The maximum efficiency of a person does not exceed. Laws of organization

Everyone understands that the greater the return from people, the lower the financial costs - there is no need to pay, allocate workspaces in the office and constantly push unproductive team members. A bad example, as we know, is contagious, and in a team it is doubly contagious. Therefore, the company’s management and personnel services are forced to direct efforts to promptly identify those who work “carelessly.”

Infection with idleness sometimes resembles an avalanche-like fall of pre-built dominoes - one falls, then another, and so on until they all fall. An employee who works “half-heartedly”, ineffectively and carelessly, brings not only direct harm to the organization, but also brings confusion to the team, sets incorrect standards of behavior, infecting colleagues with laziness and carelessness.

Classic example. The director (who is also the owner) of a gas station introduced a mandatory rule for operators: greet visitors politely and always smile at them. Customers immediately noted positive changes in the behavior of gas station workers. The flow of visitors has increased, and queues have appeared at the gas station. But after some time, a new operator appeared in the team - Nadezhda Z., who had previously worked at another gas station, where management requirements were not so strict. Nadezhda decided that she could work the old fashioned way - talk with a gloomy expression on her face, be reluctant to fill out an order, and not greet visitors. Regular customers noticed the unsociable girl, but, nevertheless, they did not lose confidence in the gas station, since Nadezhda’s unfriendly nature was generously compensated for by the attentive and polite service of other operators. However, over time, other employees, looking at their careless colleague, began to pay less attention to clients, reasoning, “Why is she allowed, but we are not?” The business consequences were tangible. A new gas station with a regulated service system opened five hundred meters from the gas station. Many clients switched to competitors because they could not recover from the “consumer shock” caused first by super-quality and then by extremely low levels of service.

The fish is looking for where it is deeper...

It should be noted that “reasonable man” is not capable for a long time remain completely inactive, unless, of course, he is sleeping. When we “don’t do” something or do it incorrectly or ineffectively, we do completely different things, that is, we fill our time in one way or another. One such case is the well-known imitation of vigorous activity when an employee is constantly fussing, running somewhere, making a lot of phone calls, but at the same time his activity has no useful result. The workplace of such people is littered with papers, they have a lot of unfinished projects and a huge number of business contacts, they leave work late and look extremely tired.

Another low efficiency implementation option is long swing. An employee comes to work, drinks coffee, talks with colleagues, looks up the weather forecast on the Internet, goes out to smoke, returns to the workplace, and... so on until lunch. After lunch, I begin to get back into the working rhythm again. If you don’t push him, he won’t do anything until the evening, when it’s time to go home.

Delaying deadlines for completing tasks

Maria L., a specialist in the personnel training department of a large petrochemical production holding, always takes a long time and carefully prepares documents - orders for personnel retraining, orders for the formation of training groups, contracts with training centers. The process of checking already completed documents takes twice as long. This approach leads to the fact that the organization of industrial training is extremely slow, and failure to meet deadlines for personnel training limits the full use of the enterprise’s production capacity. In response to management's comments that work is not being completed on time, Maria usually responds that she simply does not have enough time.

This is a fairly common situation for bureaucratic companies. When in order to take one step, a lot of explanations, sanctions, orders and other forms of documentary support for the activity process are required. Employees use the corporate document management system creatively enough to do nothing, or work lukewarmly, little by little, guided by the saying “Eat - sweat, work - freeze”, spend a long time and carefully preparing the process, collecting signatures and permissions. A similar trick is used by people who refer to a constant lack of resources - money, equipment, information.

Performing one task at the expense of another

Many people use this loophole as an “urgent task” to temporarily get rid of boring everyday tasks or other, less interesting ones.

The head of a large enterprise gave the task to Svetlana, his secretary, to call all the heads of departments so that they prepare semi-annual reports and appear at general meeting after noon. In addition to this task, Svetlana had to carry out her daily work: receive and register correspondence, answer incoming calls, and so on. The secretary began calling managers and completely forgot about her daily duties. Referring to the fact that she now had urgent work, she rather dryly asked an important client to call back after lunch, which subsequently affected the company's reputation - the client was angry with such a formal approach and even seriously thought about severing business relations with a long-time partner and supplier.

Energy to the masses!

For a person to work productively, two components must be present in his activity: the first is energy, the second is direction, or purpose. Low energy levels occur, as a rule, in people who are sick, suffer from vitamin deficiency, have low motivation, are tired, have serious psychological problems leading an unhealthy lifestyle. Therefore, one of the tasks of the company’s personnel service and management is detect people with low energy levels and take necessary measures.

The management of one of the regional fast food chains discovered that the productivity of the front staff - sellers and tonar cooks - was extremely low. Many employees serve customers lazily and carelessly, without enthusiasm, which affects the attitude of consumers towards the company. The HR service was entrusted with solving the problem, which, after a series of observations, made the following conclusion: the majority of employees are young people and students. They study and work, and spend their free time in clubs, companies, discos, often using alcoholic drinks. It is clear that such a lifestyle does not contribute to maintaining excellent physical shape, which, in turn, affects work. Hiring older people was unacceptable from a personnel policy point of view. Therefore, the HR service prepared an action plan, where the company management was asked to create a corporate club for young employees - organize a meeting room and build a small gym. Management accepted the proposal from the HR department and allocated the necessary funds. And young employees began to go to fitness classes and participate in events. The energy level rose noticeably - everyone began to work more actively, and there was a sparkle in their eyes.

Motivation can also be as follows: organizing lunches and dinners for employees. Such concern for human resources is useful not only from the point of view of forming corporate loyalty, but also has an economic justification. Employees themselves do not always take home-cooked food with them to work. And not everyone can visit a good cafe during their lunch break, either due to lack of time and money, or due to the lack of a normal catering establishment near work.

The personal appeal of managers to subordinates has a huge impact on the team. Various meetings, business meetings, and work groups are excellent energizers for employees. Department heads must be able to communicate with their subordinates - speak clearly, clearly, and inspiringly. And the task of the personnel service is to look for managers among such candidates who are able to lead, raise the level of energy not only in themselves, but also in other people.

Another reason for low energy levels is learned helplessness syndrome. The term “learned helplessness” was coined by psychologists who conducted an experiment on dogs, the essence of which was to study the animal’s reaction to weak discharges of electric current. In fact, the dogs learned helplessness by refusing to take active actions!

Employees who are under constant pressure from criticism and negative attitudes also become helpless and lethargic. Instead of taking responsibility and taking initiative, they prefer to complain about their superiors, low wages and ungrateful clients.

One of the functions of the HR department of an organization is diagnostics of the management style of department heads. The boss can be tough and authoritarian, but if he knows how to not only criticize, but also praise his subordinates, the energy level in the department will be high. Conversely, a democratically minded, proactive manager can easily stop the work of an entire company if he only knows how to blame and find faults.

Large paperwork also leads to the fact that people begin to work cautiously, sometimes preferring to do nothing, just to avoid making a mistake. It is necessary to get rid of unnecessary papers as much as possible, as well as unnecessary approvals and permits.

Forward looking

Without a map and compass, ships go off course, and without ground control support, a plane can become disorientated and crash. Also, personnel without goals in their work begin to do anything but their immediate responsibilities. Each employee must have his own “coordinate grid”. He must clearly know what to do first, what to do second, and so on. Setting goals and objectives must be specific, measurable and time-bound.

A person must not only imagine his final result, but also know what he will do if it is currently impossible to complete the work for objective reasons. For example, experienced foremen always plan for builders what work they can do in case construction materials are not delivered on time. So that work does not stand still, and people do not become discouraged. The practice of “reserve work front” can significantly increase labor productivity.

Human resource departments should be forward looking. They need to direct their activities towards diagnosing the leadership style of department heads, employee satisfaction with their work, as well as building a system for maintaining employee working time. In this case, structured interviews, tests and focus groups are used for research.

Example questions for interviews and focus groups with employees:

• Attitude to work, satisfaction
  • What do you like and dislike about your job now?
  • What resources do you lack to work effectively (finance, information, etc.)?
  • What are the main difficulties in your work?
  • What duties do you feel are unnecessary but you have to do?
  • How do you think your colleagues feel about their work?
• Relationships with superiors, leadership style
  • Which departments do you interact with most often?
  • Who controls your work, and how?
  • How is your work assessed?
  • How does your immediate management formulate the goals of your work for you?
  • Are your bosses satisfied with your work or not, how is this expressed?
• Structure and content of the work
  • What does your working day consist of? What do you spend most of your time on (what types of work)?
  • Do you have enough independence in decision making?
  • How do you plan your activities?

To diagnose leadership style, many personnel management services use psychological tests, however, in our opinion, the method of psychological testing has limitations due to the fact that tests can be reused only after a sufficiently long period of time. Since repeating surveys of the same respondents reduces the reliability of the results, many managers strive to give socially desirable answers. In addition, many standard questionnaires are quite easy to read, and it is not particularly difficult for a person to give the answers that, in his opinion, management would like to see. The most reliable and accurate method for studying management style is case studies. Moreover, it is better if they need to be answered according to the principle “Situation - actions - predicted result.”

The efficiency factor (COP) of an employee’s labor potential cannot be equal to 100%. Moreover, efficiency depends on a number of external and internal factors.

Studies of the efficiency of human activity in the labor process have shown that efficiency has complex dynamics. For example, it is known that during the working day, performance has the following phases:

• development or increasing efficiency, which can last from several minutes to 1.5 hours depending on the specifics of the work, its organization, and the individual characteristics of the person;
• a phase of high stable performance, which can be maintained for 2 - 2.5 or more hours, depending on the complexity and severity of the work;
• phase of decline in performance due to the development of fatigue.

The relationship between these phases in time determines the worker’s efficiency.

Efficiency is determined by age, work experience in the specialty, professionalism, etc. Efficiency criteria also include production and psychological indicators, job satisfaction. The more productive the work is, the less costly it is completed: less waste, less fatigue, less neuropsychic costs to achieve the goal, less emotional reaction to the behavior of clients, etc.

Hence, the most important criterion for the optimal labor potential of an employee are indicators related to his success and efficiency. The higher the efficiency, the closer the employee is to the goal.

The process of achieving a goal, as a rule, includes the following main stages:

• 1. Design of subject content and forms of labor and non-work behavior, which, in the employee’s opinion, can lead to the solution of the task.
• 2. Realization of the goal in interaction with the subject of labor.
• 3. Evaluation of results in accordance with personal group criteria.

Each of these stages includes analytical and constructive processes.

Designing an employee’s activities presupposes, on the one hand, analysis readiness to perform work (a kind of self-diagnosis), and on the other - constructive developing ways of doing work.

Completing the intended work requires both constructive interaction with colleagues and constant self-analysis and self-control. Evaluation of what has been achieved is not only an analysis of the results, but also a constructive basis for determining directions for further work. This process can be represented schematically (Table 12). An employee’s efficiency also largely depends on the following factors:

• correspondence between the goals of the organization and how the employee understands them, mutual understanding between the employee and the organization;
• the presence of subgoals that enrich the content of the main goal and create additional points of contact between production participants, as well as between the organization and people;
• achieving a goal (regardless of its specific implementation) at the lowest cost.

Work process

Table 12.

The information provided allows us to draw the following conclusion: a person who subjectively evaluates his work as work “with full dedication” cannot be assessed as completely successful. Working “at the limit” depletes the individual and his labor potential. In a study conducted at one of the corporatized (formerly state-owned) enterprises, assessments of the personal work of respondents were revealed (Table 13).

Table 13

Assessments of personal work of respondents (as a percentage of the number of respondents)

The results of the study raise serious concerns about the state of the labor potential of the enterprise’s personnel and the success of its work. People work wastefully. Women and older people work most intensively. Experts believe that you need to get up from the table with a slight feeling of hunger. The same can be said about work: you need to finish it with the knowledge that you still have strength. Retains its value here Aristotle's motto: optimum - this is not the maximum.

It is typical for a person to strive for things to be done “on their own” to the greatest extent possible. This is probably the basis of technological progress. Tools are created that perform all the necessary operations, machines, automatic machines and robots. One of the most important subgoals optimal work is to organize work in such a way as to minimize the expenditure of effort on its implementation and to have reserves for the future. This is what characterizes an active position in relation to work. For this purpose, new equipment is created, training is carried out and automation of actions is developed, which are aimed at replacing intensive human actions with mechanical actions.

Energy consumption and, therefore, the energy requirement of a healthy person during normal physical activity consists of four main parameters. First of all, this is the basal exchange. It is characterized by the energy requirement of a person at rest, before eating, at normal body temperature and temperature environment 20 °C. The main metabolism serves to maintain the important functions of the body's life support systems: 60% of energy is spent on heat production, the rest on the work of the heart and circulatory system, breathing, kidney and brain function. The basal metabolism is subject to only minor fluctuations. Regulation of basal metabolism is carried out with the help of hormones and through the autonomic nervous system. Its value is determined by measuring the amount of heat generated (direct calorimetry) or by recording oxygen consumption and release carbon dioxide(indirect calorimetry).

The second component of the body's energy expenditure after the main metabolism is the so-called regulated energy expenditure. They correspond to the need for energy used for work above the basal metabolism. Any type of muscular activity, even changing body position (from a lying position to a sitting position), increases the body's energy consumption. The change in energy consumption is determined by the duration, intensity and nature of muscle work. Since physical activity can be of a different nature, energy expenditure is subject to significant fluctuations.

An athlete’s energy consumption is determined by an even larger number of components:

Climatic and geographical conditions of training;

Training volume;

Training intensity;

Kind of sport;

Training frequency;

Condition during training;

Specific dynamic action of food;

Athlete's body temperature;

Professional activity;

Increased basal metabolism;

Digestive losses.

The more muscle work, the more energy consumption increases.

In experiments with work on a bicycle ergometer, with a precisely determined amount of muscle work and precisely measured resistance to pedal rotation, a direct (linear) relationship between energy consumption and work power, recorded in kilograms or watts, was established. At the same time, it was revealed that not all the energy expended by a person when performing mechanical work is used directly for this work, because most of the energy is lost in the form of heat. It is known that the ratio of the energy usefully expended on work to the total energy expended is called the efficiency factor (efficiency factor). It is believed that the highest efficiency of a person during his usual work does not exceed 0.30-0.35. Therefore, at the very economical consumption energy in the process of work, the total energy costs of the body are at least 3 times higher than the costs of performing work. More often, the efficiency is 0.20-0.25, since an untrained person spends more energy on the same work than a trained person.

With a focus on power and energy consumption, relative power zones in cyclic sports were established (Table 5).

These four zones of relative power involve dividing many different distances into four groups: short, medium, long and extra long.

What is the essence of dividing physical exercises into zones of relative power and how is this grouping of distances related to energy consumption during physical activity of different intensity?

Firstly, the power of work directly depends on its intensity. Secondly, the release and consumption of energy to overcome distances included in different power zones have significantly different physiological characteristics.

Table 5

Relative power zones in sports exercises (according to B.S. Farfel, B.S. Gippenreiter)

Maximum power zone. Within its limits, work that requires extremely fast movements can be performed. The duration of this work usually does not exceed 20 seconds. With such maximum work, the phenomena of fatigue begin within 10-15 seconds, which manifests itself in a slight decrease in intensity. No other work releases as much energy as working at maximum power. The oxygen demand per unit of time is the largest; the body's oxygen consumption is insignificant. Muscle work is accomplished almost entirely due to oxygen-free (anaerobic) breakdown of substances. Almost the entire oxygen demand of the body is satisfied after work, i.e. the demand during operation is almost equal to the oxygen debt. Due to the short duration of the work, blood circulation does not have time to increase, but the heart rate increases significantly towards the end of the work. However, the minute volume of blood does not increase much, because the systolic volume of the heart does not have time to increase.

Submaximal power zone. Its maximum duration is no less than 20-30 seconds, but no more than 3-5 minutes. This type of work produces a significant amount of lactic acid, which dissolves in the blood. In addition to the anaerobic processes that intensively unfold during this work, aerobic processes are also included. Breathing and blood circulation sharply increase. This ensures an increase in the amount of oxygen flowing through the blood to the muscles. Oxygen consumption continuously increases, but it reaches its maximum values ​​almost at the end of work. The resulting oxygen debt is very large - it is significantly greater than after operation of maximum power, which is explained by the duration of operation.

High power zone. It is characterized by a duration of at least 3-5 minutes. and no more than 20-30 minutes. There is already enough time for breathing and blood circulation to fully increase. Therefore, work performed a few minutes after the start occurs with oxygen consumption close to the maximum possible. At the same time, the oxygen demand during such work is greater than the possible oxygen consumption. The intensity of anaerobic processes exceeds the intensity of aerobic reactions. In this regard, anaerobic breakdown products accumulate in the muscles, and an oxygen debt is formed.

During high-intensity work, excretory processes play a significant role. Sweating, which increases in the first minutes of work, is fully included in the thermoregulatory function, protecting the body from overheating. In addition, sweat removes some of the lactic acid and other metabolic products that enter the blood from the muscles.

Moderate power zone. It can last from 20-30 minutes. up to several hours. The feature that distinguishes the moderate intensity zone from all three of the above zones is the presence steady state(equality of oxygen demand and oxygen consumption). Only at the beginning of work does oxygen demand exceed oxygen consumption. However, after just a few minutes, oxygen consumption reaches the level of oxygen demand. Accumulation of lactic acid at steady state is absent or small. The functions of breathing and blood circulation are greatly increased, but not to the maximum.

Prolonged work of moderate intensity, accompanied by heavy sweating, causes large losses of water from the body and weight loss (up to 0.8-1 kg per 1 hour).

So, as a result of repeated loads of a certain power during training sessions, the body adapts to the corresponding work due to the improvement of physiological and biochemical processes, and the characteristics of the functioning of body systems. Efficiency increases when performing work of a certain power, fitness increases, and sports results increase.

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· resistance to stressful situations of training and competitive activity;

· kinesthetic and visual perceptions of motor actions and the environment;

· ability for mental regulation of movements, ensuring effective muscle coordination;

· ability to perceive, organize and “process information under time pressure;

the ability to form advanced reactions and programs in the brain structures that precede real action.

Intensity of physical activity

The impact of physical exercise on a person is associated with the load on his body, causing an active reaction of functional systems. To determine the degree of tension of these systems under load, intensity indicators are used that characterize the body's response to the work performed. There are many such indicators: changes in motor reaction time, respiratory rate, minute volume of oxygen consumption, etc. Meanwhile, the most convenient and informative indicator of load intensity, especially in cyclic sports, is heart rate (HR). Individual load intensity zones are determined with a focus on heart rate. Physiologists define four zones of load intensity based on heart rate: O, I, II, III. In Fig. Figure 5.12 shows zones of load intensity during uniform muscular work.

The division of loads into zones is based not only on changes in heart rate, but also on differences in physiological and biochemical processes under loads of different intensities.

The zero zone is characterized by an aerobic process of energy transformations at a heart rate of up to 130 beats per minute for people of student age. With such a load intensity, there is no oxygen debt, so the training effect can only be detected in poorly prepared athletes. The zero zone can be used for warm-up purposes in preparing the body for a higher intensity load, for recovery (with repeated or interval training methods) or for active rest. A significant increase in oxygen consumption, and therefore the corresponding training effect on the body, occurs not in this, but in the first zone, typical when training endurance in beginners.

The first training zone of load intensity (from 130 to 150 beats/min) is most typical for beginner athletes, since the increase in achievements and oxygen consumption (with the aerobic process of its metabolism in the body) occurs starting with a heart rate equal to 130 beats/min. In this regard, this milestone is called the readiness threshold.

When developing general endurance, a trained athlete is characterized by a natural “entry” into the second zone of load intensity. In the second training zone (from 150 to 180 beats/min), anaerobic mechanisms for energy supply to muscle activity are activated. It is believed that 150 beats/min is the threshold of anaerobic metabolism (TANO). However, in poorly trained athletes and in athletes with low athletic fitness, PANO can occur at a heart rate of 130-140 beats/min, while in well-trained athletes, PANO can “move away” to the border of 160-165 beats/min.

In the third training zone (more than 180 beats/min), anaerobic energy supply mechanisms are improved against the background of a significant oxygen debt. Here, heart rate ceases to be an informative indicator of load dosing, but bio indicators gain weight chemical reactions blood and its composition, in particular the amount of lactic acid. The resting time of the heart muscle decreases when contracting more than 180 beats/min, which leads to a drop in its contractile force (at rest 0.25 s - contraction, 0.75 s - rest; at 180 beats/min - 0.22 s - contraction, 0.08 s - rest), oxygen debt increases sharply.

The body adapts to high-intensity work during repeated training work. But the maximum oxygen debt reaches its highest values ​​only under competition conditions. Therefore, in order to achieve high level intensity of training loads, use methods of intense competitive situations.

Energy consumption during physical activity

The more muscle work, the more energy consumption increases. The ratio of the energy usefully expended on work to the total energy expended is called the coefficient of performance (efficiency). It is believed that the highest efficiency of a person during his usual work does not exceed 0.30-0.35. Consequently, with the most economical energy consumption during work, the total energy expenditure of the body is at least 3 times higher than the cost of performing work. More often, the efficiency is 0.20-0.25, since an untrained person spends more energy on the same work than a trained person. Thus, it has been experimentally established that at the same speed of movement the difference in energy consumption between a trained athlete and a beginner can reach 25-30%

A general idea of ​​energy expenditure (in kcal) during different distances is given by the following figures, determined by the famous sports physiologist B.C. Farfel.

Athletics running, m Swimming, m

100 – 18 100 – 50

200 – 25 200 – 80

400 – 40 400 – 150

800 – 60 Cross-country skiing, km

1500 – 100 10 – 550

3000 – 210 30 – 1800

5000 – 310 50 – 3600

10000 – 590 Cycling race, km

42195 – 2300 1 – 55

Skating, m 10 – 300

500 – 35 20 – 500

1500 – 65 50 – 1100

5000 – 200 100 – 2300

G.V. Barchukova and S.D. Sprakh compare the energy “cost” of various manifestations of sports and everyday respiratory activity (calculated in kcal/min).

Motor activity kcal/min

Skis 10.0-20.0

Cross country running 10.6

Football. 8.8

Tennis 7.2-10.0

Table tennis 6.6-10.0

Swimming (breaststroke). . 5.0-11.0

Volleyball. 4.5-10.0

Gymnastics. 2.5-6.5

Modern dances 4.7-6.6

Driving a car. 3.4-10.0

Window cleaning 3.0-3.7

Mowing grass 1.0-7.5

Dressing and undressing……….2.3-4.0,

With a focus on power and energy consumption, relative power zones in cyclic sports have been established

But, despite the statements of representatives of these types of nutrition that they live by eating intangible food, many of them regularly drink water, tea and other drinks, and sometimes even eat a little chocolate, cheese and other things, explaining this with a desire to satisfy their needs. taste sensations. In general, of course, you can’t call it life without food. You can call it more precisely, but in fact, it will still be some kind of diet, albeit with an extremely low level of calorie intake from food.

In the Eastern tradition, the possibility of human existence on such a very unusual diet is called - Bigu, which translates from Chinese as “no food.” And in this article we will try to explain this phenomenon, which includes all representatives of prana-eating, salt-eating and breatharianism.
Bigu, or what is the same thing - liquid nutrition, is a unique way of eating in which a person consciously switches to eating liquid nutrient solutions, while excluding any solid food from his diet. The optimal diet for a person in the Bigou condition is the use of the simplest and low-component nutritional mixtures - fruit or vegetable juices, or aqueous solutions - fructose, glucose, sucrose; however, in some cases, fruit and berry or vegetable decoctions, herbal teas, and dairy products are also consumed. Sometimes, to compensate for the lack of taste, salt and spices are added to these drinks.

The first law of thermodynamics for living organisms

The second law of thermodynamics for living organisms

General information

So, first of all, the body needs energy. But in order to understand how effectively a person can use and store energy in his body, you and I must find out what makes up its balance in a living organism. To do this, we list the main ways of energy input and output.

Factors that increase energy consumption are:

1. Eating and digesting food
2. Physical activity
3. Thermoregulation of the body

Sources that provide energy flow include:

1. food energy
2. Sources of thermal radiation
3. Acoustic and light waves

The influence of food on the human body

Human body efficiency

Take a look at the energy expenditure of an adult's muscles during various types of physical activity.

• The first of them is glycolysis - an auxiliary type of energy supply that turns on under conditions of lack of oxygen. In this process, the glucose molecule is split in half, producing only two molecules of ATP.
• The second is oxidative phosphorylation, which occurs with the participation of oxygen in special cellular organelles - mitochondria, where 38 ATP molecules are synthesized from one glucose molecule in a complex chain of chemical reactions.

Daily calorie requirement = physical activity x basal metabolic rate

Thermoregulation