Collegiality is a socio-psychological phenomenon. This is a group (collective) discussion of the problem in order to come up with a single solution, assessments, attitudes, a single course of action. Collegiality as a group discussion of a problem is more effective than an individual solution. It means the group to which the decision-maker belongs. Instead of a monologue or dialog, the group has a polygonal form of decision making. Intensity of thinking activities of the participants of the discussion is increased; there is a wide possibility of counter-argumentation. These advantages need to be used to make a decision that is why, in modern terms, unity is combined with wide collegiality.
It has been found that the most effective links of unity and collegiality in management activities are relationships of two types:
- the team (group) thinks, the sole leader decides and executes;
- the collective (group) thinks and decides, the sole commander carries out.
Collegiality can also be seen as a group or moral and ethical assessment of different phenomena in the life of the team. Thus, it can be summarized that collegiality as a socio-psychological phenomenon is a specific group activity of people in the management of the collective. The specificity of this activity is that it is associated with the central figure of the administrative process, i.e. with the sole director, whose activities are supplemented, corrected.
There are four functions of collegiality:
1. Collegiality as a way of creating and making a group decision [1]. In this function, collegiality means the free expression of their thoughts, suggestions, ideas about the problem being discussed; debatable, clashing of different views and arguments, developing a common opinion and making a decision by voting. It should be noted that collegiality is not always effective both as an element of management and as an educational factor. If there is mutual animosity in the team, conflicts often arise, collegiality is even detrimental, as it can deepen internal differences or enhance corporate within the team.
2. Collegiality as a means of purposeful pedagogical influence. This feature can be traced to the development of group decisions. There is a peculiar technique here: to skillfully apply collegial forms to solving educational problems. The leader should understand what collective action is more effective. Collegiality in the broad sense has such important properties as publicity and public opinion. The power of publicity and public opinion is widely recognized and widely known.
3. Collegiality as a way of employee certification. The assessment or certification of employees by the manager is of great importance, but the manager cannot be guaranteed against errors in the evaluation of employees (i.e., the assessment is often subjective). In addition, the assessment of the team is educational. It forces every employee to be more self-critical, objective [2].
4. Collegiality as a way of evaluating from below all aspects of the organization and as a way of informing the manager. Sociological and socio-psychological services today provide the manager with comprehensive information through sound techniques and procedures.
The list of the used literature:
1. Guilford J.P. The nature of intelligence / J.P Guilford/ - NY, 1967.
2. Thompson A., Strickland A. Strategic Management: Concept and Cases, Business Publications. – Alabama, Univ., 1987.
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