Psychology of management

To the inner climate-forming factors belong: 
1. Managerial style
which directly influences people’s mood, behavior, their relations. 
The degree of satisfaction with the style and its motivational consequences forms attitude to 
work. 
2. Work process efficiency
. Here there are meant subjectively evaluated organization-
and-managerial, economic, as well as material-and-technical conditions in which a person works. 
Employees’ dissatisfaction with the way matters are organized negatively influences social-and-
psychological climate. 
3. Employees’ personal qualities
. Through them are focused all the circumstances of 
work activity and personal life. People prone to conflict, intolerant to other people’s opinions, 
with exaggerated self-esteem, unreasonable level of claims and low behavior culture level 
provoke deterioration of social-and-psychological climate. 
4. Corporative (group) culture
which being a group consciousness factor determines 
certain interpersonal relations in a collective as a common value. At strong group self-
consciousness, persons who encroach on common values are disapproved; thus social-and-
psychological climate is protected from infringements. 
5.
This factor is associated with such a phenomenon as 
group pressure
on a personality. 
In the beginning of the 50
th
of the 20
th
century, S. Ash conducted a number of experiments to 
research group pressure on an individual. In one of his experiments seven people were sitting at 
the table and estimated the lengths of various lines. Only one of the subjects was genuine 
(naïve). The other six were the experimenter’s co-workers, their task being to render direct 

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pressure on the unaware subject. The experiment was staged as visual perception training, and 
the subjects were to compare the lengths of the lines on one card with those on other card 
following which the experimenter asked the subjects whether the length of line X was equal to 
that of line A, or B, or C. 
S. Ash selected a very simple task on purpose, so that the subjects when alone would 
always give a correct answer. Ash wanted to find out the following: what will happen when all 
of his six co-workers supposed an incorrect answer? Will the genuine subject say what (s)he 
really sees, or will (s)he be influenced by a unanimous opinion of the group and (s)he will 
comply and give the same answer as the others? Ash organized the experiment in such a way that 
the genuine subject was always the sixth and had always an opportunity to hear five other 
opinions before expressing his/her own. In nearly one third of cases the subject succumbed to 
group pressure and gave the answer which (s)he didn’t consider correct. Such compliance with 
group pressure is called conformism. Conformism in relation to group norms is viewed as the 
process of organizing social signals enabling a person to understand what reaction is expected 
from him/her and what consequences may follow if (s)he behaves differently.