The external organizational environment as the most important condition for the functioning and development of organizations. Organizational environment

Usually under organizational environment refers to that part of the organization that a person encounters while working. First of all, this is the workplace and its immediate environment. However, for most people, the organizational environment is much broader than their workplace and includes such characteristics and components of the organization as industrial profile, position in the industry, market position, size of the organization, its location, leadership, organizational structure, rules of conduct and internal regulations, working conditions, payment system, system of social guarantees, organizational philosophy, communication standards, labor relations, colleagues and much more.

Each member of the organization has his own environment, since, firstly, he identifies for himself those characteristics and aspects of the organization that are important to him, and, secondly, he himself usually occupies a completely specific place in an organizational environment, performs certain functions and carries out certain work.

Strategic management is impossible without the full socialization of a person, which is a form of inclusion of a person in a team. The possibilities of socialization and inclusion of a person in the organizational environment depend not only on the characteristics of this environment, but also on the characteristics of the person. A person’s personality is multifaceted, and he interacts with an organization not as a mechanism performing specific actions and operations, but as a rational and conscious individual with aspirations, desires, emotions, mood, imagination, sharing certain beliefs and following a certain morality.

No matter how much a person and an organization strive to reduce their interaction only to performing certain jobs at a certain workplace, they will never succeed. The interaction of a person with an organization is always broader, since a person cannot be reduced to the state of a machine, and the organizational environment cannot be reduced to a workplace. And this is precisely where strategic management comes from in the part that concerns managing people in an organization.

2. Problems of joining the organization and adaptation of a new employee

In order to successfully enter the organization, each new member needs to study the system of values, norms, rules and behavioral stereotypes characteristic of this organization. In this case, there is no need to study the entire set of values ​​and norms that exist in the organization. It is important to know those of them that are key at the first stage of human interaction with the organizational environment and without knowledge of which insoluble conflicts may arise between the person and the environment. Establishing a system of such norms and values ​​and describing them accordingly is an important task for management, in particular for those responsible for personnel in the organization. The person entering the organization must also understand the importance and necessity of this training and consider it as part of the “price” that he must “pay” for joining the organization. At the same time, he must understand that this will help him significantly reduce the “payment” for conflicts that will arise between him and the organizational environment in the future.

The main aspects of the life of an organization, the value, behavioral and normative characteristics of which should first of all be studied by a person entering the organization are the following:

mission and main goals of the organization;

acceptable and preferred means that can be used to achieve the organization's goals;

the image and distinctive image that the organization has and creates;

principles, rules and norms that ensure the distinctive features and existence of the organization as a single organism;

the responsibilities that a person taking on a certain role in the organization will have to undertake;

behavioral standards that a person will be expected to follow while performing the role.

As a rule, a newcomer to an organization is faced with big amount difficulties, the bulk of which are generated precisely by the lack of information and work procedures, location, characteristics of colleagues, etc. and a special procedure for introducing a new employee into the organization can help alleviate a large number of problems that arise at the beginning of work.

In addition, ways to integrate new employees into the life of the organization can significantly activate the creative potential of existing employees and strengthen their inclusion in the corporate culture of the organization.

For a manager, information about how the process of adaptation of new employees is organized in his department can say a lot about the degree of development of the team, the level of its cohesion and internal integration.

Conventionally, the adaptation process can be divided into four stages.

Assessing the beginner's level of preparedness II. Orientation III. Effective adaptation. IV. Functioning.

There are two fundamentally different learning processes possible during the adaptation of a new member of the organization.

First is the process of training a person to understand the norms and values ​​of the organization for the reason that his previous experience was associated with working in an organization with similar values, norms and behavioral stereotypes. Second the process unfolds when a person entering an organization comes from an environment with significantly different values ​​and norms of behavior

Systematic human behavior in an organization can be presented from two perspectives:

1) from the perspective of human interaction with the organizational environment (in this case, the person is at the center of the model);

2) from the position of an organization that includes individuals (in this case, the organization as a whole is the starting point of consideration).

If the starting point in considering the interaction of a person and organizational environment a person acts, the model of this interaction can be described as follows.

Model of inclusion of a person in the organizational environment

• a person, interacting with the organizational environment, receives stimulating influences from it that encourage action;
• a person, under the influence of stimulating signals from the organizational environment, carries out certain actions;
• actions carried out by a person lead to the performance of certain works and at the same time have a certain impact on the organizational environment.

In this model, the organizational environment includes those elements of the organizational environment that interact with a person. Incentives cover the entire spectrum of possible stimuli; which may include speech and written signals, actions of other people, light signals, etc. In the model, a person appears as a biological and social being with certain physiological and other kinds of needs, experience, knowledge, skills, morals, values, etc. Reaction to stimulating influences covers the perception of these influences by a person, their assessment and conscious or unconscious decision-making about response actions. Actions and behavior include thinking, body movements, speech, facial expressions, exclamations, gestures, etc. The results of the work consist of two parts. The first is what a person has achieved for himself by responding to incentives, what problems he has solved caused by stimulating influences. The second is what he did for the organizational environment, for the organization in response to the incentives that the organization applied to the person.

If we consider a person with an organizational environment from the perspective of the organization, it will look like this. Organization as single organism, having an input, a converter and an output, interacting with external environment, in a certain way corresponding to the nature and content of this interaction, includes a person as an element of the organization in the process of information and material exchange between the organization and the environment. In this model, a person is considered as component input and acts as a resource of the organization, which it uses, along with other resources, in its activities (Fig. 1).

Model of inclusion of a person in the organizational environment from the perspective of the organization

Strategic management is characterized by a view of considering the interaction between a person and an organization from the perspective of a person.

Ways to establish interaction between a person and an organization

The process of interaction between a person and the organizational environment is very complex and extremely important for both parties. It is very difficult to debug it, make it painless and mutually acceptable. Entering new organization a person faces many problems of interaction with the organizational environment, which in turn undergoes deformation and changes with the advent of a new member, so many collisions arise.

Organizational environment

Typically, the organizational environment refers to that part of the organization that a person encounters while working. First of all this workplace and its immediate surroundings. However, for most

People's organizational environment is much broader than their workplace and includes such characteristics and components of the organization as production profile, position in the industry, market position, size of the organization, its location, rules of behavior and internal regulations, working conditions, payment system, philosophy of the organization, norms communication, labor Relations, colleagues and much more.

Each member of the organization has his own environment because:

• Firstly, he identifies for himself those characteristics and aspects of the organization that are important to him,
• Secondly, he himself usually occupies a certain place in the organizational environment, performs certain functions and carries out the work of others.

Strategic management is impossible without including a person in the team. The possibilities of this inclusion depend not only on the characteristics of this environment, but also on the characteristics of the person.

The competitiveness of any company is largely determined by the organization’s ability to attract the best specialists and use the existing potential as efficiently as possible, accurately defining the areas of application of the professional qualities and talents of each employee.

A person in an organization is not in a vacuum. He lives and acts in a very specific environment that surrounds him. In management, such an environment is called the employee’s organizational environment. What does this include? First of all, these are the people with whom the employee interacts during his work. Colleagues of different levels, clients, partners, etc. Secondly, the work itself that a person performs, what his work is filled with. This, in turn, depends on the profile of the organization’s activities, the organization’s position in the market, the size of the organization, and various working conditions. Other aspects of the organizational environment are: the pay and benefits system, the communication principles used by the organization, etc.

The organizational environment creates work situations for the employee in which the organization expects or even requires specific actions from him. In other words, there are standards of personnel behavior in which the organization is interested.

In order to understand how the interaction of a person with an organization is structured, it is necessary to understand the problem of a person and an organization. What personality characteristics determine a person’s behavior in an organization. What characteristics of the organizational environment influence the inclusion of a person in the activities of the organization.

A person’s work in an organization is a process of constant interaction with the organizational environment.

This is a very complex and multifaceted process, which is extremely important for both parties. This process is often painful for both parties. It's not very easy to debug. Every person entering a new organization faces many problems of interaction with the organizational environment. Many collisions also arise in the organizational environment, since it necessarily undergoes deformations and changes with the advent of a new member in the organization. In the future, painless interaction between the individual and the environment within the organization can be established. However, in most cases this interaction is unstable, which manifests itself in the emergence of tension in the relationship between a person and an organization and in the possible breakdown of their interaction.

In the very general view The organizational environment is that part of the organization that a person encounters while working in it. First of all, this is the workplace and its immediate environment. However, for most people, the organizational environment is much broader than their jobs and includes characteristics and components of the organization such as occupational profile, industry position, market position, organizational size, and much more. Each member of the organization has his own environment, because, firstly, he identifies for himself those characteristics and aspects of the organization that are important to him, and, secondly, because he himself usually occupies a very specific place in the organizational environment, performs certain functions and performs certain work.

The possibility of a person’s inclusion in an organizational environment, called socialization, depends not only on the characteristics of this environment, but equally on the characteristics of the person. Each person has a multifaceted personality structure, and in interaction with the organization he enters not as a mechanism performing specific actions and operations, but as a rational and conscious being with aspirations and imagination.

No matter how much a person and an organization strive to reduce their interaction only to performing certain jobs at a certain workplace, they will never succeed. The interaction between a person and an organization is always broader, since a person cannot be reduced to the state of a machine, and the organizational environment cannot be reduced to a workplace.

It is very difficult to make the expectations of a person and the expectations of an organization consistent with each other, since they consist of many “individual expectations, to connect which you need to have high-class management skills.

The group of basic expectations of an individual consists of expectations regarding:

* Originality and creative nature of the work;

* Fun and intensity of work;

* Degrees of independence, rights and power at work;

* Degree of responsibility and risk;

* Prestige and status of work;

* The degree of inclusion of work in a broader activity process;

* Safety and comfortable working conditions;

* Recognition and encouragement of good work;

* Salary and bonuses;

* Guarantees of growth and development.

For each individual, the combination of these individual expectations that forms his generalized expectation in relation to the organization is different. Moreover, both the structure of the expectation and the relative degree of importance of individual expectations for the individual themselves depend on many factors such as his personal characteristics, goals, the specific situation in which he finds himself, characteristics of the organization, etc.

The organization expects the individual to perform as:

* A specialist in a certain field with certain knowledge and qualifications;

* Member of the organization, contributing to its successful functioning and development;

* A person with certain personal and moral qualities;

* A member of the organization who is able to communicate and maintain good relationships with colleagues;

* A member of the organization who shares its values;

* An employee seeking to improve his/her performance abilities;

* A person devoted to the organization and ready to defend its interests.

The combination of an organization's expectations of an individual, as well as the degree to which each individual expectation is important to the organization, may differ from one organization to another. Moreover, within the same organization, different combinations of expectations may develop in relation to different individuals. Therefore, it is impossible to offer a single universal model of an organization’s expectations in relation to a person, just as it is impossible to offer a similar model of a person’s expectations in relation to an organization.

There are two possible approaches to establishing role-place matching. The first approach is that the role is fundamental in establishing this correspondence; in the second approach, the starting point is the place for which the person is applying and his potential for performing roles. In the first approach, a person is selected to perform a specific job. In the second approach, a job is selected for a person.

2. ENTRY OF A PERSON INTO THE ORGANIZATION

Every person has to go through the process of joining an organization more than once in their life. Being in an organization, being a member of it, and entering an organization, becoming its member are far from the same thing. A person’s entry into an organization is always associated with the solution of several problems that necessarily accompany this process.

Firstly, this is a person’s adaptation to a new environment, which is not always successful and the success of which depends on correct interaction both sides: the person and the organizational environment.

Secondly, this is a correction or change in human behavior, without which in many cases it is impossible to enter the organization.

Thirdly, these are changes and modifications in the organization that occur even when the organization already has a free “place” for a person and itself accepts a person for this place in accordance with its needs and selection criteria. These problems determine not only whether a person can enter the organization. Their decision largely determines how a person will function in an organization and how his interaction with the organizational environment will be structured.

A necessary condition for each new member to successfully enter an organization is to study the system of values, norms, rules and behavioral stereotypes characteristic of a given organization.

Human behavior in an organization can be depicted systematically, from the point of view of interaction between a person and the organizational environment. In this case, the person is at the center of the model shown in Fig. 1.5. In this model, a person is considered as an integral part of the input and acts as a resource of the organization, which the organization, together with other resources, uses in its activities.

Most people find it difficult to fit into a standardized framework. The undeniable fact is that all people are different. Differences manifest themselves in all the diversity of human characteristics. This diversity makes a person a person and not a machine, significantly expanding the potential and capabilities of the organization.

And this same diversity gives rise to difficulties in managing an organization, problems and conflicts in the interaction of a person with the organizational environment.

C. Bernard wrote that organizations have differences in the physical and social environment, in the number and abilities of individuals who are involved in them, in the transactions in which individuals interact with them. These differences do not affect the universality of the definition formal organization as a system of consciously coordinated actions or efforts of two or more persons. The opinion that an organization consists of people whose actions are coordinated, therefore is a system, and in a system each component is significantly related to the other, included in the system, also belongs to C. Bernard

Rice. 1.5. V

The organization strives for standardization and unification, but the behavior

Regardless of the level of the system analyzed, all organizations have three universal elements: willingness to cooperate, common goal, communications.

The organization's environment is located outside the organization, on the other side of the boundary separating the internal organizational environment. This includes banks, financial institutions, suppliers, customers, competitors, government agencies, industry associations and trade unions, individuals, as well as all those numerous institutions that provide the company with personnel, regulations and Information.

There are two concepts - the business environment associated with the decision production tasks, and the general environment.

To business environment refers to everything that is directly related to achievement organizational goal, for example, technology introduced, competitors, market structure, distribution network and sources of finance.

The general environment is less specifically related to the purpose or objectives of the organization and includes the laws of the country, the general public policy, public institutions, the education system, political connections and relationships, social stratification (stratification of society) and everything else that can indirectly affect the activities of the organization.

Human resources are also a powerful environmental factor because they are managed by certain public institutions, intentions, preferences, values ​​and other factors. Therefore, it is impossible to so simply regulate people’s behavior either within the framework of personnel management or by the company’s top management.

Organizations resort to spending on human resources, raw materials and information to achieve their goals. Members of an organization contribute to the achievement of its goals, so the size of the organization is its characteristic feature: since participants are necessary to achieve goals, their number is significant. In addition, organizations have partners with their own interests, which are more or less controlled. The accomplices include shareholders, the government, employees of organizations and public groups.

The stakeholder model views the organization as a network of interconnected groups of workers who are in cooperative and competitive relationships. The stakeholder model brings together positive traits many models and at the same time relies on the behavioral properties of organizations. A stakeholder is a person or party who can influence or be influenced by the activities and policies of an organization.

The legislatively established democratic environment for the functioning of modern business creates conditions for influencing the activities of each individual organization from all sides that affect this business. Organizations enjoy the benefits of society, they receive capital and employees, count on regular consumers, help from local communities, suppliers, etc. The position of stakeholders regarding the relationship between the organization and society is that if organizations receive benefits as a result of good treatment towards them society, they must fulfill certain responsibilities for this.

According to the theory of T. Donaldson and L. Preston, there are various motivations that determine why organizations respond to stakeholders.

From the point of view of the instrumental approach, organizations use the needs of stakeholders only as a tool to achieve their own economic goals, in particular making a profit. From the point of view of the normative approach to the organization, meeting the needs of stakeholders is the ultimate goal, the fulfillment of a certain moral duty, and not a tool for achieving other goals.

The main stakeholders that influence the activities of the organization are depicted in Fig. 1.6.

Each stakeholder makes certain demands on the organization, influencing the results of its activities, and, consequently, the behavior of the organization. The problem of consistency and harmonization of goals arises, that is, the definition of goals that everyone would strive to achieve, based on their own personal, and not other people’s, interests.

So, when developing long term strategy organization, as well as during its implementation and adjustments, must take into account the interests of shareholders and the needs of those stakeholders who are not included in the management groups involved in making strategic decisions, especially for owners or shareholders who have the right to impose sanctions against the organization's leaders .

Rice. 1.6. V

Sanctions from other stakeholders who do not have ownership rights are indirect, but they can dramatically affect the financial results of the organization, capable of keeping the organization's management within legal limits, preventing the abuse of delegated powers. The managerial situation with the choice and implementation of business strategies is exacerbated when various stakeholders may have very dissimilar and even conflicting interests in the organization.

Thus, the management of a modern organization faces the problem of the need to coordinate the needs of all interested parties, which is only possible by studying the needs of these parties, influencing the formation of these needs, their coordination, and this requires the use of new management concepts and views on the basic driving forces activities and development of a modern organization.

Solving the problem of coordinating the requirements of stakeholders requires a classification of the interaction of stakeholders with the organization.

V. Evan and G. Friedman classified stakeholders according to the criterion of close and distant, that is, depending on how much they are influenced by the organization, how much they are affected by the policy and strategy of the organization:

Close stakeholders: shareholders, managers, employees of the organization, suppliers of raw materials, materials and consumers of products;

Distant stakeholders: state, society.

According to M. Clarkson's criteria, stakeholders are divided into primary and secondary, depending on how they influence the organization. Key stakeholders are those without whom an organization cannot survive and grow. The main stakeholders include the government (tax and legislative influence), consumers and suppliers. Secondary stakeholders are those without whose participation the organization can exist: various communities and some managers of the organization itself.

According to research by A. Mendeloea and Zhe. Makhani stakeholders are divided into active and passive.

Active stakeholders are those who express a desire to participate in the activities of the organization: managers, employees, and some external organizations(for example, environmental protection, etc.).

Passive stakeholders are those who show no desire to participate in any activities of the organization: shareholders, government, local communities. But this position of passive stakeholders does not mean that they are less authoritative for the organization, they just do not actively participate in the development and implementation of the organization's strategy.

Taking into account the above studies of the interaction of organizations with all stakeholders, it is advisable to classify all stakeholders according to the criterion of the level of mutual influence of the organization and stakeholders:

Internal environment of the organization: managers, employees, shareholders or owners;

The external environment of the organization has direct influence: consumers of products, resource suppliers, competitors, legislation and government bodies;

External environment of indirect impact: society, local communities.

The organization's management has a high level of responsibility and necessary reporting to stakeholders internal environment organizations, which, in turn, have very specific and most demanding requirements. On the other hand, management is able to significantly influence the formation of these stakeholder needs.

To formulate requirements external environment direct action, the organization's management has less opportunity to influence than during interaction with stakeholders of the internal environment.

The external environment of indirect influence on the organization is passive, but it should not be rejected, especially in predicting the strategic perspective of the organization.

The result of the mutual influence of the organization and stakeholders is a certain organizational behavior manifests itself in the following forms, aspects, phenomena:

Attitudes, values, preferences, inclinations of individuals, formed in consciousness;

Behavior of individuals in relation to physical objects in the event of unexpected information and social contacts;

Behavior of groups, teams and other groups characterized by direct communication;

Behavior of organizational units such as departments, divisions, firms or large concerns;

Are the behaviors related? groups of organizations;

Behavior of the company's internal and external environment, such as the evolution of technology, markets, competition, government regulation etc.

Organizational behavior covers the systematic analysis and study of the actions and attitudes of people in an organizational environment with the purpose of explaining, predicting and controlling the behavior of those people.

Thus, members of TNCs (transnational corporations) or MNCs (multinational corporations) may first of all feel that they belong to these organizations and expect that their organizations will maintain such identification, boundaries and autonomy vis-à-vis the external environment.

But in practice, everything is not so obvious. For example, a powerful international concern is a large industrial group with large divisions outside the country. The latter operate as individual companies, with their own trademarks and have different factories, with their own identity. All of them are united into an international concern through a complex hierarchy of divisions. IN in this example focal organizations cannot be immediately identified. Here, in parallel, there are many boundaries and identification factors expressed by brands, location or national characteristics. The larger the organization, the more blurred the contours of the focal organization become.

Sometimes managers try to change the centrality or identity of organizations. They may try to ensure that subsidiaries view themselves as more independent and responsible organizations rather than as subordinate units of the parent company. They may also try to achieve employee identification within a large concern by giving greater importance to the brand. Sometimes both trends occur simultaneously.

At the lowest level, the level of individual workers, one finds that organizational behavior is the study and explanation of work attitudes, motivation and job satisfaction, recognition or perception of roles in and outside the workplace. In part, a person brings personality characteristics with him when he enters an organization, but they also develop as he gains experience, under the influence or with the assistance of the organization.

Individual characteristics interact with the circumstances in which a person finds himself, she begins to socialize and tries to adapt the situation so that it is more consistent with personal tastes and requirements. Reconciling individual and work contexts is a core challenge of human resource or personnel management.

The next analytical level is contact groups, where people communicate with each other directly. In groups and teams, members of an organization meet, interact, argue, find friends or friendships. their personal and acquired qualities, which are not simply Individual characteristics, change.

Individuals not only influence the life of a group or team, but they themselves change under the influence of changes and evolution of contact groups. Groups and teams are central to the coordination and control of organizational processes. They are important in both formal and informal organizational structures. Management can either encourage or discourage the formation of groups and teams, depending on circumstances, perceptions and policies. Organizations tend to spawn other organizations. Part of this process is related to education, various forms And public associations associations representing common interests.

Examples include business associations, industrial and professional organizations, chambers of commerce and industry, guilds and other even more specific organizations that have specific missions and goals.

Individuals also create organizations. Its organizations do not produce or sell anything, but they are involved in economic life organizations and form an important part of the external environment of manufacturing and service firms. Trade unions serve a clear example. Moreover, organizations form subsidiaries.

Organizational society is structured in such a way that, even if you need to act against organizations, you will most likely have to create another organization. IN Lately some people are trying to counter this trend by creating social movements," open systems"with a more vague purpose, less clear boundaries, non-hierarchical structure, looser coordination and less formally defined responsibilities. Even these trends are within the modern organizational flow.

The political nature of organizational life extends to all analyzed levels. Individuals adhere to their own policies when working in groups and in other personal contacts, pursuing their own interests and goals. Groups oppose or form coalitions with other groups. Segments specialized on the basis of departments, divisions or professional characteristics do the same. In addition, organizational units focus on the internal or external organizational environment. They are created to defend or oppose certain strategies, interests of shareholders, consumers and the market. They maintain certain professional, industrial, and industrial relations standards. They may be associated with interests in the public sphere.

Analytically clear boundaries between organizational units and their external environment in Everyday life are of relative importance, since across these boundaries there are contacts between people with all their values ​​and advantages, the exchange of various kinds of information and other habitual behavioral and institutional acts of interaction. Such everyday practices are embedded in teams that cross the boundaries of a given organizational unit. However, these units do not accept influence outwardly passively, they interact with factors and systems within their own environment and give this environment a more effective form.

Organizational behavior research is based on a scientific basis, on data that is collected and interpreted to establish relationships between causes and effects.

The basis of any organization and its main wealth are people. People are the most valuable “resource” of an organization.

A good organization strives to make the most effective use of the potential of its employees, creating all conditions for the fullest performance of employees at work and for the intensive development of their potential.

In order to understand how the interaction of a person with an organization is structured, it is necessary to understand what the essence of the problem of interaction between a person and an organization is, what personality characteristics determine a person’s behavior in an organization and what characteristics of the organizational environment influence a person’s inclusion in the organization’s activities.

A person’s work in an organization is a process of constant interaction with the organizational environment. This is a very complex and multifaceted process, which is extremely important for both parties. In the most general terms organizational environment- this is the part of the organization that a person encounters during his work in it. First of all, this is the workplace and its immediate environment. However, for most people, the organizational environment is much broader than their workplace and includes such characteristics and components of the organization as production profile, position in the industry, market position, size of the organization, its location, management, organizational structure, rules of conduct and internal regulations, working conditions , payment system, social guarantee system, philosophy of organization, communication, labor relations, colleagues and much more. Each member of the organization has his own environment, because, firstly, he identifies for himself those characteristics and aspects of the organization that are important to him, and, secondly, because he himself usually occupies a very specific place in the organizational environment, performs certain functions and performs certain work.

No matter how much a person and an organization strive to reduce their interaction only to performing certain jobs at a certain workplace, they will never succeed. Human interaction with organization always broader, since a person cannot be reduced to the state of a machine, and the organizational environment cannot be reduced to a workplace.

In each specific situation of the emergence of difficulties and problems in the interaction of a person with the organizational environment, specific reasons corresponding to the given situation that gave rise to these problems can be found.

Individual's perception of the organizational environment includes two processes, each of which occurs both in accordance with general laws and under the influence individual characteristics personalities: selection of information And systematization of information.

The most important feature of information perception is selectivity. A person using visual, sound, tactile channels to obtain information. does not perceive all the information coming to him, but only that which has a special meaning for him. The selection of information is influenced not only by the physical capabilities of the senses, but also by the psychological components of a person’s personality, such as attitude to what is happening, previous experience, professed values, mood, etc. As a result, the selection of information, on the one hand, allows a person to discard unimportant or unnecessary information, and on the other hand, leads to the loss of important information, to a significant distortion of reality.

Systematization of information involves its processing in order to lead to a certain type and comprehension, which allows a person to react in a certain way to the information received.

A person’s perception is influenced by three components:

perceived person;

perceiving person;

the situation in which perception occurs.