The degree of horizontal abnotivity as a determinant of experts’ teamwork

Мұқаба

Дәйексөз келтіру

Толық мәтін

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Рұқсат жабық Тек жазылушылар үшін

Аннотация

Actuality of the problem is conditioned by the necessity of searching new methods and techniques of organizational work in the high life speed environment and entropy of modern society. Objective is to identify the role and nature of the influence of horizontal abnotivity on the effectiveness and specificity of the perception of teamwork. Mechanism of horizontal abnotivity consists in revealing potential of equal in social and professional status of participants of cooperate activity and giving them support in self-realization and achieving success. The empirical investigation, in which 192 respondents took part, was carried out, by means of set of questionnaire techniques, that allow to collect general data about the respondents, evaluate the level of their horizontal abnotivity and involvement into teamwork, its peculiarities and efficiency in the participants’ conceptualization. By means of statistics methods and qualitative analysis the role of the horizontal abnotivity in determination efficiency and peculiarities of teamwork process was stated. Result of the study is the description of a new type of abnotivity, which assists in disclosing creative potential of equal in status participants of cooperate activity and offering them support in self-realization and achieving success. This type of abnotivity is called “horizontal”. It is stated that the level of expression of horizontal abnotivity impacts involvement of the subjects of professional activity into teamwork and determines its efficiency and peculiarities of its perception. For the first time principles of operation of horizontal abnotivity are described: the higher it is expressed the more often the subject of activity becomes a member of a team; the level of horizontal abnotivity expression of a subject of activity, included into a team, positively affects the evaluation of efficiency of its work, helping in revealing the abilities of each member. Conclusions: the main and additional roles, that moderately and highly abnotive subjects play in a team, differ. The degree of horizontal abnotivity determines efficiency and peculiarities of teamwork.

Толық мәтін

Рұқсат жабық

Авторлар туралы

M. Kashapov

Demidov Yaroslavl State University

Хат алмасуға жауапты Автор.
Email: smk007@bk.ru

ScD (Psychology), Professor, Head of the Department of Pedagogy and Educational Psychology

Ресей, 150000, Yaroslavl, Respublikanskaya str., 108/1

O. Angelova

Lobachevsky State University of Nizhny Novgorod

Email: oangelova@mail.ru

PhD (Economics), Associate Professor, Associate Professor of the Department of Information Technology and Instrumental Methods in Economics

Ресей, 603022, Nizhny Novgorod, Gagarin av., 23, bldg. 2

T. Podolskaya

Lobachevsky State University of Nizhny Novgorod

Email: podolskaya79@yandex.ru

PhD (Sociology), Associate Professor, Associate Professor of the Department of University Management and Innovation in Education

Ресей, 603022, Nizhny Novgorod, Gagarin av., 23, bldg. 2

M. Prokhorova

Lobachevsky State University of Nizhny Novgorod

Email: personalgerente@mail.ru

PhD (Psychology), Associate Professor, Associate Professor of the Department of Management Psychology

Ресей, 603022, Nizhny Novgorod, Gagarin av., 23, bldg. 2

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Қосымша файлдар

Қосымша файлдар
Әрекет
1. JATS XML
2. Fig. 1. Distribution of respondents by field of activity

Жүктеу (570KB)
3. Fig. 2. Distribution of the total primary assessment of respondents

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4. Fig. 3. The average severity score of the total assessment of horizontal absenteeism of two groups of respondents

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5. Fig. 4. ANOVA. The role of belonging to a team in the development of horizontal absenteeism

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6. Fig. 5. ANOVA is one-factor. The influence of the team on horizontal absenteeism

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7. Figure 6. Involvement in teamwork among contrasting groups of respondents

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8. Fig. 7. The influence of the team on the manifestation of abilities among contrasting groups of respondents

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9. Figure 8. The relative effectiveness of the team

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10. Fig. 9. The choice of the main (a) and additional (b) command roles by moderately-absentee respondents

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11. Fig. 10. The choice of the main (a) and additional (b) team roles by highly competitive respondents

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