Satisfaction of employees Identification of informal leaders in the enterprise team Determining the attitude of employees to their immediate superiors Identification of relationships along the management vertical hierarchy - the attitude of employees to higher management Satisfaction with work, working conditions, motivation

1. Employee satisfaction assessment
Please note that the data in the reports has been modified and is only intended
to demonstrate the research report

2. General information
TA R G E T
P R O J E C T
Conducting a sociological study of
employee satisfaction with work at "A"
TA S K S
▪ Identification of informal leaders in the enterprise
team
▪ Determining the attitude of employees to their
immediate superiors
▪ Identification of relationships along the management
vertical hierarchy - the attitude of employees to
higher management
▪ Satisfaction with work, working conditions,
motivation
G E O G R A P H Y
___________
O B J E C T S O F
R E S E A R C H
Empolyees of organization "A"
M E T H O D O F
R E S E A R C H
Self-completion of questionnaires
by employees (anonymous
survey)
S A M P L E S I Z E
77 respondents
T I M E L I N E S
3
January 2024

3. 3
Summary
✓ The majority of respondents completely agree that they know exactly what they are responsible for and what is included in their responsibilities (75.3%), as well as who exactly
to contact to resolve work issues (77.6%). 42.9% of employees rather agree that it is not customary in the organization to go beyond their authority, and 26% rather disagree.
Thus, there is a clear division of labor responsibilities in the organization
✓ The most common barriers that employees face when performing their work are lack or delay of information necessary for work (45.7%), too long coordination of work issues
(22.8%), too much work (13%)
✓ The vast majority of employees (93.5%) would not change jobs if they were offered a job with the same salary. Moreover, 66.2% would undoubtedly recommend “A” to a friend
looking for a job. This indicates a high level of job satisfaction overall.
✓ The organization has created favorable conditions for self-realization of employees
✓ Most employees trust the qualifications and professionalism of their immediate supervisor, as well as the decisions made by management "A"
✓ The majority of respondents believe that decisions are made on the basis of existing regulations in the company - each employee, including managers, is responsible for decisions
made at their level
✓ The majority of respondents found it difficult to answer what they would like to see more from managers to solve assigned tasks and maintain a healthy climate in the team, or
do not contact them
✓ Measuring the degree of agreement with various statements showed that the organization’s employees have a high level of work motivation
✓ The main motives for the work of employees are decent financial remuneration (15.9%), a good atmosphere in the team (13.1%), interesting work (9.2%), opportunities for
professional development (9.2%), and career opportunities ( 9.2%)
✓ The most effective ways to convey your opinion or information are contacting your immediate supervisor, lighting, planning meetings (46.4%), team meetings with management
(26.4%), feedback boxes (17.3%)
✓ Working and living conditions are assessed by the majority of respondents as excellent or good
✓ The average overall job satisfaction in "A" is 8.9 points on a 10-point scale, which is a very high indicator (scores above 8 points)
✓ Despite this, the majority of respondents (58.7%) consider their level of workload to be high (overwork and delays at work periodically occur)

4. 4
✓ There is a clear division of labor responsibilities in the organization
✓ According to the respondents, the most effective form of resolving labor (industrial) conflicts is meetings with the immediate supervisor; none of the respondents considered strikes
and sabotage in production activities to be an effective form of resolving conflicts. This once again confirms the high level of trust in management. 27.3% of respondents noted that
there are no conflicts
✓ The most common causes of conflicts are unreasonable changes and the assignment of additional functional responsibilities to employees (17.7%) and frequent process changes
(9.7%)
✓ Good relationships with colleagues and a comfortable environment in the team are important for employees, but in the process of communicating with colleagues they do not
forget about their work responsibilities and are focused on achieving high results at work
✓ 41.9% of respondents believe that all decisions in the department are made solely by the head, are not discussed and are binding. 32.4% noted that management sets goals, the
employee himself has the right to decide how he will achieve them
✓ 10.4% of respondents did not answer the question of whether they consider their manager an informal leader. 81% of the total number of respondents consider their manager an
informal leader
✓ According to most sociometric criteria, the informal leader is ______.
✓ Half of the respondents have work experience in "A" from 1 to 3 years, 23.7% - from six months to 1 year
✓ 78.1% of the total number of respondents to the question are specialists
Criterion
Which of these leaders
would you turn to first for
help?
Did you feel any
discomfort after
communicating with your
manager?
Imagine a situation where
your manager calls you to
move with him to a new
place of work, but
maintaining the same
conditions. Which of these
leaders would you agree
to transition with?
Many of the decisions
made by this leader are
not fully implemented or
are not implemented at
all.
This manager provides
little or late information to
complete his assignments
This manager is an
informal leader in the
team
"Winner"
Chief Engineer (23.4%) Main accountant(7.8%)
First Deputy Director
(15.6%)
Chief Engineer(5.2%) Chief Engineer(7.8%)
First Deputy Director
(22.1%)

5. S AT I S FA C T I O N W I T H T H E
O R G A N I Z AT I O N O F W O R K

6. 6
Division of labor
✓ The majority of respondents completely agree that they know exactly what they are responsible for and what is included in their responsibilities (75.3%), as
well as who exactly to contact to resolve work issues (77.6%)
✓ 42.9% of employees rather agree that it is not customary in the organization to go beyond their authority, and 26% rather disagree
9,1%
2,6%
26,0%
2,6%
22,1%
42,9%
19,7%
75,3%
22,1%
77,6%
Я точно знаю, за что отвечаю, и какие
задачи входят в круг моих рабочих
обязанностей
У нас не принято выходить за рамки
своих полномочий
Я всегда знаю, к кому именно нужно
обращаться для решения рабочих
вопросов
Совершенно не согласен
Скорее не согласен
Скорее согласен
Совершенно согласен
N=77
I know exactly what I am
responsible for and what
tasks are included in my work
responsibilities
It is not customary for us to
go beyond our full powers
I always know who exactly I
need to contact to resolve
work issues
I completely disagree
Rather disagree
I rather agree
Completely agree

7. 7
Barriers to performance
N=77 (What barriers do you most often encounter when doing your job? (choose up to four answer options))
✓ The most common barriers that employees face when performing their work are lack or delay of information necessary for work (45.7%), too long
coordination of work issues (22.8%), too much work (13%)
1,1%
1,1%
1,1%
6,5%
8,7%
13,0%
22,8%
45,7%
Отсутствие или недостаточная помощь со стороны руководителей
Плохие условия труда
Плохое техническое состояние оборудования
Низкий профессиональный уровень специалистов
Многие из принятых решений реализуются не в полной мере или
не выполняются вообще
Слишком большой объем работы
Слишком долго согласуются рабочие вопросы
Недостаток или запаздывание информации, необходимой для
работы
Lack or delay of information necessary for work
It takes too long to agree on work issues
Too much work
Many of the decisions made are not implemented in full
or are not implemented at all
Low professional level of specialists
Poor technical condition of equipment
Poor working conditions
Lack or insufficient support from managers

8. 8
Attitude towards the place of work
N=77 (If you were offered another job with the same salary as now, what would you do??; Would you recommend "A" to a friend looking for a job?)
✓ The vast majority of employees (93.5%) would not change jobs if they were offered a job with the same salary
✓ At the same time, 66.2% would undoubtedly recommend "A" to a friend looking for a job
If you were offered another job with the same
salary as you do now, what would you do?
66,2%
27,3%
2,6% 3,9%
Рекомендовал бы
без сомнения
Возможно,
порекомендовал бы
Не знаю, как
поступил бы
Я бы подумал,
прежде чем это
сделать
Probability of recommending "A" to a friend looking
for a job
Would recommend
without a doubt
Would probably
recommend
I don't know what I
would do
I would think before
doing this
I wouldn't change my
job; 93.5%
I don’t know what I
would have done;
5.2%
Would move to work
in another
organization; 1.3%

9. 9
Conclusions on the block
✓ The majority of respondents completely agree that they know exactly what they are responsible for and what is included in their responsibilities (75.3%), as
well as who exactly to contact to resolve work issues (77.6%). 42.9% of employees rather agree that it is not customary in the organization to go beyond their
authority, and 26% rather disagree. Thus, there is a clear division of labor responsibilities in the organization
✓ The most common barriers that employees face when performing their work are lack or delay of information necessary for work (45.7%), too long
coordination of work issues (22.8%), too much work (13%)
✓ The vast majority of employees (93.5%) would not change jobs if they were offered a job with the same salary. Moreover, 66.2% would undoubtedly
recommend "A" to a friend looking for a job. This indicates a high level of job satisfaction overall.

10. O P P O R T U N I T I E S F O R S E L F - A C T I VAT I O N
A N D R E L AT I O N S H I P W I T H M A N A G E M E N T

11. 11
Opportunities for self-realization
N=77
✓ The majority of respondents rather or completely agree with statements about opportunities for self-realization in the organization
✓ More than 5% of respondents found it difficult to assess the degree of their agreement with the following statements:
- I understand what my career growth at “A” depends on (6.5%)
- In “A” proactive and effective employees have the opportunity for career growth (5.2%)
- “A” provides me with opportunities for professional training and advanced training (6.5%)
1,3%
4,2%
1,4% 0,0% 0,0% 1,3%
5,6%
21,3% 19,4% 19,2%
5,3%
1,3%
10,4%
15,3%
50,7% 48,6%
53,4%
41,3%
27,3%
35,1%
23,6%
26,7% 27,8% 26,0%
53,3%
71,4%
53,2%
55,6%
Мне достаточно
возможности для
карьерного роста
Мне понятно, от чего
зависит мой карьерный рост
Инициативные и
эффективные работники
имеют возможность для
карьерного роста
Наша организация ценит и
удерживает
высокопрофессиональных
работников
Мне интересна работа,
которой я занимаюсь в
настоящее время
Моя работа позволяет мне в
полной мере реализовывать
свои способности
Наша организация
предоставляет мне
возможности для
профессионального
обучения и повышения
квалификации
Совершенно не согласен Скорее не согласен Скорее согласен Совершенно согласен
Completely disagree Somewhat disagree Somewhat agree Completely agree
I have enough
opportunities for
career growth
I understand what
my career growth
depends on
Initiative and
effective employees
have opportunities
for career growth
Our organization
values ​​and retains
highly professional
employees
I'm interested in the
work I'm currently
doing
My work allows me
to fully realize my
abilities
Our organization
provides me with
opportunities for
professional training
and advanced
training

12. 12
Trust in management and decision-making style
Evaluate which decision-making style is most characteristic of your immediate supervisor?
✓ The majority of employees (81.6%) completely agree that they trust the qualifications and professionalism of their immediate supervisor
✓ The majority of respondents (71,1%) rather agree that they trust the decisions made by management “A”
✓ The majority of respondents (56.8%) believe that decisions are made on the basis of existing regulations in the company - each employee, including managers,
is responsible for decisions made at their level
56,8%
29,7%
10,8%
2,7%
Решения принимаются на
основе существующих в
компании регламентов-
каждый работник, включая
руководителей, несет
ответственность за
принятые решения на
своем уровне
Руководство ставит задачи,
работник сам вправе
принять решение, о том,
как он будет их достигать
Все ключевые решения
принимаются
руководителем, поскольку
он лучше знает, что
требуется и как лучше этого
достичь
Все решения принимаются
единолично
руководителем, не
обсуждаются и
обязательны для
исполнения
Decision-making style of the immediate supervisor (N=74)
1,3%
27,6%
2,6%
71,1%
15,8%
81,6%
Я доверяю решениям, которые
принимают руководители
Я доверяю квалификации и
профессионализму моего
непосредственного
руководителя
Trust in management (N=76)
Совершенно не согласен
Скорее не согласен
Скорее согласен
Совершенно согласен
I trust the decisions that
leaders make
I trust the qualifications and
professionalism of my
immediate supervisor
Decisions are made based on
existing company standards.
Each employee, including
managers, is responsible for
decisions made at their level
Management sets goals,
the employee himself
has the right to decide
how he will achieve
them
All key decisions are made
by the manager, since he
knows best what is
required and how best to
achieve it
All decisions are made solely by
the manager, are not discussed
and are binding.
I completely disagree
Rather disagree
I rather agree
Completely agree

13. 13 Satisfaction with relationships with management
N=77 (How satisfied are you with your relationship with management?)
✓ 23.4% of respondents would turn to the chief engineer for help, 15.6% -to the first deputy director, 10.4% - to the deputy director for financial and economic issues, and
9.1% - to the director. Among the answers “Others” - the immediate head of the department (7.8%), Ivanov I.I. (6.5%), director, first deputy director, deputy director for
financial and economic issues, chief engineer (5.2%)
✓ 67.5% of respondents did not indicate whether they felt any discomfort after communicating with the manager. 7.8% felt discomfort after communicating with the chief
accountant. Among the answers “Others” - “I didn’t feel any discomfort” (6.5%), “Petrov P.P.” (5.2%)
✓ 15.6%employees would agree to move to a new place of work with the first deputy director, 14.3% indicated the positions of several managers - director, first deputy
director, deputy director for economics, chief engineer. 7.8% would agree to a transition with the director. Other answers included “director, first deputy director, deputy
director for economics” (5.2%), “first deputy director” (5.2%)
✓ 84.4%employees did not indicate which of the managers makes decisions, many of which are not implemented fully or are not implemented at all; 9.1% noted that they
did not understand what they were talking about or answered that this did not happen
✓ 83.1% of respondents did not indicate which manager provides little or delayed information to carry out his instructions
✓ 41.6%employees did not answer the question which manager is an informal leader in the organization, 22,1%They believe that the first deputy director is the informal
leader. Among the answers “Other” - “not applicable” (6.5%),"Director, First Deputy Director"(3.9%)
41,6%
18,2%
45,5%
9,1% 7,8%
19,5%
23,4%
3,9% 2,6% 5,2% 7,8%
2,6%
15,6% 15,6%
1,3% 1,3%
22,1%
10,4%
1,3% 1,3%
9,1%
2,6%
7,8%
13,0%
7,8%
К кому из этих руководителей
Вы бы обратились за помощью
в первую очередь?
Ощущали ли Вы какой-либо
дискомфорт после общения с
руководителем?
С кем из этих руководителей Вы
бы согласились на переход?
Многие из принятых этим
руководителем решений
реализуются не в полной мере
или не выполняются вообще
Этот руководитель дает мало
информации или информацию с
запозданием для выполнения
его поручений
Этот руководитель является
неформальным лидером в
коллективе
Другие Заместитель директора по эксплуатации и ремонту – Главный инженер
Первый заместитель директора Заместитель директора по финансово-экономическим вопросам
Главный бухгалтер
Other
First Deputy Director
Chief Accountant
Chief Engineer
Deputy Director for Economics
Which of these leaders
would you turn to first for
help?
Did you feel any
discomfort after
communicating with your
manager?
Which of these executives
would you agree to move to
another company?
Many of the decisions made
by this leader are not fully
implemented or are not
implemented at all.
This manager provides
little or late information
to complete assignments
This manager is an informal
leader in the team

14. 14
Wishes for solving assigned tasks and maintaining a healthy climate in the team
N=77 (What would you like to see more from managers to solve problems and maintain a healthy climate in the team?)
✓ The majority of respondents found it difficult to answer what they would like to see more from managers to solve assigned tasks and maintain a healthy
climate in the team,or do not contact them
1,3%
1,3%
1,3%
1,3%
11,7%
83,1%
Главное, чтобы оставался таким же (т.е. самим собой)
Заменить Совет уполномоченных коллектива. Коллектив
разделили на 2 части: "тусовщицы" и остальные. Я не знаю ни
одного человека в коллективе, кто пошел бы к ним для
обсуждения любой жизненной ситуации (не относится к…
Доверия
Чтобы перестал мне сразу отказывать в моих просьбах
Всё устраивает
Затрудняюсь ответить/ не контактирую
Director "A"
1,3%
1,3%
1,3%
1,3%
1,3%
1,3%
11,7%
77,9%
Главное, чтобы оставался таким же
(т.е. самим собой)
Доводить больше информации до
сотрудников
Должности директора
Избавиться от мата
Лучшая организация тайминга
Своевременное информирование об
изменении статуса
Всё устраивает
Затрудняюсь ответить/ не
контактирую
First Deputy Director
Don't know/don't contact
Everything suits me
Timely notification of task
changes
Better timing organization
Get rid of obscene language
I want the position of director
Provide more information to
employees
The main thing is to remain
yourself
Don't know/don't contact
Everything suits me
To stop immediately denying my
requests
Trust
Replace the Collective Council: it is
divided into “party girls” and the
rest. I don't know anyone who
would go to them for advice
The main thing is to remain as he
is

15. 15
Wishes for solving assigned tasks and maintaining a healthy climate in the team
N=77 (What would you like to see more from managers to solve problems and maintain a healthy climate in the team?)
1,3%
1,3%
11,7%
85,7%
Главное, чтобы оставался таким же (т.е. самим
собой)
Для выполнения поставленных задач давать
полную информацию, и не менять задачи
(подзадачи) в процессе выполнения
Всё устраивает
Затрудняюсь ответить/ не контактирую
Deputy Director for Financial and Economic Affairs
1,3%
1,3%
2,6%
13,0%
81,8%
Главное, чтобы оставался таким же (т.е. самим собой)
Точно ставить задачу и сроки ее выполнения
Оперативности
Всё устраивает
Затрудняюсь ответить/ не контактирую
Deputy Director for Operation and Repair - Chief Engineer
1,3%
1,3%
1,3%
1,3%
1,3%
3,9%
89,6%
Доброжелательности
Постоянные конфликты с зам.гл.бух. Нет
тактичности, вежливости и
заинтересованности найти решение
возникших задач и вопросов
Тактичности
Улучшение в коммуникации
Человечности, умения общаться, спокойствия
Всё устраивает
Затрудняюсь ответить/ не контактирую
Chief Accountant
Don't know/don't contact
Everything suits me
Humanity, communication
skills, calmness
Improvements in
communications
Tactfulness
Constant conflicts with her.
Lack of tact and interest in
finding solutions to issues
Goodwill
Don't know/don't contact
Everything suits me
Give complete information
and do not change tasks
during execution
I like everything
Don't know/don't contact
Everything suits me
Efficiency
Set tasks and deadlines
accurately
I like everything

16. 16
Conclusions on the block
✓ The organization has created favorable conditions for self-realization of employees
✓ Most employees trust the qualifications and professionalism of their immediate supervisor, as well as the decisions made by management "A"
✓ The majority of respondents believe that decisions are made on the basis of existing regulations in the company - each employee, including managers, is
responsible for decisions made at their level
✓ The majority of respondents found it difficult to answer what they would like to see more from managers to solve assigned tasks and maintain a healthy
climate in the team,or do not contact them

17. M OT I VAT I O N S Y S T E M

18. 18
Employee Engagement Assessment
N=77
✓ By factors “My income level corresponds to my expectations, my professional level and personal contribution to the overall result”, “I understand what parts
my income consists of and what affects each of its components”, “My bonus directly depends on the results of my work” there is a high degree of agreement
✓ 33.8% of employees rather disagree with the statement “I can earn more if I work more intensively and efficiently.” 23.4% of respondents rather agree
I completely disagree Rather disagree I rather agree Completely agree No answer
My income level corresponds
to my expectations, my
professional level and
personal contribution to the
overall result
6.5% 16.9% 50.6% 23.4% 2.6%
I understand what parts my
income consists of and what
affects each of its
components
2.6% 5.2% 35.1% 51.9% 5.2%
My bonus directly depends
on the results of my work
7.8% 11.7% 40.3% 32.5% 7.8%
I can earn more if I work
more intensively and
efficiently
18.2% 33.8% 23.4% 19.5% 5.2%

19. 19
Motives for work
N=77 (What is the most important thing for you in your work? (choose no more than 5 answer options)
✓ The main motives for the work of employees are decent financial remuneration (15.9%), a good atmosphere in the team (13.1%), interesting work (9.2%),
opportunities for professional development (9.2%), and career opportunities ( 9.2%)
1,9%
2,2%
2,2%
2,8%
3,3%
4,2%
4,5%
6,4%
7,8%
8,1%
9,2%
9,2%
9,2%
13,1%
15,9%
Удобный график работы
Признание моих заслуг (грамоты, награждения)
Защита от увольнения, гарантия рабочего места
Другое
Работа в престижной (авторитетной и влиятельной) компании
Возможность принимать самостоятельные решения и брать на себя ответственность
Хорошие условия труда
Признание моих заслуг непосредственным руководителем
Хорошие взаимоотношения с непосредственным руководителем
Хороший социальный пакет
Возможности карьерного роста
Возможности профессионального развития
Интересная работа
Благополучная атмосфера в коллективе
Достойное материальное вознаграждение
Decent financial reward
Prosperous atmosphere in the team
Interesting job
Opportunities for professional development
Good social package
Good relationship with my direct supervisor
Recognition of my merits by my direct supervisor
Good working conditions
Ability to make independent decisions and take responsibility
Work in a prestigious (reputable, influential) company
Other
Protection from dismissal, job guarantee
Recognition of my merits (certificates, awards)
Convenient work schedule
Work with supervisor who can teach me

20. 20
Conclusions on the block
✓ Measuring the degree of agreement with various statements showed that the organization’s employees have a high level of work motivation
✓ The main motives for the work of employees are decent financial remuneration (15.9%), a good atmosphere in the team (13.1%), interesting work (9.2%),
opportunities for professional development (9.2%), and career opportunities ( 9.2%)

21. F E E D B A C K

22. 22
Opportunities to convey your opinion or information to management
✓ The most effective ways to convey your opinion or information are contacting your immediate supervisor, lighting, planning meetings (46.4%), team meetings
with management (26.4%), feedback boxes (17.3%)
N=77 (What opportunities do you consider most effective for conveying your opinion or information (including negative) to management “A”? (choose no more than three answer options))
0,9%
1,8%
7,3%
17,3%
26,4%
46,4%
Горячая линия
Нет возможности для донесения информации
Информационные рассылки по электронной почте
Ящики обратной связи
Встречи коллектива с руководством
Непосредственный руководитель, совещания, планерки
Meetings with supervisor, 1:1s, planning
sessions
Team meeting with management
Boxes for feedback letters
Newsletters foremail
There is no possibility of conveying
feedback
Hotline

23. S AT I S FA C T I O N W I T H J O B A N D
W O R K I N G C O N D I T I O N S

24. 24
Assessment of working and living conditions
✓ 27.3% of employees rate the opportunity to play sports as excellent, 23.4% of respondents did not rate this parameter
✓ All other working and living conditions are assessed by the majority of respondents as excellent or good
✓ The average overall job satisfaction in "A" is 8.9 points on a 10-point scale, which is very high (scores above 8 points)
N=77 (How do you personally assess the working and living conditions at “A”?;Please rate your overall job satisfaction as “A” on a 10-point scale, where 10 is the maximum and 1 is the minimum.)
7,8%
1,3% 1,3% 1,3%
5,2%
6,5%
16,9%
6,5%
2,6%
5,2%
14,3%
10,4%
11,7%
13,0%
49,4%
45,5% 42,9% 44,2%
35,1%
40,3%
45,5%
22,1%
31,2%
46,8%
50,6%
46,8% 46,8%
35,1%
27,3% 27,3%
1,3% 1,3%
3,9% 3,9%
2,6%
13,0%
10,4%
23,4%
Оснащение бытовых
помещений
(питания, туалетов,
зон отдыха)
Современность
оснащения рабочего
места
Производственная
безопасность
Трудовая
дисциплина
Психологическая
атмосфера в
коллективе
Возможность
защиты от
несправедливости
Медицинское
обслуживание
Возможность для
занятий спортом
Очень плохо
Плохо
Средне
Хорошо
Отлично
Нет ответа
Very bad
Badly
Average
Fine
Great
No answer
Equipment for household
premises (food, toilets,
recreation areas)
Modern workplace
equipment
Industrial safety Labor discipline Psychological
atmosphere in the
team
Possibility of
protection against
injustice
Medical service Sports opportunities

25. 25
Workload level at work
✓ The majority of respondents (58.7%) consider their level of workload to be high (overwork and delays at work periodically occur)
N=75 (Please rate your personal workload level at work)
9,3%
58,7%
32,0%
Очень высокий (постоянные переработки,
задержки на работе)
Высокий (периодически случаются
переработки и задержки на работе)
Нормальный (соответствует рабочему
графику)
Very high workload (constant
overtime, late work delays)
High level of workload (occasional
overtime and late nights at the office)
Normal workload (corresponds to
work schedule)

26. 26
Conclusions on the block
✓ Working and living conditions are assessed by the majority of respondents as excellent or good
✓ The average overall job satisfaction in "A" is 8.9 points on a 10-point scale
✓ Despite this, the majority of respondents (58.7%) consider their level of workload to be high (overwork and delays at work periodically occur)

27. C L I M AT E I N T H E T E A M

28. 28
Labor conflicts
✓ According to respondents, the most effective form of resolving labor (production) conflicts is meetings with their immediate supervisor. They account for 60.4% of
responses
✓ None of the surveyed respondents consider strikes and sabotage in production activities to be an effective form of conflict resolution
✓ 27.3%respondents noted that there are no conflicts
✓ The most common causes of conflicts are unreasonable changes and the imposition of additional functional responsibilities on employees (17.7%) and frequent process
changes (9.7%)
N=77 (What forms of resolving labor (industrial) conflicts do you consider the most effective?; If you or your work colleagues have misunderstandings or conflicts with management, then for
what reasons?)
Other:
No conflicts(27.3%)
I find it difficult to answer(9.1%)
1,6%
1,6%
3,2%
3,2%
3,2%
6,5%
9,7%
17,7%
53,2%
Несправедливое распределение заработной платы, премий
Неудовлетворительное обеспечение техникой и
материалами
Частая сменяемость состава коллектива
Невозможность карьерного роста
Отсутствие обратной связи
Стиль управления, грубость
Частая сменяемость процессов
Необоснованное изменение и возложение дополнительных
функциональных обязанностей на работников
Другое
Causes of conflicts with management
0,0%
1,8%
1,8%
36,0%
60,4%
Забастовки, саботаж в
производственной деятельности
Жалобы руководству
Обращение в суд
Встречи с руководством
Встречи с непосредственным
руководителем
Effective Forms of Resolving Labor Conflicts
Meetings with your
direct manager
Meetings with
management
Going to court
Complaints to senior
management
Strikes, sabotage in
activities
Other
Unreasonable changes and assignment of
additional functions to employees
Frequent process changes
Tough management style, rudeness
Lack of feedback
Impossibility of career growth
Frequent team turnover
Unsatisfactory provision of equipment and
materials
Unfair distribution of wages, bonuses

29. 29
Labor values
✓ For 39.5% of surveyed employees, the most important thing in work is good relationships with colleagues, a comfortable environment in the team, and 36.8% put clear
work regulations, division of powers and functionality in the first place
✓ 35.5% of respondents believe that the main thing in working interaction with their manager is to achieve the highest possible results, a 31.6% -accurately understand
the boundaries of your responsibility and fulfill your responsibilities
N=76 (What is the most important thing for you in your work?; In working interaction with your manager, the main thing is...)
Values at work Values in interaction with management
Achieving high goals,
implementing
ambitious projects;
17.1%
Good relationships
with colleagues,
comfortable
atmosphere in the
team; 39.5%
Clear regulation of
work, division of
powers and
functionality; 36.8%
Opportunities for
self-affirmation and
achievement of high
status; 6.6%
... sincerely respect
him and help him;
19.7%
... achieve the
highest possible
results - they speak
for themselves;
35.5%
... accurately
understand the
boundaries of your
responsibility and
fulfill your duties;
31.6%
... strictly follow his
orders; 13.2%

30. 30
Decision making style
✓ The majority of employees (52.9%) believe that in their department, the best employees are those who achieve better results in their work and cope with assigned
tasks better than others. 13.2% of respondents did not answer this question
✓ 41.9% of respondents believe that all decisions in the department are made solely by the head, are not discussed and are binding. 32.4% noted that management sets
goals, the employee himself has the right to make a decision on how he will achieve them
N=74 (In our division, the best employees are those who...(finish the sentence by choosing one answer); Evaluate which decision-making style is most characteristic of your department?)
In our division, the best employees are those
who... (N=68) 41,9%
23,0%
32,4%
2,7%
Решения принимаются на
основе существующих
регламентов – каждый
работник, включая
руководителей, несет
ответственность за
принятые решения на
своем уровне
Все ключевые решения
принимаются
руководителем,
поскольку он лучше
знает, что требуется и как
лучше этого достичь
Руководство ставит
задачи, работник сам
вправе принять решение,
о том, как он будет их
достигать
Все решения
принимаются
единолично
руководителем, не
обсуждаются и
обязательны для
исполнения
Unit's decision-making style (N=74)
... unquestioningly
carries out the
orders of the
manager; 7.4%
... has the most
experience,
seniority, authority
in the team; 22.1%
... achieves better
results in work,
copes with assigned
tasks better than
others; 52.9%
...follows the rules,
knows them and
uses them
effectively in work;
17.6%
Decisions are made on the
basis of existing regulations
- each employee, including
managers, is responsible
for decisions made at their
level
All key decisions are
made by the manager,
since he knows best what
is required and how best
to achieve it
Management sets
tasks, the employee
himself has the right
to decide how he
will fulfill them
All decisions are
made solely by the
manager, are not
discussed and are
binding.

31. 31 Conclusions on the block
✓ According to the respondents, the most effective form of resolving labor (industrial) conflicts is meetings with the immediate supervisor; none of the respondents considered
strikes and sabotage in production activities to be an effective form of resolving conflicts. This once again confirms the high level of trust in management
✓ 27.3% of respondents noted that there are no conflicts
✓ The most common causes of conflicts are unreasonable changes and the assignment of additional functional responsibilities to employees (17.7%) and frequent process changes
(9.7%)
✓ For 39.5% of surveyed employees, the most important thing in work is good relationships with colleagues, a comfortable environment in the team, and 36.8% put clear work
regulations, division of powers and functionality in the first place
✓ 35.5% of respondents believe that in working interaction with their manager, the main thing is to achieve the highest possible results, and 31.6% - to accurately understand the
boundaries of their responsibility and fulfill their duties
✓ The majority of employees (52.9%) believe that in their department the best employees are those who achieve better results in their work and cope better with their tasks than
others.
✓ Thus, good relationships with colleagues and a comfortable environment in the team are important for employees, but in the process of communicating with colleagues they do not
forget about their work responsibilities and are focused on achieving high results at work
✓ 41.9% of respondents believe that all decisions in the department are made solely by the head, are not discussed and are binding. 32.4% noted that management sets goals, the
employee himself has the right to make a decision on how he will achieve them

32. I N F O R M A L L E A D E R S

33. 33
Informal leaders
✓ 10.4% of respondents did not answer the question of whether they consider their manager an informal leader. 81% of the total number of respondents consider their
manager an informal leader
✓ According to most sociometric criteria, _____ turned out to be the informal leader.
N=77 (Do you consider your manager to be the informal leader of your department?)
Do you see your manager as the informal leader
of your department? (N=69)
Criterion Informal leaders
Percent those who did not
answer the question
Who would you prefer to work with
on a joint project? Person 1 (11.7%) 53.2%
Which colleagues would you like to
see outside of work hours? Persona 2(3,9%) 81.8%
Which colleague would you like to go
on a business trip or training with? Persona 3 (6.5%) 71.4%
Whose opinion do you always listen
to? Persona 4 (13%) 51.9%
Which colleague do you most often
turn to for professional advice or
help? Persona 5 (16.9%) 45.5%
Which colleague are you most
pleased to see at corporate event? Person 1 (3.9%) 79.2%
If you had to choose a mentor, who
would it be? Person 1 (14.3%) 55.8%
If you have a personal problem,
which colleague do you turn to for
help? Persona 6 (14.3%) 66.2%
Informal leaders (N=77)
Yes; 81%
No; 15%
Other; 4%

34. P R O F I L I N G R E S P O N D E N T S

35. 35
Work experience and positions in the organization
✓ Half of the respondents have work experience in "A" from 1 to 3 years, 23.7% - from six months to 1 year
✓ 22.4% have work experience of up to six months, and only 3.9% - from 3 to 5 years
✓ 5.2% of respondents did not indicate their position in the organization
✓ 78.1% of the total number of respondents to the question are specialists
N=76 (Your work experience at "A")
22,4%
23,7%
50,0%
3,9%
До полугода От полугода до 1 года От 1 года до 3 лет От 3 лет до 5 лет
78,1%
19,2%
2,7%
Специалист Руководитель среднего звена
(начальник управления, отдела)
Руководитель высшего звена
Specialist Middle manager (division,
department)
Senior manager
Up to six months From six months to 1 year From 1 to 3 years From 3 to 5 years

36. 36