When applying for a new job, a close working relationship is established between the newcomer and the boss, during which disagreements and possibly even conflict can occur between the latter.
Of course, a large proportion of conflicts arise over the insufficient, from the point of view of subordinates, remuneration for their work, as well as various obstacles to the career growth of individual, especially ambitious team members. But there are often cases of manifestation of less trivial interests: when, for example, for a young employee, the main incentive for work is the desire to prove himself, increase his self-esteem, cope well with the task set before him, which is important for a common cause, and thereby contribute to the progress of the team as a whole.
Such an employee usually approaches the fulfillment of the task given to him creatively, tries to find the most optimal ways to solve it. Having, moreover, a pronounced sense of individuality, while he is often faced with the fact that:
1) the area of work provided to him is not at all so important for the organization as a whole;
2) those techniques for completing the task that are recommended to him by his superiors are ineffective;
3) despite the fact that he puts all his efforts into work, the bosses express dissatisfaction and demand more and more efficiency;
4) the management considers itself entitled to make comments of a personal nature, and also tries to control the employee's behavior outside of working hours.
In this situation, the growth of contradictions, which can lead to conflict, stems from both objective and subjective reasons. The ineffectiveness of work revealed by the employee may be associated with real shortcomings in the organization of work in this team; the refusal of the management to consider proposals for improving the labor process speaks of its conservatism; the employee's enthusiasm causes misunderstanding, and even disapproval of colleagues, who see the only incentive for work in high earnings, and are also accustomed to the constant control of the manager.
If a team has developed, for example, a "family" nature of relationships, when the leader, in addition to his direct task of regulating the work of the organization, takes on the functions of a spiritual "mentor", this causes rejection from the employee, who considers such behavior an encroachment on his personal life.
