to the employees of that company was not funneled properly through the payroll. This practice was quite common in many commercial and government structures and helped to hide a significant part of cash from taxes.

Irina believed that this practice is wrong and illegal and should be reflected in the audit report. She raised this issue in a conversation with Nikolai, a senior in her audit team. He acknowledged that such a problem exists in general, but did nothing to move further towards resolving it. Nikolai suggested that Irina talk to the head of the company if something in this matter does not satisfy her.

This finally convinced her of the need to meet with the head of the company. However, the visit to the leadership was unsuccessful. Alexey Petrovich, director of the firm, agreed that the practice discovered by Irina was actually not correct. However, he noted that other clients with whom they had to deal did the same. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered would be reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina had the feeling that if she goes further in resolving the problem, she will certainly acquire an enemy for herself. The state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.

Irina turned to Boris and Mikhail, who had been working in the firm for about two years. It turned out that they had faced similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insists on her own, then they will not avoid trouble. They admitted that in essence the clients' actions were wrong, but they hesitated to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the management of the company looks at it “through their fingers”. Therefore, they did not want to create problems. Boris and Mikhail urged Irina to be a member of the "team" and to remove this issue.

Irina was faced with a choice. In principle, she could insist on her own over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain, her actions will not be to the liking of her colleagues. Of course, one could just forget about what happened and do nothing. With such an outcome, she believed, the employees of the company would be satisfied and this, perhaps, helped her to make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time for a solution .

1. What type of interpersonal conflicts take place in the situation? Explain and support facts.

2. Is there a constructive side to the conflict described in the situation? If so, how is it expressed?

3. Are there conflicts of other levels in the situation besides interpersonal? Which? Explain and support facts.

4. What style of interpersonal conflict resolution was used by each of the participants in the events? Back it up with facts.

5. What would you suggest to Irina to act in this situation?

Task 5. Analyze the situation "To a strange monastery."

“Our show has come to an end. Andrey Ivanovich, thank you for the interesting conversation. Dear viewers, I remind you that I took part in the program general manager Setton & Krowfields Mr. Poplavsky. Maria Stroeva was with you, see you later on the air! " The spotlights went out. Andrei, with a habitual movement, unhooked the microphone from the lapel of his jacket, wiped the makeup off his face with a damp napkin and, saying goodbye to the TV journalist, left the television center.

His Subaru Legacy was around the corner - he had to walk, stretch his legs. Despite his high position, Andrei did without a personal chauffeur, he preferred to drive himself, as is customary in Western companies. "Well, here's spring," Poplavsky sighed deeply. The sun was shining brightly, buds were swollen on the trees, a fresh breeze blew over my face. And the cats scratched their souls. “This is my last interview. Now, hey, they won’t be called - what is their interest in the Eastern European markets? ” - thought Poplavsky, lighting a cigarette. But that didn't really bother him.

A month ago, Andrei - Andy Poplavsky, as the president of S&K Chemicals in Europe called him - was appointed vice president of the corporation for Eastern European countries (among which were not only the CIS bloc, but for some reason also Greece). "Yeah, the region ... will have to live on an airplane." - This thought first came to his mind when he received an offer for a promotion. But nevertheless he agreed: it is stupid to refuse such a chance. The headquarters began to look for a successor to him as CEO of S&KC in Russia - the most dynamically developing market in the region.

“The guys will have problems with the new general, they will,” Andrey thought. After a series of consultations, meetings and conferences, the management of S&K Chemicals made a decision: to appoint Shell Duvbladt from the Swedish office as the head of the Russian division. The team with which Andrey started - "built" distribution, created the first joint ventures with specialized companies (S&K was engaged in additives to machine oils and other auto-chemistry), - will now live under the supervision of a foreigner. How will they take it? Andrey would prefer his deputy Valentin Kalinin to take this place, but the corporation exists according to its own laws. Sometimes they are stronger than common sense.

Smoking-room against

The closed cargo compartment of the business center was converted into a smoking room, where S&K Chemicals rented four floors. A smoking party gathered there and the main debate about the fate of the world in general and the market of auto additives in the CIS countries in particular was conducted. Deputy General Director Valentin Kalinin quit smoking ten years ago, immediately after joining the concern, but now he would have been superfluous here anyway: his colleagues discussed him.

- If Valya wanted to - he would definitely do it! - one of the salesmen assured the smokers fervently.

- What are his chances against an expat? This Swede has been in the industry for twelve years! - reasoned his colleague.

- What does the industry have to do with it ?! He is in Russian - through the stump-deck! Lord, thirty-two years old - and CEO! Laughter! - Lera from the marketing department was indignant.

- Yes, Valya is a cut above him - he works freely at any level.
And what about Kjell? - picked up one of the smokers.

“Not Kjell, but Shell,” corrected Vadik from the sales department, a fan of smart business books. - I checked, "Shell" is read in Swedish. Almost like a firm.

- Well, this "firm" will give us a light, we will hang the walls with "balanskardami"! - Lera quipped.

Valentin Kalinin came to S&K Chemicals back in the mid-1990s. At that time, few people understood what professional distribution was - the market was just being created. Kalinin and Poplavsky took responsibility for the least prosperous regions.

Then Andrey abruptly went up the hill, became the boss, but did not forget his friend - he helped him up. Poplavsky never relied on “his own people”, he strove for professionals to work at every level, in all divisions, first of all, people on whom you can rely. Valentine was just that kind of person.

Kalinin knew the market well, spoke English tolerably well and, surprisingly for a former Ph.D. from research institute, got along well with people - both in the company and outside it. But he harshly denied all sorts of "balancecards", and this was his main disadvantage. Having walked, like most of his peers, in the Komsomol, Valentin considered the formal systems of accounting indicators "useless nonsense." For himself, of course, he built a system internal KPIs However, the high authorities in Europe were not aware of his criteria. This independence, hostility to corporate religion, demonstration of their otherness and self-sufficiency alarmed the authorities, aroused suspicion, and maybe the envy of corporate bosses. For them, he was a stranger, a foreign body. Kalinin was wrong, thinking that the successes speak for themselves, that this is enough to advance. He did not take into account that a large international corporation is almost a state and the higher you climb the corporate ladder, the more important the skills of a politician become. You need to be able to send the right signals up and down, swear allegiance to corporate interests in time and do a lot of other things that have nothing to do with business, but cement a huge corporation scattered across cities and towns of all continents.

Poplavsky understood what the weak point of the deputy was, and tried to teach him the techniques of corporate survival. But in vain. Vision-mission trainings, numerous visits of inspectors from Europe, certification systems that painfully reminded him of his Komsomol past, infuriated Valentine. “All this is not work,” said Kalinin. He strove for tangible results, for “digital”. And, I must say, he achieved his goal well.

In addition to Valentine, there were other candidates for the post from among “our own”, though obviously weaker ones. For example, Andrey liked the experienced and diligent Masha Nedelina, the Moscow region manager. Nedelina desperately wanted to grow: she actively participated in corporate trainings, took the initiative in every possible way. But Masha was not married, and Andrei was afraid that because of this she would not be able to fully concentrate on her career. In addition, Masha would not have passed the language: she did not know the terminology and slang, and this was a big minus. There was also Seva Pilipenko, a reliable, "correct" guy from the former military, who quickly made a career in production, heading a project in Kazan. Seva was ready to fly to Moscow even tomorrow, but he was not known at all in Europe and therefore it was absolutely unrealistic to “sell” Pilipenko to the bosses. In addition, he lacked initiative, enthusiasm, or something. And Seva, too, stumbled upon acronyms that flooded the corporate language of a sprawling international company.

Of all the candidates, Valentine looked the most advantageous ... But it looks like Shell Duvebladt was still better. The Swede headed the sales department and worked directly with the general, in addition, he studied in the United States. All in all, Duvebladt had everything to succeed in emerging markets. And some knowledge of the Russian language, of course, increased his chances.

I won't work with a Swede!

- On Friday, Kalinin went to Poplavsky's for tea. It was time to dot the i's.

- Hi, Andrey Ivanovich, I’m five minutes.

- Why so little? Friday, let's go, maybe a beer mug? - realizing what will be discussed, he tried to soften the upcoming conversation in advance, - Andrey.

- No, I can't, I promised to take my wife to the dacha in the evening. - Valentine was sullen and collected. - I won't work with Kjell! He blurted out suddenly.

- With Shell, - Andrey corrected him automatically. - They read it like "w" ...

- It doesn't matter, - snapped Kalinin. - So, with a Swedish friend. And I think you yourself know why. I will not reveal a terrible secret if I say that, most likely, Tolik, Fedya, and part of the department of the central region will leave with me. Or maybe Sasha Vlasov too.

It was like an ultimatum. Sasha Vlasov has something to do with it ?! He was engaged in technical consulting all his life, and, it seemed, could work with anyone, because his competence did not depend on any bosses. Andrei almost choked in surprise.

- Valya, I did not choose, you must understand ... Yes, you yourself are good. You showed with all your appearance at the last meeting in Vienna how disgusting it all is for you! What do you think Hans's reaction to your candidacy was after that?

- Andrey, what are you, little ?! You know yourself, the market will not tolerate a Varangian! - Kalinin almost shouted back.

- Yes? Do you think you are not a Varangian for the same Hans? - forged comrade Andrey.

“Well, maybe I don’t know. But you will have to work on the ground, in these "pampas"!

Andrei agreed with this argument one hundred percent, but the decision has already been made. Poplavsky could neither Hans nor other heads of the European office explain this mysterious Russian: "to work on the ground" ... Andrei remembered how Shell spoke confidently at an interview about market segmentation, about three key factors of success, time-to customer ratio ... Valya , of course, he also made a “correct” presentation, but his skepticism, a crooked grin and the eternal “no” with which he began every phrase, alas, turned Hans against him.

- Valya, whether you like it or not, you have to live in a corporation according to its laws! Do you think I am not tired of this circus with presentations and "workshops" !? Sometimes you want to howl, but you can't!

- Andrey, I'm sorry, but when time is wasted ... - Valentin tried to argue.

- Yes, not entirely in vain, - Andrey stopped him. - You just do not want to understand that without rituals, without "two ku", the system simply will not work. And I told you a hundred times that you will never grow up if you do not demonstrate healthy Komsomol enthusiasm! Until you speak their avian language, after all! Otherwise, Valya, you will remain a Varangian for them forever!

Poplavsky himself was tired of corporate standards - sometimes playing at traditional meetings in Vienna was not easy for him. However, Andrey perfectly understood that this is a kind of core, without which the company simply cannot fully function. You have to accept it - or leave. For many years he had been trying to hammer this thought into Kalinin, but he, to the constant surprise of the boss, showed strange stubbornness.

- In the end, I have a choice. So: I will not work with a Swede, - snapped Kalinin. - And for the Komsomol enthusiasm, as you put it, over seventy years in our country a persistent disgust has formed, and only ...

- Well, as you know, this is your decision, - Poplavsky waved his hand wearily.

Valentine silently left the office, closing the door tightly behind him.

“Yes, I could not do anything! - Andrey thought with irritation, making his way through the endless Moscow traffic jams home, to "Scarlet Sails". - Well, okay! Nothing, Shell will cope, he is young, ambitious, the canal has been built up, production is established, and I will be there too, if anything .... And Kalinin ... Well, let him leave if he wants. There is nothing I can do about it. Of course, not everyone will understand such a personnel leapfrog - they will have to carry out explanatory work. I'll tell Eychar, let him work. And in general, stop hammering your head with this problem. On Wednesday I still have to fly to Warsaw - that's where the horse wasn't lying around, there to plow and plow ... However, a treacherous thought was spinning in my brain: “Maybe we should still try to“ break through ”Hans?” Getting up tight and desperate, reaching home for dinner, Andrei reached into his briefcase for the saving tomato juice ...

What to do with Andrei Poplavsky ?

Questions to discuss the situation

1. What types of conflicts are presented in this situation, describe them.

2. What styles of conflict resolution are used by Poplavsky and Kalinin?

3. Give an assessment of the behavior of Poplavsky and Kalinin.

4. Why does the Swedish leadership appoint a foreigner to replace Poplavsky?

5. Predict the development patterns of the situation (assess the positive and negative effects for the organization):

Kalinin nevertheless becomes the head of the company (Poplavsky promotes his candidacy);

Kalinin remains to work in the company under the leadership of the Swede;

The company is run by a Swede, Kalinin resigns.

6. Choose the optimal model for the development of the situation and justify your choice.

7. How to resolve the conflict Poplavsky? What to do with Kalinin?

9. What activities will the company need after the implementation of your chosen model?

1. The concept of conflict. Classification of conflicts, their characteristics.

2. Characteristics of the driving forces of the emergence of conflicts.

3. The cause and cause of the conflict. Interaction conflicts.

4. Conflict management.

5. Styles of conflict resolution.

6. Algorithm for getting out of a conflict situation.

Answer the questions:

1. Name the stages of the conflict as a process.

2. Is it possible to permanently exclude conflicts and stress from the life of an organization?

3. What causes of conflicts in the organization do you know?

4. Resistance to innovations in the organization as a conflict and methods of overcoming it.

5. What are the positive and negative consequences of conflicts?

Exercise:

Specific situation.

Irina's dilemma

Irina believed that this practice is wrong and illegal and should be reflected in the audit report. She raised this issue in a conversation with Nikolai, a senior in her audit team. He acknowledged that such a problem exists in general, but did nothing to move further towards resolving it. Nikolai suggested that Irina talk to the head of the company if something in this matter does not satisfy her.

This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful, Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina was actually not correct. However, he noted that other clients with whom they had to deal did the same. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered would be reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina had the feeling that if she goes further in resolving the problem, she will certainly acquire an enemy for herself. The state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.

Irina turned to Boris and Mikhail, who had been working in the firm for about two years. It turned out that they had faced similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insists on her own, then they will not avoid trouble. They admitted that in essence the clients' actions were wrong, but they hesitated to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the management of the company looks at it "through their fingers". Therefore, they did not want to create problems. Boris and Mikhail urged Irina to be a member of the "team" and to remove this issue.

Irina was faced with a choice. In principle, she could insist on her own over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain, her actions will not be to the liking of her colleagues. Of course, one could just forget about what happened and do nothing. With such an outcome, she believed, the employees of the firm would be satisfied and this may have helped her make a career in the firm. The only problem she would still have to deal with was her conscience. There was very little time for a solution.

Questions for a specific situation:

1. What type of interpersonal conflicts take place in the situation? Explain and support facts.

2. Is there a constructive side to the conflict described in the situation? If so, how is it expressed?

3. Are there conflicts of other levels in the situation besides interpersonal? Which? Explain and support facts.

4. What style of interpersonal conflict resolution was used by each of the participants in the events? Back it up with facts.

5. What would you suggest to Irina to act in this situation?

Test:

"Your Style of Conflict Resolution."

	confrontation	solution	compromise	avoid	adaptation
1				A	B
2		B	A
3	A				B
4			A		B
5		A		B
6	B			A
7			B	A
8	A	B
9	B			A
10	A		B
11		A			B
12			B	A
13	B		A
14	B	A
15				B	A
16	B				A
17	A			B
18			B		A
19		A		B
20		A	B
21		B			A
22	B		A
23		A		B
24			B		A
25	A				B
26		B	A
27				A	B
28	A	B
29			A	B
30		B			A
Total number of circled letters in each column

The style with the most points is your conflict resolution style.

1. A - There are times when I give others the opportunity to take responsibility for solving a problem.

B - Instead of discussing issues on which our opinions differ, I will try to emphasize those points with which we both agree.

2. A - I try to find a compromise solution.

B - I try to take into account all interests - both his (her), mine.

3. A - I usually stand my ground.

B - I could try to satisfy the interests of another person and keep our relationship.

4. A - I try to find a compromise solution.

B - sometimes I sacrifice my desires for the sake of the desires of another person.

5. A - I am constantly looking for help from other people in working out a solution.

6. A - I try to avoid trouble for myself.

B - I try to make my position win.

7. A - I try to postpone the question until I can think it over well.

B - I can give up some points in exchange for others.

8. A - I usually insist on achieving my goals.

B - I try to immediately and openly identify all interests and problems.

9.A - I feel like disagreements don't deserve to be worried about

B - I am making some attempts to make the solution the way I want.

10. A - I am firm in achieving my goals.

B - I try to find a compromise solution.

11. A - I try to find out all interests and problems immediately and openly.

B - I could try to satisfy the feelings of another person, which can cause an argument.

12. A - sometimes I avoid expressing what may cause an argument.

B - I am ready to agree with some of the statements of another person, if he agrees with some of mine.

13. A - I offer a "golden mean".

B - I insist on fulfilling my requirements.

14. A - I will tell the person how I see the situation and ask him to do the same.

B - I will try to show the other person the logic and advantages of my position.

15. A - I could try to satisfy the feelings of the other person and keep our relationship.

B - I try to do my best to avoid unnecessary tension.

16. A - I will try not to hurt the feelings of the other person.

B - I will try to convince the other person of the merits of my position.

17. A - I usually insist on achieving my goals.

B - I try to do my best to avoid unnecessary tension.

18. And - if it makes other people happy, I could allow them to validate this point of view.

B - I am ready to accept some of the statements from the statements of another person, if he agrees to accept some of them.

19. A - I try to find out all interests and problems immediately and openly.

B - I try to postpone the question until I think it over well.

20. A - I will try to immediately overcome our differences.

B - I will try to find a good payoff ratio for each of us.

21. A - in the upcoming negotiations, I will try to reckon with the wishes of the other person.

B - I always tend to direct discussion of the problem.

22. A - I try to find a solution that would be something in between his and my requirements.

B - I insist on my requirements.

23. A - I most often care about meeting the wishes of all parties.

B - sometimes I give others the opportunity to take responsibility for making a decision.

24. And - if the position of another person seems to me very important, I can meet halfway in order to satisfy his requirements.

B - I try to persuade him to compromise.

25. A - I try to show the other person the logic and advantages of my position.

B - in the upcoming negotiations, I will try to reckon with the wishes of the other person.

26. A - I offer a "golden mean".

B - I almost always care about the satisfaction of all parties.

27. A - sometimes I avoid making statements that could cause controversy.

B - if it makes other people happier, I could allow them to validate their point of view.

28. A - I usually insist on achieving my goals.

B - I usually seek help from others to come up with solutions.

29. A - I offer a "golden mean".

B - I feel like disagreements don't deserve to be worried about.

30. A - I try not to hurt the feelings of other people.

B - I always share a problem with another person so that we can work on it together.

Topic 14. Basic concepts strategic management.

QUESTIONS FOR PREPARING FOR THE LESSON:

1. Characteristics of the main methods and models of strategic management: SWOT - analysis, PEST - analysis, BCG matrix, McKinsey matrix.

Exercise 1.

Specific situation.

"AquariusSystemsInform"

The pioneer of Russian computer production (assembly), AquariusSystemInform, in April 1995, announced that it was practically leaving this business and was concentrating on selling foreign computers in Russia. Due to the fact that it was planned to enter Russian market well-known computer manufacturers such as Fujitsu and Digital, Aquarius hoped to be successful in the sales business. It was decided to mothball computer production until the prerequisites for age in the "manufacturing" business are formed.

Assembly personal computers the company "Aquarius" was engaged in 1990. At that time it was a revolutionary undertaking. And not so much because the company "Aquarius", which at that time had the status of a joint venture, decided to engage in production rather than import computer technology, as the overwhelming majority of Soviet computer firms did, but primarily because the enterprise opened its own computer assembly plant in Shuya Ivanovo region... In those days of August 1990, there were a lot of enthusiastic reviews and forest statements about the beginning of the company "Aquarius". The forecasts were extremely optimistic.

The capacity of the plant in Shuya made it possible to produce 10 thousand computers per month. In the conditions of a socialist economy, it was important to fit into the system of planned deliveries. Firm "Aquarius" managed to conclude a lucrative contract with SoyuzEVMkomplekt, which carried out the supply of personal computers throughout the Soviet Union. In accordance with the agreement SoyuzEVMkomplekt had to purchase 35 thousand personal computers from Aquarius. Further, this figure automatically increased to 75 thousand. By the spring of 1991, the plant entered the production of 6 thousand personal computers per month. However, the collapsed ruble and the introduction of increased customs duties the contract with SoyuzEVMkomplekt, concluded in rubles, was made absolutely unprofitable for components for computers. Firm "Aquarius" went to break the contract and pay fines. After that, she had to look for buyers in the market. This forced her to cut production to 1,000 computers a month. Further, the situation became even more complicated. As a result, production fell to 200-300 computers per month, and the number of employees at the plant was reduced by three times: from 150 to 50 people. In order for the plant to work without loss, it was necessary to produce 1.5 thousand computers per month. The company was not able to sell such a quantity. An attempt was made to start the production of cash registers. But this attempt did not give the desired result. In the face of production cuts, the firm's management tried to retain staff. However, all the same, it was forced to go to the dismissal of workers. In 1995, only qualified assemblers remained at the plant, who perform the functions of guards and, if orders for computers appear, assemble them.

The difficulties of 1992 were overcome by Aquarius due to the fact that the company decided to diversify. By reorienting its capital from computer production to finance, as well as trade and construction, the company achieved an annual turnover in 1993 of approximately $ 100 million. At the same time, the computer business accounted for only a quarter of the turnover, which was comparable with a share of turnover in construction (20%) and less than the share of turnover attributable to investment projects(32% of the total turnover).

Diversification of activities has led to a change organizational structure... Instead of joint venture"Aquarius" a group of ten practically independent firms emerged, operating in certain areas of business, such as construction, computer business and others. The group is headed by a holding company that owns a controlling share.

Assignment to a specific situation:

Using the SWOT matrix, first individually and then in small groups, fill in the squares. Then summarize the analysis.

Fig. 1 SWOT Matrix

Topic 17. Group dynamics.

QUESTIONS FOR PREPARING FOR THE LESSON:

1. Characteristics of a person's personality. Personality and group.

2. Group dynamics.

3. Team, team building.

4. Group roles. The role of the head (according to Mintzberg) in the management system.

5. The personality of the leader. The qualities of a manager.

Exercise 1:

Having studied the classifications of the roles of the head G. Mintzberg, fill in the table yourself. Consider role behavior leader as the leader of the organization.

Task 2.

Specific situation.

Management team in the company.

In mid-October, 29-year-old Boris Minin, the president of a small company, was scheduled to meet with his management team about price increases for the goods sold. He received the presidency a year ago from his father, the owner of the company. It has been a truly crazy year. The company almost went bankrupt. However, there is still much to be done to move the company away from the brink of the abyss.

Below is a description of the members of the management company of Boris, who gathered for the meeting at 11:00. Vladimir - 32-year-old CFO of the company; he has been working in the company for three years, having come there from one of the "Big Six" audit companies. In addition to finance, he is responsible for accounting and general administration. Nikolay (35) has been with the company for eight years. Although he is an economist by training, he has changed many jobs at the company. Now he deals with the procurement of goods from suppliers and reports to Vladimir. Elena, Boris's 45-year-old sister, runs the trading operations. The trade is organized through dealers, so Elena has only a few subordinates. By family circumstances she failed to graduate and get a higher education.

Boris called a meeting and invited a management consultant to discuss issues and connections with the need to improve the company's performance.

Boris: Okay, we've already spent a lot of time discussing the issue of price increases. Vladimir recommends raising prices by 16% now. I would like to know the opinion of each of you about this. Let's start with you, Vladimir.

Vladimir: My analysis of the data from the earnings reports indicates that a 16% price increase is necessary right now if we still want to make any profit this year. At my best estimate, we lose money on every sale. We have never raised prices since the beginning of the year. We just don't have a choice right now. We have to do this.

Nikolay: Of course, it would be better to increase prices not in comparison with the beginning of this year, but in comparison with the same period last year. It should be borne in mind that we are in the middle of the sales season and a massive increase in prices is not very desirable. But, unfortunately, we have no way out.

Vladimir: We have no way to refuse it.

Boris(pauses, looks around everyone in the audience): So, all of you recommend increasing prices right now?

Nikolay and Vladimir: Yes!

Vladimir: It must be remembered that we cannot raise prices for old orders, they can only be entered in new orders. We have already sent many orders at the old prices. Dealers may not accept our offers. Therefore, the price increase will affect only those orders that we expect to receive.

Nikolay: If the increase in prices is attributed only to new orders, then, taking into account Elena's 32-page list of completed orders, we simply will not be able to feel the result of the increase in prices that we are talking about.

Vladimir: Then we must notify the dealers of the price increase for the goods already supplied to them. I will delay deliveries to them and send them price increase letters. I will also ask them to confirm their consent to this. Otherwise, I will hint to them that they do not expect goods from us in the future.

Nikolay: Indeed, confirmed orders will give us that opportunity.

Boris: Do you think this is the best thing to do?

Vladimir: We make money, and it would be foolish not to raise prices in this situation.

Boris: Elena, you are dissatisfied with something. What do you think about this?

Helena(shrugs): I don't even know.

Vladimir(with obvious impatience): We lose money on every order.

Helena: I am concerned that we will raise prices in the middle of the sales season.

Nikolay: If you wait, then you can just forget about it.

Vladimir: Elena, then suggest something.

Helena: I do not know. (Pause.) These orders (picks up a 32-page order book) went through a month with the dealers. There are over 175 articles of goods. All this must now be redone and sent back to dealers for confirmation. I don't really like it.

Vladimir: But it's worth doing.

Nikolay: Look, in our letters we will be able to refer to inflation, and besides, this is the first price increase in a year. Most dealers will understand this. Let's try. It's worth the risk here, isn't it, Elena?

Helena(shrugs again).

Boris: Elena, say something.

Helena: Do not know. I understand that prices need to be increased, but this worries me.

Vladimir: Business is about making tough decisions. For this we are paid.

(Everyone fell silent, looking at each other, and then everyone at Boris.)

Questions for Part I of a specific situation:

1. Explain what happened at this meeting? What role did each of the participants play? What did each of them do and try to do? Try to draw a diagram of the interaction of the participants in the meeting. Was the meeting effective? Explain.

2. What decision are they going to make? What details are important for this decision?

3. What would you do if you were in their place?

Consultant(calmly): I think Elena is saying interesting things. You want to “make” big bucks in the middle of the sales season. This is the problem. If you cannot do without increasing prices, then you should think about how to do it, removing most of the problems caused by this solution.

Vladimir(rudely and resentfully): It would be foolish to refuse to raise prices.

Consultant ( calmly): Maybe this is true, but are you doing it in the best way? There are always many ways out of a situation. I do not think that you solve the problem the most effective way... (Pause.) Even taking price increases as a basis, it can be done well or badly. Here it is worth thinking about how to do this with the least loss. (Everyone is silent while the consultant looks at them and waits for someone to comment. Hearing nothing, the consultant continued) So, while you exchange letters with dealers, it will take a long time. The effect of the price increase will only appear at the end of the season, and you will receive the money even later. Think about the fact that during this time you will lose a number of orders. What will be more in this situation: gains or losses? Look at it in time. (The consultant paused to give an opportunity for comment.)

Helena: This is what I meant.

Vladimir:(no longer rude and obviously with a positive attitude): Okay, I'll do that.

Nikolay: We have a whole bunch of new orders awaiting confirmation ...

Vladimir: That's right, if they help us, then we can start with large orders and do it today.

Consultant: Why not involve Elena's people in this?

Helena: Yes, they know the dealers better. We will entrust them with this work. And let them contact dealers immediately. True, it will take a lot of effort to convince the leaders of the need to raise prices. I will also do this immediately after the meeting.

Vladimir: I think that for large orders, everyone needs to work individually on the phone, and not send letters to small orders.

Consultant: It is necessary to persuade the dealers to keep the orders. This must be done. Tell them that you will keep all their orders and will accommodate them with any changes they deem necessary due to the price increase if they confirm their agreement within five days. And this whole process must be kept under control.

Helena: What worries me is how best to do all this work. After all, raising prices is a serious matter. I think that people will meet us halfway.

Vladimir: Elena and I will deal with all of this immediately. (Everyone fell silent again.)

Boris: Okay, can you all do this work immediately? We'll meet again tomorrow morning and see how we're doing.

Questions for Part II of a specific situation:

1. What do you think about the final decision now? Is it better? Could you call the first solution “limited”?

2. Could Boris's management team make a new decision without the help of a consultant? Justify your answer.

3. Would you say that in Part I, the management team did not address the problem? Why?

4. What did the consultant notice in the work of Boris's management team and in its organizational environment in the company? Do I need to change anything here?

5. How this situation evidence of group problem solving, decision making, and group work in general?