Professionalism and communication skills of the manager

§ 1. The concept of managerial professionalism

The word "professionalism" and its derivatives (professional manager, professional approach, professional setting of the case, and others) are contained in the lexicon of many leaders. At the same time, simple observations show that there is no clearly defined content behind it yet. An analysis of the use of the word "professionalism" in business communication showed that most often it is given the following meaning: good knowledge of one's business, the right approach to decision-making, a reasonable choice of effective actions, knowledge and consideration of diverse experience, control of the situation at one's workplace. Thus, in practice, this term is more often used to refer to the general signs of the actions of an employee who successfully copes with his production tasks, and sometimes as an appropriate evaluative metaphor.

Analysis of the use of the term professionalism in management literature shows that it is used in the following values:

1) a set of requirements for an employee that meets the standards adopted by a professional organization (from the meaning of the concept of a profession as a type of activity supervised by a group of people who own a certain area of knowledge and control the entry into their community of new members who fully accept the standards professional activity);

2) a set of characteristics of the subject of activity, reflecting the experience accumulated in a certain field of activity, which ensures the high-quality performance of work and the achievement of high results in a particular type of work (from the meaning of the concept of a profession as a type of activity that requires special theoretical knowledge and practical skills);

3) a set of qualities expressing moral and social responsibility for the content and results of professional activity (the concept of a profession includes moral basis: the professional exists to serve others).

In accordance with the first approach, which focuses on the formal aspects of activity, it is believed that one can speak of professionalism if the following conditions are met:

The specialist has basic education and advanced training;

Possesses skills based on theoretical knowledge;

Corresponds to the standards of the level of knowledge of representatives of the professions, which is determined by professional organization regulating entry into the profession;

Follows generally accepted standards of professional conduct.

In this context, professionalism is understood as a set of knowledge and practical skills that meet the standard in a particular area of activity, which determine the employee's readiness to act in an established manner according to the situation. Such a definition of professionalism greatly limits the possibility of its application for the evaluation and analysis of management activities. It turns out to be applicable only to certain aspects and varieties of management, for which there are accepted standards, but not to the entire content of the work of managers.

This approach has another weak side. The fact is that the possession of a standard of activity is not yet an indicator of professional skill. It is rather a necessary minimum from which the formation of professionalism begins. There are many examples when employees with a standard set of knowledge and skills in a particular area turn out to be narrow specialists, and in many respects because of this they stop not only in their career, but also in further professional growth. In innovative tasks and processes that take up an increasing part of the work modern manager in most types of business, the possibilities of using ready-made performance standards are generally limited. In these cases, it is necessary to change and instrumental enrichment even of recognized standards.

All this testifies, rather, to the incorrectness or incompleteness of the considered idea of the content of the concept of professionalism, rather than its local meaning and limited applicability.

The second approach to understanding professionalism is based on identifying the meaningful parameters of a person's activity, on which the results of his working behavior depend. In this case, professionalism is a characteristic of an employee's activity, which reflects the practical ability to find the most effective ways do a certain job. First of all, professionalism means that employees apply professional knowledge while doing your job. Professionally done work is usually distinguished by the fact that it is based more on fundamental concepts associated with practical experience than on an impromptu reaction to events due to common sense or stereotypes of habitual behavior. Professionalism is primarily determined by the level of results of practical activities, evaluated by objective criteria and subjective impressions of interested people. Compliance with standard or requirements special organization- this is a secondary sign of professionalism.

This approach to understanding professional activity is not a fundamental alternative to the first one, but it is broader, more flexible (less formalized) and more pragmatic. It can be used for most specialists in various areas of practice, including for the analysis and evaluation of the activities of managers at various levels.

The peculiarity of management activity is that in its content it is very versatile and multifaceted.

The tasks solved by managers, as a rule, cannot be attributed to any one specific specialty or a single type of activity: engineering, management, information, economic or some other. In essence, it simultaneously refers to many of them at once and includes components of different types of activity. Therefore, the development of a manager's professionalism model is an interdisciplinary task. This means that it should be organically interconnected elements of knowledge, experience and practical skills from different areas and professions, which are combined by the logic of real tasks and organizational processes of a particular production and business.

At present, the competency-based approach is most often used to develop a model of professionalism. In accordance with it, professionalism is competence in a particular field of activity. Competence, understood as the practical ability of a specialist to solve specific problems based on systematized knowledge and reflected experience in their application, is used as the main unit of analysis of professional activity.

In this regard, it is advisable to distinguish three types of competencies: subject (subject-industry), managerial and innovative. Subject competencies provide orientation and the ability to act skillfully in specific production technologies and established activities. Varieties of subject competencies correspond to the specialties that exist in the industry. They form the basis vocational training specialist of any profile.

Management competencies provide practical ability to manage production, individual business processes and the business as a whole. They are relatively universal, because they are necessary for any industries and areas of production.

Innovative competencies provide the ability to improve production and management technologies and systems. These competencies have the same universality as managerial competencies, because they are needed in a variety of activities. It is clear that innovative competencies are formed on the basis of developed subject competencies (for specialists) or managerial and subject competencies (for managers).

The identified three types of competencies, in essence, constitute a general model of professionalism applicable to most specialties. An ordinary specialist needs only subject-specific competencies, a class engineer needs subject-specific and innovative ones, and good manager All three types of competencies are required.

Now, in order to understand managerial professionalism, it is important to take into account the trends in the content of the activities of modern leaders. In many companies, especially those involved in fast growing businesses, perceptions of the professionalism of managers began to change. The most professional are no longer those who are fluent in the tasks of current activity, but those who, in addition, quickly adapt to constantly emerging new ones. The rapid change of tasks and the main content of the activity is becoming more and more feature for businesses in a variety of industries. Reducing the period between the emergence of new technologies, new production tasks, on the one hand, and the high dynamics of environmental conditions and the corresponding new business requirements, on the other hand, have shifted the emphasis in the content of the concept of managerial professionalism. The main thing for a manager is the speed and quality of mastering new knowledge and competencies, allowing them to change their behavior and quickly adapt to new tasks and conditions of activity.

Taking into account the considered factors, the professionalism of a manager is a complex characteristic that simultaneously reflects a high level of competencies necessary to solve urgent problems and the ability to master new competencies to solve problems that arise in connection with changes in technologies and business conditions, ensuring the stability of the results of their activities.

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An analysis of the use of the term professionalism in management literature shows that it is used in the following meanings:

1) a set of requirements for an employee that comply with the standards adopted by a professional organization (from the meaning of the concept of a profession as a type of activity supervised by a group of people who own a certain field of knowledge and control the entry into their community of new members who fully accept the norms of professional activity);

3) a set of qualities expressing moral and social responsibility for the content and results of professional activity (the concept of a profession includes a moral basis: a professional exists to serve others).

In accordance with the first approach, which focuses on the formal aspects of activity, it is believed that one can speak of professionalism if the following conditions are met:

─ the specialist has basic education and advanced training;

─ possesses skills based on theoretical knowledge;

─ meets the standards of the level of knowledge of representatives of the professions, which is determined by the professional organization that regulates entry into the profession;

─ follows generally accepted standards of professional conduct.

This approach has another weakness. The fact is that the possession of a standard of activity is not yet an indicator of professional skill. It is rather a necessary minimum from which the formation of professionalism begins. There are many examples when employees with a standard set of knowledge and skills in a particular area turn out to be narrow specialists, and in many respects because of this they stop not only in their career, but also in further professional growth. In innovative tasks and processes, which occupy an increasing part of the work of a modern manager in most types of business, the possibilities for using ready-made performance standards are generally limited. In these cases, it is necessary to change and instrumental enrichment even of recognized standards.

All this testifies, rather, to the incorrectness or incompleteness of the considered idea of the content of the concept of professionalism, rather than its local meaning and limited applicability.

The second approach to understanding professionalism is based on identifying the meaningful parameters of a person's activity, on which the results of his working behavior depend. In this case, professionalism is a characteristic of an employee's activity, which reflects the practical ability to find the most effective ways to perform a certain job. First of all, professionalism means that employees apply professional knowledge in the performance of their work. Work done professionally is usually characterized by being based more on fundamental concepts associated with practical experience than on impromptu reactions to events due to common sense or stereotyped habitual behavior. Professionalism is primarily determined by the level of results of practical activities, evaluated by objective criteria and subjective impressions of interested people. Compliance with the standard or requirements of a special organization is already a secondary sign of professionalism.

Manager Career Planning

A person's attitude to his future is connected with work. Career planning is a conscious perception of the future, setting guidelines, a vision of the desired future and ways to achieve it. Under career is understood primarily as the promotion of an employee through the ranks, it is a part of his life associated with production, economic or professional activities. A career gives a person motives, goals, develops abilities, expectations that can be realized.

There are three career paths:

1. Professional. It is characterized by the stages of training, hiring, professional growth, advanced training, which an employee can take place both in one and in different organizations.

2. Intraorganizational. It is implemented by promotion within the organization. Distinguish vertical promotion, or standard promotion, and horizontal, or rotation - in this case, the status of the organization itself changes, the scope of authority within the position held expands. In addition, within the organization there are so-called. centripetal promotion. This type of career is understood as access to the first persons of the organization, movement to the top of power. For example, a manager invites a subordinate to meetings or meetings that were previously closed to him, including informal ones - we are talking about an informal career, which (if both parties wish) can be transformed into a vertical promotion.

3. Organizational. This direction in the service means promotion by changing the place of work, moving to another organization.

Career planning is typical for a manager in the field of trade, because. The specificity of any organization lies in its interest in the success of its employees as a decisive factor in its own. But even with a favorable attitude from management (planning the career of his employee), the manager must rely mainly on his own strength, knowledge and self-control.

Control and motivation to work

Control is a way of creating a work environment that rewards employee achievement. Its purpose is to supervise personnel, achieve high efficiency work, maintaining morale and motivation among employees, controlling costs, minimizing duplication of functions, explaining company policies to employees and solving problems. Control is carried out using personal contacts meetings and written reports received by managers from subordinates.

One of the key elements of control is to constantly create motivation among employees to achieve the goals of the company, i.e. direct their energy in the way the organization needs. Motivation to work- is the desire of people to achieve goals related to work. Motivation can be positive or negative.

Job satisfaction is determined by the degree of implementation of any employee minimum expectations And desired goals. True job satisfaction (hence good motivation) requires both. Usually minimum expectations(or dissatisfied expectations) refer to the work environment itself: safe workplace, fair treatment of those occupying the same positions, an objective boss, some freedom regarding the form of clothing, additional benefits (vacation duration, travel ticket, etc.), job security (employment security for this employer) etc. By themselves, these elements usually affect motivation in only one direction - negatively. If the minimum expectations are not justified, then the person is dissatisfied; if they are met, then they are taken for granted, and therefore they are not an incentive to “do everything possible and impossible.”

Desired Goals(or expectations that give satisfaction) are more related to the position than to the work environment. Here other questions arise. For example, does the employee like his job? Does he receive recognition for good results and satisfaction from what he has achieved? Does he have the authority to make decisions in his work? Do they trust him, does he have certain perspectives growth, does he receive additional rewards for outstanding performance, is there a chance to learn and grow in the company? These elements can have a huge positive impact on job satisfaction and employee motivation, and they are what motivate them to “go above and beyond.” Interestingly, HR professionals seem to underestimate the importance of recognition in motivating employees and therefore improving performance: they continue to neglect simple things like praise and gratitude at work. Recognition and reward are completely different concepts; the first serves to reinforce the desired behavior or performance, and the second the employee receives after achieving results.

Recognition programs do not require special resources and funds; they must be creative, consistent and timely. Each firm - depending on its history, culture and personality - can develop such a program to suit its needs.

In trading, there are three main employee control style:

– Management believes that employees need constant monitoring and control, and effective motivation can only provide economic incentives. The main premise of this style of control is that the average employee lacks ambition, dislikes responsibility, and prefers to follow the leader.

– Management believes that employees can be their own managers (i.e. manage their own work) and assign themselves authority. Motivation has the character of social and psychological incentives, and control can be decentralized and joint. Management recognizes that people have everything - motivation, potential for development, the ability to take responsibility and a willingness to achieve the company's goals.

The main objective of this style of control is to create a work environment in which employees can achieve their own goals by achieving the goals of the company. This is a more modern view of motivation that is applied to positions at all levels in the trade.

– Management adopts a self-management approach and encourages employee participation in work sharing and joint decision-making. It is a form of "mutual commitment" between a firm and its employees, in which both parties enthusiastically cooperate to achieve long-term benefits and benefits.

A similar view of motivation is considered more modern and applies to staff at all levels.

Control should motivate employees in a way that promotes job satisfaction, reduced employee turnover, reduced absenteeism and increased efficiency.

Recruitment

It is difficult for any firm to find such employees whose characteristics (both personal and professional) meet the requirements for vacancies. To determine the need for a particular vacancy, the features of the work are studied. First, information is collected about the functions that the employee must perform and the requirements that apply to him, i.e. you need to find out what his duties should be and for what he will be responsible. Based on this, it is necessary to determine what abilities, education, experience and physical qualities are necessary for this position. This procedure is used to select staff, set performance standards, and assign salaries. For example, department store managers supervise other salespeople, are active in sales in their departments, perform some administrative and analysis functions, and report directly to the store manager. Most department managers have worked at their firms for at least two years before taking this position.

After studying the features of the work, a job description V writing. A traditional job description contains a job title, a chain of command (i.e., superior and inferior positions), responsibilities for attending meetings and committees, and specific roles and tasks.

Usually the first selection tool is questionnaire, which provides the necessary information about the applicant: education, experience, health status, reasons for dismissal from previous jobs, other activities, hobbies and recommendations. It does not require complex analysis and can be used as a basis for evaluating a candidate at an interview. At this stage, many candidates are rejected, so the questionnaire is considered a quick method of screening candidates. Then applicants who meet the minimum requirements move on to the second stage (interview).

On interviews they try to obtain information that can only be collected through personal communication and observation. This method allows the employer to assess the candidate's ability to express his thoughts in verbal form, to get an idea of \u200b\u200bhis appearance, ask questions on the questionnaire and try to determine the career goals that the applicant sets for himself. Before the interview, it is necessary to resolve some organizational issues. For example, what will be the degree of formality of the interview, how many interviews and how long will it take to evaluate the candidate, where they will be held, which employee (s) should conduct them, in what atmosphere the interview will take place - calm or tense, how it will be structured. The solution to these questions often depends on the abilities of the person conducting the interview and the requirements of the position.

Many retail firms, especially smaller ones, will hire an applicant if they make a good impression during the interview. More large organizations use additional remedy selection - testing. In this case, the candidate who successfully passed the interview stage must pass psychological tests (here his character, mental abilities, interest in this work and leadership qualities will be assessed) and / or qualification tests (they help to assess the knowledge and experience of the candidate, i.e. his fitness for work). Tests should only be administered and interpreted by experienced and qualified specialists.

Proficiency tests are easier to interpret than psychological tests because they they refer to specific skills or knowledge (for example, knowledge of the industry and methods of trade, the ability to demonstrate the product to the buyer, etc.). To save time and achieve greater efficiency, some companies use computer-based surveys and testing.

In addition to interviews and testing, companies often also use such a form of assessment of applicants as recommendations. They can be checked either before the interview or after it. Referrals are contacted to understand how sincere they are about the applicant, to check the applicant's integrity, to ask the previous employer why the employee left the job, and to analyze the types of people who vouch for him. Such a request can be made by mail or telephone; it is an inexpensive, fast and relatively simple method of evaluation.

After a candidate successfully overcomes the stages of interview, testing and verification of references, some firms, before hiring him, make him go through body check. This is due to the specifics of working in companies where significant physical exertion, long working hours and strong stress are expected.

Each step in the recruitment process complements the others. All of them, taken together, provide the company with the necessary information. Typically, forms of selection such as questionnaires, interviews and reference checks are used. The use of further interviews, psychological and qualification tests, and physical examinations depends on the specific employer and position.

When the firm comes new employee, he must pass pre-training(introduction to the course) . During it, the newcomer learns about the history of the company, its policies, and also receives more specific information about the position itself (working hours, remuneration, subordination, job responsibilities, etc.). In addition, the new employee is introduced to colleagues.

A training (or induction) program is used to teach "new" and "old" employees how to do their job in the best possible way, as well as to constantly improve their skills. They can last from one to two days (when learning how to draw up orders for the purchase of goods, work with cash register, personal selling techniques, etc.) up to two years (executive training programs that cover all aspects of the retail business).

The steady demand for professional sales managers guarantees a trouble-free employment for sales professionals. But, accepting the invitation of the employer, you need to make sure of his good faith, so as not to become a victim of "black hiring" or not get into a shell company.

In the case of "black hire", the employer does not fulfill its obligations: a manager who has worked for several months for half the salary laid "on probation”, are fired, or he, without waiting for the promised money, quits himself, and a new person is found to replace him. This is such an option for saving the salary fund (“conveyor hiring”).

Qualified specialists also become victims of “hiring with a setup”. They are lured away from other companies for high salaries, which are gradually reduced to a minimum with the help of fines. Such leaders work using the following scheme: for a very large salary, they offer to organize a business “from scratch”, after which the organizer is fired, and a new person is hired “to get ready” (at the same time for a small salary). Protection from the arbitrariness of employers - registration labor agreement or contract.

Individual leadership style. Business Ethics Manager

Management theory identifies the following management styles: authoritarian style- an ideal-typical form of the sole centralized manifestation of the imperious will of the formal leader and democratic style(cooperative, or complicity). Below are the variations of these styles:

absolutely dictatorial– employees are forced to follow strict one-man orders under threat of punishment;

autocratic- the manager has an extensive apparatus of power;

patriarchal- the manager enjoys the authority of the “head of the family”, employees obey on the basis of unlimited trust;

benevolent, or supportive- the authority of the manager is based on his personal positive qualities in which employees are confident.

Democratic style includes the following variations:

communication- employees can express their opinion, but must ultimately follow orders;

advisory- the manager makes a decision only after detailed information and discussion; employees perform tasks in the development of which they participated, on which they were consulted;

joint decision control- the manager sets the problem and restrictions, the employees themselves decide on the activities; the manager reserves the right to decide;

autonomous- the manager takes on the role of moderator, employees are given independence; control and responsibility remain with the manager.

Each manager's leadership style is individual; it is by his leadership style that each manager presents himself to others as a good or bad leader.

Individual leadership style- a way of interaction between a manager and subordinates in accordance with his internal personality traits.

Leadership power can be exercised in various forms. The five most common forms of power: "carrot and stick", traditions, leader, knowledge, connections.

The power of "carrot and stick" is a combination of rewards and punishments. Reward ("carrot") for Good work and "correct behavior" can be effective if it corresponds to the merits and expectations, has a significant for the encouraged quality. Punishment ("whip") achieves the desired result if it takes into account a number of psychological factors of influence: the inevitability of the justice of punishment, its significance for the guilty.

Excessive frequency of use of rewards and punishments leads to the fact that subordinates stop paying attention to them, their effectiveness decreases.

The Power of Tradition is the regulation of behavior by generally accepted traditions and norms. It is the most ancient form of power. And the manager creates and maintains useful traditions in the firm.

The power of a leader is built on charisma, authority and a personal example of a manager. To do this, the leader must have qualities that are attractive to subordinates.

The power of knowledge- this is the influence of a manager whose skills and experience subordinates trust. The manager acts as an expert, innovator, he "knows how best." The disadvantage that takes place here is the fettering of the initiative of subordinates.

The power of connections- these are acquaintances and contacts of a manager in higher authorities, allowing him to resolve issues and maintain his authority among subordinates. The manager of this form of power is able to achieve a solution even where it is impossible (“by way of exception”).

According to the questionnaire of the English psychologist G. Eysenck, the choice of leadership style depends on the type of temperament, orientation and emotionality of the manager. The questionnaire has four main leadership style:

1. Contact style

The style is close to democratic. According to the type of temperament, it corresponds to melancholic, high anxiety and focus on oneself. The main character traits of the bearer of this style are: indecision, anxiety, resentment.

This style is preferred by managers who trust their subordinates and actively communicate with them.

The positive aspects of this style are reliance on the opinion of the majority; search for solutions that would suit everyone.

The disadvantages of the style include slowness, fear of risk, the desire to "please everyone."

2. Emotional style

This style is interactive. According to the type of temperament, he is close to choleric, high anxiety and outward orientation. The main character traits: activity, excitability, impulsiveness.

The emotional leadership style is chosen by those managers who want and are able to include subordinates in the world of their ideas, hobbies, and emotions.

Advantages of emotional style: speed of decisions and actions; the experience of not only the manager, but also all employees for a common cause.

3. Leadership style

Corresponds to the charismatic style. According to the type of temperament, he is close to a sanguine person, calm, directed “outward”. Main character traits: sociability, openness, carelessness.

The leadership style of leadership is used by those who can convince and lead.

The advantages of leadership style include quick mobilization of resources and perseverance in achieving the goal.

The disadvantages of the style are ignoring the opinion of the minority and possible social tensions (conflicts).

4. Analytical style

This style is close to flexible. According to the type of temperament, it corresponds to a phlegmatic person, a calm person directed "outward". The main character traits: prudence, caution, reliability.

The preference for the analytical style of leadership is given by managers who are able to manage systematically, balancedly, show high attention both to business and to people.

The advantages of style are the balance of decisions and the maximum consideration of all circumstances.

The disadvantages of the analytical style are the loss of time and the consideration of secondary factors.

The chosen style of leadership may turn out to be borderline, that is, carry the features of two neighboring styles.

The leadership style is chosen by the manager depending on his personal qualities. However, it must necessarily be adjusted depending on the nature of the team, the conditions of its work and life, the dynamics of circumstances.

The manager's own style of leadership developed by the manager requires constant improvement. Each of the styles identified by G. Eysenck has its own ways to improve associated with overcoming shortcomings.

Ways to improve the contact style:

1. Do not delay decisions.

2. Show more confidence and be able to insist on your own.

3. Do not be afraid of different opinions, strive to find non-standard solutions in discussions.

Ways to Improve Emotional Leadership Style:

1. Restrain "hasty" decisions.

2. Do not get personal in evaluating opinions and actions.

3. Be objective in professional and personal relationships.

Ways to improve the leadership style of leadership:

1. Learn to listen to others.

2. Consider the opinion of the minority.

3. Try not to suppress, but to convince opponents.

Ways to improve the analytical style of leadership:

1. Learn to distinguish the main from the secondary.

2. Do not turn caution into "braking".

3. Learn to make step-by-step (intermediate) decisions.

The manager's adjustment of his own leadership style, depending on the nature of the team and the situation, is associated with two circumstances - the level of development of the team and its economic efficiency.

Team development level includes: qualifications of employees; their creativity; staff cohesion; good psychological climate in the team; compliance with business etiquette; lack of conflict.

Economic efficiency means: high level of profitability and profitability; firm position in the industry; the popularity of its products in the market.

The manager's adjustment of his own leadership style includes constant attention to the latest in management theory and best practices.

Compliance with business ethics in the team begins with the manager. If he is restrained and correct in relations with subordinates, his example will spread to the rest of the staff.

The theory of management in matters of business ethics identifies a number of provisions that a manager must take into account in his activities. In order for him to be convinced of his moral rightness, he must rely on two principle activities:

1. Compliance with legal and ethical standards.

Compromises are unacceptable here - law and ethics clearly define the boundaries of what is acceptable. Too free interpretation of them, allowing yourself to occasionally or slightly cross the line is fraught with losses for the image.

2. Compliance of management actions with the interests of the company and staff.

Of course, in the foreground for the manager should be the interests of the company. However, the interests of staff also need to be taken into account. Well, if harmony is achieved (or at least a balance of interests). An attempt to solve the interests of the company at the expense of the interests of the staff is futile - this will lead to psychological discord and economic collapse.

Managers are responsible for morale in the organization. Management establishes a kind of loyalty boundary with respect to violations, even if they seem to be for the good of the firm.

The golden rule of management ethics says: "Treat your subordinate the way you would like to be treated by your boss." The attitude of the leader to subordinates determines the nature business communication, moral and psychological climate in the team.

Practice business relations worked out moral standards And patterns of behavior. Five of the main ones are listed below.

1. Strive to turn your firm into a cohesive team with high moral standards of conduct.

2. Attach the team to the goals of the company. Employees feel comfortable if they identify with the team and the firm.

3. Give assignments and assignments to subordinates in an ethical manner.

4. Support and protect your subordinates - they will reciprocate.

5. Criticize the actions and deeds, not the person of the offender. Do it ethically. Do not judge superficially, thoroughly understand all the circumstances of the offense.

The following can be distinguished ethical responsibilities manager:

1. The manager must be an example of moral behavior.

2. The manager is responsible for the state of the moral and psychological climate in the team, compliance with business ethics.

3. The manager is responsible for ensuring that the goals and objectives of the firm are understood and accepted both by the team as a whole and by individual employees.

4. The manager is responsible for creating an atmosphere of creativity, revealing the potential of employees, their professional growth.

The manager's constant improvement of his individual leadership style, the fulfillment of ethical duties, and the observance of moral norms of behavior will actively contribute to the formation of his positive professional image.

Responsibility and risk of the manager for the decisions made

The manager often has to act in conditions of incomplete information and insufficient clarity of the situation. Making managerial decisions in such conditions imposes on the manager a special responsibility for both their consequences and possible risks.

Manager's Responsibility- this is the ability to take into account the circumstances as much as possible, to foresee the development of events, the willingness to be responsible for one's decisions.

In the management system, the problem of decision-making under risk conditions is of particular importance also because some managers explain their inaction, evasion from making important and complex decisions by referring to a possible risk. By risk they try to justify their mistakes, blunders, lack of knowledge, inability. But managerial courage associated with risk is not always encouraged. It is important to have managerial abilities and knowledge that allow you to analyze and foresee, take justified risks and provide ways of insurance.

No less important are creative (creative) approaches to problem solving. However, they are prevented by the following settings:

- initiative is punishable;

– fear of borrowing ideas by competitors;

“The boss is always right,” what if he doesn’t like it?

– “speak briefly, leave quickly, ask little”;

- This good idea, but it is unlikely to suit us;

What do I need most?

- and how much will it cost?

- there will be too many difficulties;

- there is no time for such things, etc.

Creativity in decision making is also hindered by the following barriers:

- Conformity. It is always easier to be a part and not be different from the crowd. Bureaucratic thinking is facilitated by centralized structures.

- Attunement to "the only correct answer." It is a consequence, as a rule, of authoritarian leadership styles - such a leader prefers predictable analytical and logically thinking employees; it is very difficult for him to adjust to a modern business with non-standard-minded, creative specialists.

- Fear of arguing the obvious, looking like a fool, a "black sheep".

– Uncertainty about the support of other people.

- Uncertainty in their creative powers (often of a psychological nature).

- The pressure of routine work - when the incompleteness of current affairs violates plans and "slows down" the solution of non-standard tasks.

– Difficulty in formulating the problem, because requires creative imagination, a clear correlation of causes and effects, symptoms of the problem. Sometimes the definition and formulation is more important than the decision itself.

– Lack of experience and technique for recognizing problems.

During periods of socio-economic reforms, the degree of uncertainty in the work of managers increases. Any situation is influenced by numerous factors, which are difficult to fully take into account. There is a temptation to make decisions intuitively, based on previous experience, worldly wisdom, and sometimes just “by eye”. Unsupported by deep knowledge and accurate calculation, such actions often end in serious losses.

Manager Risk- this is decision-making in conditions of lack of information, uncertainty in the hope of a favorable outcome.

It is very important to understand the essence of risk. The experience of mankind shows that those who know how to take risks often win more. You can also recall examples from your own life when risk brought success.

However, the frequency of favorable outcomes in risky situations is apparent. Along with a few successful ones, there are always many unsuccessful examples.

Nevertheless, risk is often not a whim or a beautiful gesture. In many cases, it is simply impossible to do without risk, risky actions become forced or concomitant.

The manager's responsibility is to minimize unwanted risk as much as possible. However, if actions involving risk are inevitable, then you need to take risks prudently. This is a whole science and art, but this can and should be learned. Although it is also important that individual people a sense of danger is given at the level of intuition.

A professional analysis of the situation based on deep knowledge, complete and accurate information gives grounds to draw a clear line between justified and unjustified risk. A responsible manager will not take unjustified risks, but will not fail to take advantage of justified risks.

So, firstly, the risk represents its course of action in an unclear, uncertain environment. Secondly, you should take risks only in cases where there is a chance of success. Thirdly, the expected positive outcome of the risk is not random. From the above, we can distinguish the characteristic signs of risk: uncertainty, chance of success, non-randomness of the result.

Uncertainty is the availability of alternatives possible development events. The reasons for uncertainty can be ignorance, coincidence And opposition.

Ignorance- this is the incompleteness, inaccuracy of our knowledge about all the circumstances associated with a particular situation. Of course, it is impossible to know absolutely everything. Therefore, we are talking about the body of knowledge that is even of little importance for the given circumstances. But minor factors can often be neglected; but in order to do this, one must know them, evaluate their significance, and only then exclude them.

by accident what is called is what happens differently under similar conditions, and it is impossible to predict in advance how it will be this time. It is impossible to foresee the development of events in each specific case. And since it is not clear what an accident can lead to, there is a risk.

Opposition- this is an influence aimed at preventing the development of events in an undesirable direction. Competitors, suppliers, partners, officials, controllers, and generally random people can resist. Counteractions can be conscious and unconscious. The forms of their manifestation are non-fulfillment of the contract, disrupted deliveries, blocked accounts, restrictive measures, worsening conditions, making demands, etc. Circumstances can also act as countermeasures - from natural disasters to technical accidents, from illnesses of employees to conflicts with personnel.

The manager's responsibility is manifested in a system of measures aimed at maximizing the positive and minimizing the negative consequences of decisions.

The responsibility of the manager, which is manifested in the activities of risk minimization, may contain elements such as: awareness, forecasting, reservation, variability And insurance.

– Awareness means the creation of a dedicated, qualified and well-equipped information service. This service collects and analyzes as much as possible possible information about people, firms and phenomena related to the subject of risk. The service carefully studies the situation in the market, consumer demand, the state of competitors, the position of partners, the possibilities of scientific and technological progress.

The modern role of the information service is so highly regarded by many that it usually amounts to main part company security services.

– Forecasting allows you to look into the future, trace the trends in the development of demand, supply, prices, the emergence of new means of production, the emergence of new materials and technologies. Forecasting allows you to assess not so much the risks as the level of possible gain - how attractive it is.

– Reservation is considered as the creation of a reasonably sufficient stock of goods, components, raw materials, production capacity, finance, etc., to avoid losses from sudden, sudden changes in market conditions, the manifestation of negative circumstances.

The reserve fund is a very common way to reduce risk losses. It is often considered as self-insurance method. In this option, self-insurance covers only part of the company's property (such insurance is more profitable than an agreement with an insurance company).

– Variability consists in the fact that several options are used in parallel with varying degrees of risk. Simultaneously with risky operations with a high degree of profitability, transactions with low profits are carried out, but with minimal risk.

Variance can also be viewed as a way of self-insurance, when possible losses are mitigated by stability in another area.

– Insurance- this is the establishment of special contractual relations with the insurance company. Unlike self-insurance options, compensation for possible losses is shifted to the insurer.

Even if the insured event did not occur, all the same, the cost of paying for insurance is fully justified by stable work with the absence of shocks.

So, the manager's responsibility for decisions and risks is an important part of his image. Neither partners nor consumers want to deal with leaders who are irresponsible, adventurous, unpredictable.

Reliability and accuracy of execution in the work of a manager

The most important part of the manager's professional image is reliability and punctuality in working with partners, consumers and colleagues.

Reliability in this context should be understood as the fulfillment of the obligations and agreements assumed, firmness in achieving the goal, independence from circumstances, and execution accuracy - fulfillment of the plans and agreements according to the points.

The presence of these qualities in a pronounced form in a manager increases his professional status. Conversely, their absence leads to the fact that they do not want to have a business relationship with such a manager.

Accuracy and accuracy are important in any business, and especially in business. These qualities inspire confidence, create a positive image and provide a kind of credit. The result is usually given not only by the process itself, but also by the fact that the work is done accurately and on time. The expression “better late than never” is simply fatal for those who are in business.

The basis for the formation of reliability and accuracy of execution as significant professional qualities is personal And Social responsibility manager.

Personal responsibility manager is the fulfillment of his personal professional obligations to himself, the company and other people within the framework of business relations.

This is the inner quality of a person, which is acquired in the course of life experience and ensures its reliability in business. Manifested in the specific actions of the manager; speaks regulator of his professional activity, motivator of actions And internal controller.

1. Regulator of professional activity.

A manager performs professional actions on the basis of internal decisions, business obligations and external circumstances. Personal responsibility in the internal choice of possible alternatives is decisive. Regulating his professional behavior, the manager, first of all, takes into account the scope of his personal responsibility (without this, the manager will not be formed as a professional).

2. Motivator of actions.

Like any employee, a manager has his own needs and motives for behavior. However, personal desires, as a rule, recede into the background before professional duty, because. the benefit of the company and society for a real manager becomes an internal motive for behavior.

3. Internal controller.

Each company has its own control system. However, the most effective controller is the worker himself.

Self-control for a manager in many situations is more relevant than for any other employee. First, self-control should become a natural internal belief of the manager. Secondly, the manager himself should be an example for subordinates - after all, his strict self-control significantly raises his image.

Social responsibility manager is the fulfillment of certain duties to the team he leads in particular and society as a whole, the need for voluntary participation in solving the social problems of the region.

Social responsibility is voluntary. Therefore, it differs significantly from the normative (service) and legislative (legal) responsibility of the manager. Social responsibility has its own distinctive features.

1. Uncertainty, ambiguity.

Since social responsibility does not have strict normative regulation, the ways of its implementation are poorly developed. To a large extent it is subjective. The manager should be prepared not so much professionally as culturally and psychologically.

Many important acts of manifestation social responsibility Dont Have legislative framework, for example, sponsorship and charity, so their economic consequences often not clear. The manager sometimes has to act intuitively.

Within the framework of sponsorship and charity, a special place is occupied by patronage. This concept refers to the material support of workers of culture and art.

2. Impact on profit.

At first glance, participation in social programs reduces the economic competitiveness of the company's products. And, indeed, spending money on social actions, managers are forced to include additional costs in the price of goods and services, thereby giving advantages to their competitors. Catching up on free social programs, the firm is forced to digress from its economic purpose- release of a high-quality and inexpensive product and making a profit, which may lead to the need for a partial refusal to produce high-quality goods, leaving profitable markets and other economically unprofitable actions.

However, everything is not so clear. Economic losses can not only be offset by social and psychological benefits, but also increase competitiveness and bring additional profit.

3. Maneuvering resources.

Social programs provide managers with the opportunity to use that part of the company's resources that is currently unprofitable for business purposes, since there are no suitable programs.

The social activity of the company meets with a positive response from the state (various benefits, beneficial government orders, low-interest loans and loans, exemption from part of taxes and fees, rent, etc.). In other words, thanks to active social activity, the company at the right time can receive needed help from the side of the state.

4. Moral and psychological influence.

The implementation of social responsibility is initiated and accompanied by moral and psychological pressure from society, and sometimes the state. This violates essential principle economy - market freedom. The firm is forced to make economically disadvantageous decisions and actions.

In the same time social activity the firm enhances its image in the eyes of society and in business circles. IN strategic plan this creates favorable opportunities for investment and business.

For the staff, the company's participation in charitable activities creates an additional factor of pride, which has a positive effect on the psychological climate and corporate culture organizations.

Being voluntary, social activity provides managers with a wide choice of programs. Objects social support people and organizations of culture, sports, education, healthcare, religion and others can serve. Such activity does not require a report, gives an unlimited right to choose and great opportunities in obtaining moral and psychological satisfaction.

Execution accuracy in the manager's professional activity is manifested in his affairs and the ability to manage time.

Accuracy of execution in cases means that the manager in the eyes of partners and subordinates does not divide duties and actions into important and secondary. After all, any of what may seem minor, for someone it is not.

For a manager, the accuracy of execution in business means punctuality, timely completion of work, arrival at business meetings on time, compliance with the rules during meetings and during public speaking.

It is not permissible for a manager to do some work partially, to leave some items undone.

Each person values and regulates his work and personal time. That's why time accuracy on business meetings – business card manager, showing his respect for the partner.

Few things bring down a manager in the eyes of subordinates and partners like a senseless delay in meetings and speeches. As a rule, this breaks the plans of those present, makes them then late for something and look undignified. In this case, he cannot count on a positive image.

Time planning: a combination of work and rest

Modern managers work in an environment where time is sorely lacking, despite irregular working hours.

State time pressure(time pressure) negatively affects the manager's work efficiency and lifestyle. Therefore, modern management theory has developed a whole direction that allows rational use of work time leader - time management(from English "time management"). Of course, it is impossible to manage time, therefore “time management” is a figurative name, it is the management of oneself and one’s actions during working hours.

Time management- this is planning and organization by the manager of his working time in order to use it as efficiently as possible.

To solve the problem of lack of time should be to reduce unproductive loss of time. IN labor day managers can be divided into three main groups reasons for wasting time:

1) non-professional actions of the head in terms of the use of his working time;

2) circumstances beyond the control of the manager, leading to unproductive loss of time;

3) personality traits of the leader, which cause loss of time.

The first group of reasons unprofessional actions- should be attributed to the illiterate work of the leader. These are reasons such as:

– Unscheduled work. The manager prefers to solve problems as they come. As a result, the work is often interrupted for clarifications and clarifications. At the same time, not only the performers who need the missing instructions are distracted, but also the leaders who are forced to give explanations.

– Inefficient communication system. Poorly organized exchange of information in the organization leads to its distortion, untimely receipt, subjective perception by recipients. A leader in conditions of low-quality information inevitably makes mistakes in decisions. Correction of the mistakes made leads to unproductive losses of time.

– Lack of work rating. The inability to prioritize tasks according to their urgency and importance leads to the fact that the manager first deals with cases that are not of great importance, or could wait. At the same time, they spend the time necessary to solve really important or urgent problems.

– No delegation of authority. The manager spends time on tasks that could well be performed by subordinates. In fact, we are talking about the lack of confidence in the proper qualifications of subordinates, which negatively affects the working microclimate. But the disadvantage of this approach is much deeper - doing the work for his subordinates, the manager does not have time to do what cannot be entrusted to others.

– Inefficient motivation system. Weak motivation leads to low productivity. This applies not so much to managers as to employees of the company. But low productivity directly leads to a lack of time.

The second group of reasons for the loss of time - independent of the manager- caused by external factors, the influence of which is very difficult. It is impossible to completely get rid of them, you can only try to somewhat reduce the loss of time from them.

– Meeting Calls. Higher authorities constantly hold various meetings and meetings. They go on for hours, gather a lot of participants. As a rule, such numerous and wordy "gatherings" only create the appearance of a case, replacing live work. Everything could be discussed much faster and with fewer participants, which would significantly reduce the loss of time.

– Work with correspondence. Special studies show that the manager spends about 25% of his time working with papers: incoming and outgoing correspondence. An effective solution to the problem of wasting time from working with correspondence is the primary processing of correspondence, which is carried out by an assistant. It sorts documents into three parts: important, possibly important, and minor. For the first two, he is preparing a draft resolution; for the third part, it is enough overview so that the manager has general idea about correspondence.

– The flow of routine. Many everyday tasks are difficult to transfer to subordinates; besides, there is a feeling that it can be done quickly. However, there is a lot of work to be done, and something more urgent is often added. Sometimes deputies deliberately play it safe, do not want to take responsibility, so they shift the decision to the head, ask for "consult". As a result, the total loss of time is very significant.

– « Thieves of time". These are unforeseen affairs and meetings. Some of them really require an urgent solution and cannot be delegated to subordinates. There are many various kinds"thieves of time": phone calls, unexpected visitors, visiting colleagues, changes in plans, correcting mistakes made, inept meetings, useless discussions, indecision, delaying decisions, excessive office bureaucracy, etc.

The third group of reasons for wasting time is personality traits of the leader- associated with his character, temperament, lifestyle and work. This is the most serious group of factors, since it is very difficult to change yourself.

– Constant rush. In a state of haste, the manager does not have time to focus on the task that he is performing at the moment, and, as a rule, follows the path that first came to mind, instead of thinking about other, perhaps more rational ways to solve this task . In addition, the work done in a hurry often turns out to be of poor quality and more time is spent on its correction than was saved.

– « home work". Constant revisions of documents at home give rise to a vicious vicious circle of never-ending cases. The manager does not have time to complete his tasks and solve all the problems during working hours, as a result he is forced to finish them at home at the expense of his free time, rest, personal and family life. The result is a decrease in efficiency, which leads to shortcomings and again to the need for “home work”. This vicious circle is the result of improperly organized working time, which should be destroyed.

– Fussiness. It manifests itself in choleric managers. Impulsivity and unstable energy are superimposed on the poor organization of the working day. It is difficult for a fussy leader to choose which business to give preference to. He often "rushes" between several cases that seem to him equally important and urgent. Since the choice of the order of cases is delayed, time is wasted.

Most often, time management methods contain two ways of organizing working time: time planning and ways of its rational use.

Working time planning

Planning, or structuring time for its most effective use in solving managerial problems. Planning can be long-, medium- and short-term. Most short term- plan of the working day.

Time management actively studies the issues of detailed planning and time spent on planning. The manager's plans should not be too detailed, as the nature of managerial activity is creative and involves a lot of creativity.

The manager should not spend more than 1% of his time on work planning. Practice shows that increasing the planning time is inefficient and inappropriate.

The planning process consists in what is called the content of activities, ways of implementation, deadlines and attracted resources are established, the result to be achieved is determined. With all the individualization of plans, there are general rules planning, which should be known and observed.

Rules for scheduling working time.

1. Before planning, you should carefully analyze the results of the previous plan. It is necessary to take into account all errors both in planning and in execution, to provide for measures to neutralize the consequences of the mistakes made.

2. Each plan must be completed in writing and provide performance notes. This disciplines the manager and allows you not to miss the details.

3. It is necessary to set a clear time frame for the implementation of each case. The plan should not cover the entire duration of the working day (week). Practice shows that about 30% of the time should be left for unforeseen events and circumstances. Otherwise, there will simply not be enough time to complete the plan.

4. Plans must be realistic and actionable. It is important to coordinate them with the plans of the management of colleagues and subordinates. When circumstances change, plans should be adjusted adequately and in a timely manner.

5. Each plan should have an internal ranking of cases by urgency and importance. It is advisable for the leader to entrust secondary matters to subordinates, leaving only control behind him. You can delegate down and important, but not very urgent matters.

1. Start of the working day:

- set yourself up for a positive psychological desire to do work;

- clarify the plan of the day by checking it with the secretary (assistant);

- to deal with important and urgent matters first.

2. The main part of the working day:

- observe a measured pace, take timely pauses for rest;

- be sure to complete what you started, leaving no imperfections and ambiguities;

- avoid actions that cause a backlash or break plans;

– control time (regulations) and plans.

3. Completion of the working day:

- sum up what has been done;

- refine the plan for the next day;

- switch thoughts to rest and non-working affairs.

Rational use of working time

Eliminating the causes of the loss of working time can be considered as one of the ways to rationalize the use of time. However, there are other ways.

1. Delegation of authority. One of the serious problems in the activities of a manager is the excessive concentration of authority and responsibility in his hands. Almost any conscientious leader can be reproached for sometimes doing work that should have been assigned to subordinates.

The positive effect of delegation contributes to professional growth subordinates (solving more complex tasks is a strong stimulating factor and speaks of the leader's trust in subordinates, his faith in their competence and responsibility).

2. Standardization and systematization of communications. All major meetings and meetings, written instructions and orders "from top to bottom", references and reports from bottom to top, horizontal exchange of information should be established once and for a long time. This will not only ensure timely and high-quality receipt by all of the necessary information. Such a well-established Information system organizes and disciplines employees, allows everyone to better plan their working time.

3. Work with correspondence. Facilitating Consideration Path business papers– active participation of the assistant.

4. Meeting people. The time of reception by the head of employees on official and personal matters should be clearly defined. Employees can visit the manager at any time only in cases of unforeseen circumstances. Meetings with partners and clients outside the organization are also important to streamline, setting aside certain days for this (and not in the morning hours).

Workaholism and occupational diseases of a manager

In the life of a modern manager, work and career have become of great importance, sometimes even too much. It is good when work brings joy and satisfaction; this is important for a sense of the fullness of life, a sense of its joys and diversity. But when all forces and energy are given to work, and in a career a manager is led by vanity and pride, the pursuit of self-affirmation, and sometimes just an unhealthy rapture with work (“narcotization”), then a phenomenon arises that has received the figurative name “workaholism”.

workaholism- this is immersion in one's work to such an extent that the rest of life fades into the background.

People suffering from workaholism spend so much effort and energy at work that they are not able to be included in other forms of life activity. They cannot worry about others, show sympathy, enjoy life, but only perceive interference in work with irritation. A vacation or a long break can cause them to feel unwell, aggressive, neurotic. Only by working or thinking about work does the workaholic feel good. His brain is always tuned to one wave - labor, without switching to others. Workaholism is fraught with difficulties in family and personal life, health problems.

Causes of workaholism:

1) desire for material wealth;

2) desire for public recognition;

3) an attempt to hide from life's problems.

1) The desire to acquire wealth to provide for oneself and loved ones is a normal and commendable desire. However, it can turn out to be a dangerous beginning when the family is provided with prosperity, the motive for earning fades into the background, and the manager is no longer able to stop. Passion for work is so strong that it has become the meaning of his life.

2) The desire to achieve social recognition often leads managers to workaholism. The social environment also dictates its conditions. In striving to be a successful member of the leadership community, the manager is forced to accept its unspoken rules. And for a business, not only the amount of income is important, but also the process of making money.

3) The third reason for "flight to work" may be the desire to hide from domestic troubles. Personal dramas can also lead to constant delays at work. In such a situation, work can become an effective means of salvation - it fills the emotional vacuum, distracts, does not allow you to be alone with your thoughts. However, it should be remembered that workaholism can bring temporary relief, but it is not a panacea.

The consequence of manager's workaholism can be a phenomenon called burnout syndrome. Constant emotional overload leads to an increased expenditure of nervous energy, which then does not have time to recover.

Emotional burnout- this is such wear and tear of the nervous system, which leads to indifference and indifference.

The phenomenon of emotional burnout develops among representatives of various professions, who daily face other people's worries and problems on duty. This fully applies to the profession of a manager.

According to psychologists, the main cause of emotional burnout, apart from workaholism, is the discrepancy between the requirements for a manager and his real capabilities.

The danger of emotional burnout is also that it is “contagious”: those who are prone to it become pessimists and cynics. By influencing subordinates and colleagues, "burnt out" managers can make the whole team "burned out".

The phenomenon of emotional burnout in a manager can proceed in four stages.

1. Emotional exhaustion, which manifests itself in a feeling of emptiness and fatigue from work. The manager sharply reduces emotions in professional activity. He does not show a spiritual response to achievements and failures, automatically performing his functions.

2. Personal detachment - a formal attitude towards one's business and objects of management. There is a loss of interest in the personality of partners, business interaction is deteriorating.

3. The fall in professional efficiency, which turns into one's own dissatisfaction, a feeling of one's own lack of competence, an awareness of failure. It seems to the manager that everything he has done is not good enough, incomplete, unsuccessful. Attempts by colleagues to convince him otherwise are perceived as ridicule.

4. Deterioration of physical well-being, exacerbation of chronic diseases, unusually severe course of elementary ailments, atypical, poorly diagnosed diseases. Since the manager himself resolutely suppresses any manifestation of feelings, repressed emotions accumulate in the body, causing disorders of the internal organs.

Medical and psychological science and practice have formulated the occupational disease of managers - manager syndrome. It is based on increased neuroticism, which causes physical disruptions in the body.

The state of "manager's syndrome" causes a number of diseases, such as: neurosis; asthenic syndrome; vegetative-vascular dystonia; transient arterial hypertension; decreased immunity and sexual potency, etc.

At neuropsychic fatigue the transmission of information slows down, mental-cognitive functions worsen, sensory perception and motor (muscle) function are weakened. Added to this are depressive and anxious reactions, irritability, emotional lability, headaches, and increased blood pressure.

It is difficult to catch the moment when love for work develops into an unhealthy addiction, although the disease is recognized at the initial stage primarily by the inability to switch from professional to personal affairs.

Different experts evaluate the manager's syndrome ambiguously. Thus, psychotherapists believe that its causes may be “escape” from reality when troubles arise in family life, a way to get away from personal problems - “forgetting at work”, a means of delaying a decision at a responsible life step.

According to neurologists, unhealthy work addiction is a mental disorder. It arises and develops against the background of changes in the brain.

Time management theorists believe that the manager's syndrome is not so much a disease as the inability and disorganization of the leader. This is the inability to organize working time for oneself and subordinates, the inability to harmoniously combine personal and professional interests and values, shortcomings in general cultural development and professional knowledge.

The "manager's syndrome" is also dangerous because it can lead to a number of serious occupational diseases. Let's consider the most common of them.

Asthenic syndrome. It is characterized by a breakdown, a feeling of overwork, excessive exhaustion, an increase and then a sharp decrease in neuropsychic excitability, weakening of attention, unstable mood, and a general decrease in mental activity. Asthenia, unlike physical fatigue, is of a vital nature: it is constant, not directly related to overexertion, and does not disappear even as a result of a long rest. With asthenia, the state of health deteriorates sharply, efficiency decreases, the manager works unevenly, “jerks”, quickly lights up and soon cools down. Acute at first interest in any business is greatly dulled.

Neurotic syndromes. They are associated in managers with various functional disorders that do not violate the assessment of real events, as well as their own state and behavior. The types of the most frequent neurotic syndromes that occur in managers against the background of sleep disorders, autonomic regulation, deterioration in well-being, loss of appetite are as follows:

- obsessive-phobic syndrome, which includes different types obsessive disorders: intellectual, motor and emotional (phobias, doubts, fears);

- anorexia nervosa syndrome associated with a weakening or loss of hunger after a long refusal to eat;

- neurotic hypochondria, which manifests itself in psychogenically determined and objectively unfounded doubts, fears and fears about one's health.

Cardiovascular diseases. The nature of the work and lifestyle of managers provokes cardiovascular diseases. A high degree of personal responsibility, nervous tension, a sedentary lifestyle - all this is a breeding ground for vascular and heart diseases, and in the first place, hypertension, which is called the disease of leaders. Myocardial infarctions, strokes, and organic changes in blood vessels also account for a large proportion of managerial diseases.

Depression. It manifests itself in self-accusations, experiencing feelings of guilt due to illness, frivolity and irresponsibility. The disease can be perceived as a well-deserved punishment from above, as retribution and a just punishment.

The life of a manager is a kind of scale, on the scales of which work and health periodically outweigh each other. Quite often professional problems relegated to the background concerns about their health.

However, both of these seemingly contradictory parts can be successfully combined. A truly competent manager is fully aware of the importance of such an expensive resource as his own health. Therefore, the prevention of occupational diseases and the care of one's own health should take their rightful place in what is called the "smart lifestyle of a manager."

Smart Living Program manager can be represented in a fairly simple form:

1. Diversity of interests, not allowing professional issues to crowd out family and personal ones.

2. The combination of work and rest, contributing to the fact that there is no feeling of overload or satiety.

3. Prevention of the emergence and development of family and personal problems, the constant devotion of a significant part of their attention to family, friends, personal hobbies.

Program healthy lifestyle life and the manager's occupational disease prevention can be seen as a continuation of the previous program. It may include:

- regular physical education and sports, ensuring reasonable motor physical activity;

- control over one's own emotional state, avoiding excessive excitement or depression;

- regular and moderate nutrition;

- timely and sufficiently long sleep;

- exception bad habits: abuse of alcohol, cigarettes, coffee;

– regular medical examinations and consultation with a doctor for preventive purposes.

When planning his working day, the manager must leave a reserve of time both for unforeseen circumstances and for moments of rest.

Doctors and psychologists advise to pay more attention to "hobby" - a personal passion. Moreover, only those hobbies that are different from the worries of the working day are useful. "Hobby" should "switch" to other activities, interests, thoughts.

The lack of physical activity of the leader can be compensated by regular sports.

Regulation of one's own emotional state is available to any competent person, for this it is enough to master a set of special techniques. Very practical and affordable school of self-correction according to the adapted system of the famous American psychologist Dale Carnegie.

Man as a self-renewing psycho-physiological system with a reasonable lifestyle, nutrition, work and rest is able to prolong the youth of the body and spirit for a long time. Even in the presence of a difficult period in life, when there were some malfunctions in the body, competent and timely treatment against the background of a reasonable lifestyle can restore shaken physical and mental health. After all, the mechanism of human renewal is laid down by nature itself.

Occupational illnesses and workaholism are the problems of the manager himself, and not the scourge of his chosen profession. If not all, then a lot is in the hands of the person himself, and not the play of circumstances.

The nature of leadership. Leadership theories

The nature of leadership is defined in relation to the ability to influence employees to induce them to work towards the goals of the organization. For more than two thousand years, there have been disputes about what is more important for a leader - power, the art of management or knowledge of the laws. The ancient Chinese philosophers of the time of Confucius, analyzing the nature of leadership, argued: “Wisdom is not enough to bring the vicious to obedience, but an influential position is enough to bend the wise”, “Subjugation of people by force does not lead to the subordination of hearts, people obey due to lack of strength; subordinating people to virtue causes joy in the hearts and people express real humility.

Leadership is impossible without education, a high level of knowledge and competence. The ability to be a leader is a key condition for becoming a manager, because leadership is a process of influencing a group of people in order to carry them along for the joint implementation of management decisions to achieve certain goals.

Leadership refers to the field of personnel management, the formation of its will, strategy, implementation of the planned and preservation of what has been achieved.

Organization management includes formal leadership(refers mainly to the organizational and technical side of management, business) and business activity(refers mainly to the socio-psychological side of management).

The organization is complex, dynamic, open system. Decision making in one subsystem causes a reaction in another. Therefore, we can say that leadership and business activity are two sides of a single leadership process. Business activity is focused on creating the structure of the organization, which is determined by the strategy, goals, and leadership is focused on creating conditions for achieving goals and the goals themselves.

The concept of "leader" is not interpreted unambiguously and has features already at the linguistic level, which serves as a semantic barrier (Table 1).

Table 1. Language Definitions of Leadership.

Features of the translation speak of different interpretations of leadership. It is symbolic that in Japanese there is no word for the concept of leadership. There is no complete analogue in Romance languages (Italian, Spanish, French). Table 2 shows about versatility modern definitions leadership.

Table 2. Leadership concepts

Leadership theories

Leadership is formed in the process of interaction between people in solving common problems. Leadership consists of 5 basic elements: self leader, his followers, situation and task, which is decided group interacting people.

The leader has certain features (competence, communication, etc.) that distinguish him from others and contribute to the achievement and retention of a leading position for some time.

Just as there is no leader without followers, so followers without a leader become a homogeneous mass of people. Only under the condition of active interaction between the members of the team on the way to common purpose and the leader emerges.

The situation and tasks determine the activities of the group and the requirements for the leader. I would like to note that different tasks set different requirements for the qualities of a leader. After all, if tasks change, then the requirements for the leader also change - in this case, a change of leader may occur or some members of the group are given the opportunity to influence the entire group. The nature of the tasks and situations to perform is very diverse: from routine, daily recurring, to creative, non-standard.

The composition of the group, its condition, decisively influence the nature of leadership, the characteristics of leaders, as well as the stability of their position.

Leadership cannot be formalized, reduced to a specific directory business qualities or ability of a person. It may not be inherent in a person all the time, but only in a certain situation. Leadership is dynamic, as is interpersonal behavior itself.

Below are the types of leadership proposed by the French scientist E. de Bonet:

1. Leading. The most common type; leadership is the natural state of such people. This type includes those who like to make decisions on their own, under personal responsibility. But these are not leaders from birth, leadership qualities come to them with experience.

2 . Group organizers. The main quality of such people is the knowledge of the psychology of their followers. They are best suited for managing people in small groups.

3. Performers. The most rational and significant type of leaders. They are distinguished by their own energetic activity, personal example, purposefulness, ability to overcome barriers, create a cohesive team.

4. Diplomats. They treat employees well, can defend their opinion, use dialogues and are able to solve problems one-on-one.

5. Idea Generators. Focused on new tasks, promoting everything advanced, highly developed intuition, self-criticism, synthesis of knowledge.

6. Idea Sellers. Entrepreneurship, a fresh look at already familiar facts. Distinguishes the control of their own and other people's emotions.

7. Synthesizers. These people are able to highlight the most important thing even from a very large amount of information, which allows them to discover something new.

8. Clarifiers. They are able to clearly explain to followers the essence of even the most confusing situation, which makes them indispensable workers.

9. Reactors. Actively and reasonably critically react to the ideas of others, which allows them to become their followers.

10. Communicators. They are distinguished by high communication skills, the ability to listen to people. This is a good teacher.

11. Researchers. They are able to receive and process information, compare and analyze facts, conduct experiments.

12. Pathfinders. People walking in the same direction. You set a task for them, and they choose methods for its implementation and find followers.

13. information keepers. Are able to collect information; know where to find it and how to use it.

14. Organizers. These are talented leaders. practical organization production and personnel management.

The main theories of leadership:

The assessment of the significance of the situation, tasks, and qualities of a leader for leadership is ambiguous. It depends on approaches to leadership itself and the theories underlying these approaches.

1. Leader Quality Theory. The main attention is occupied by the role of the individual gifted leadership qualities(intelligence, activity, etc.).

2. situational theory. Leadership, according to this theory, develops in accordance with the tasks of the group. The situation makes it possible for people to advance to leadership positions, and the qualities of a leader are derived from the situation.

3. Personal situational theory. In the first place in this theory is the group as a system of relationships, which singles out the leader; each is judged by others on his ability to meet the needs of the group.

4. The theory of "credibility" or the leader's informal right to non-standard behavior. Leadership is based on matching the expectations of the group and the social status of the leader; characterized by periodic displacement of the leader as the situation changes and the respect of the followers is lost.

5. Theory of accidents. It is based on the correspondence of the qualities of a potential leader to the specifics of the situation. The most important element of leadership is the task set for accomplishment.

Thus, leadership is multidimensional, and not all aspects of leadership are equal; however, everyone recognizes the influence of one or more people on the vast majority of other members of the group or organization as a whole.

DEPARTMENT OF EDUCATION

COLLEGE OF GOVERNANCE AND LAW

Course work

in the subject "Fundamentals of Management"

topic: “Professionalism of a manager”

1 Who is a manager

1.1 Manager is a creative person

1.2 Manager mentality

1.3 Ability to take risks

2. Professionalism of the manager

2.1 Heuristic decision methods

2.1.1 Brainstorming

2.1.2 Heuristic question method

2.1.3 Empathy method (personal analogy method)

2.2 Ability to overcome stressful situations

2.3 Mastering the art of communication

2.4 How to handle disputes and discussions

2.5 How to run a meeting

2.6 Ways to prove the incompetence of an employee

3. Conclusion. Competent management

List of used literature

1. Who is a manager

The word “manager” has become more and more respectful in our vocabulary. The English word "manager" comes from the word "manus", which means "hand, strength". If we translate this word from in English from the point of view of its meaningful meaning, it means “manager” of a firm, enterprise.

However, we do not call any leader a manager, but only one who has reached a certain professional level. creativity. For effective management of people means making responsible, effective, sometimes risky decisions, organizing one's own creative activity and the team, creating conditions for the enterprise to be competitive and profitable.

Among managers, one can meet people who are far apart on the social ladder. It could be the manager small firm of a dozen people and the president of a corporation that has its branches in many countries of the world. A manager is not so much a position as a profession that requires a complex of professional, managerial, psychological, economic and, of course, creative qualities of a person.

At present, the whole world is deeply aware of the idea that the preparation, training of a manager is a long process. It needs continuous self-education and self-development.

Under the conditions of the transition to the market, the profession of a manager has become one of the most prestigious in our country. But not every leader can become a truly prestigious, authoritative manager, but only one who can develop himself as a creative, competitive personality. But you can achieve all this only if you systematically maintain the desire for self-improvement and self-development.

So, a manager - a person who has reached a certain professional and creative potential, makes responsible, effective, risky decisions, organizes his own creative activity and the team, creating conditions for the enterprise to be competitive and profitable.

1.1 Manager is a creative person

IN modern world The role and importance of the manager is difficult to overestimate. Management is both a profession and a vocation. An analysis of his managerial, communicative, moral and other personal qualities shows that they must be such that he can successfully solve very complex problems, creative tasks. And for this he must be a creative person himself.

An attempt to list all the most significant qualities of a manager as a creative person showed that only the most significant can be identified about 50-60 qualities. However, the core, or, as psychologists say, system-forming qualities that characterize a manager in terms of his creative potential, can be identified on the order of 10-15. On their basis, his continuous self-development as a creative person is carried out.

So, for example, among the qualities of a manager, which Professor B. Miller names, the following stand out:

professional competence;

professional integrity;

Ability to take risks;

Mandatory;

Entrepreneurship and constant obsession with business;

The ability of the leader to listen to the interlocutor;

Ability to speak in a way that subordinates understand, without ambiguity

in setting goals;

Ability to write correctly;

Conduct business correspondence;

Ability to deal with people;

Courage in making decisions;

Sociability, sociability;

Purposefulness;

industriousness;

Susceptibility to the new, developed intuitive thinking;

Ability to commercial activities;

Constructive-critical thinking;

Focus on business, practicality;

Striving for success, for leadership;

Honesty;

Intelligence;

High general culture.

A creative personality is a person capable of continuous self-development and self-realization in one or more forms. creative activity.

No one is able to do as much for a person in terms of his education, upbringing and development, as he can and must do himself.

All processes begin with self-knowledge.

Each manager, no matter how outstanding creative abilities he may have, has his own unique individual abilities. A deep knowledge of one's individual characteristics and abilities is extremely important, since it is, in essence, knowledge of one's own strengths and weaknesses.

There are 18 mini-stats various types creative personalities of managers:

1. Purposeful, but not fanatical.

2. Heurist, a generator of ideas, but not a projector.

3. Determined, but not adventurous.

4. Flexible, but not a demagogue.

5. Demanding, but not tough.

6. Independent, but not overconfident.

7. Energetic, but not fussy.

9. Optimist, humorist, but not a clown.

10. Practical but not pragmatic.

11. Principled, but not picky.

12. Sociable, but not talkative and not a demagogue.

13. Leader, but not a careerist.

14. Innovator, but not a technocrat.

15. Competitive, but not a money-grubber.

16. Intelligent, but not intelligent.

17. Revolutionary, but not a populist.

18. A reformer, but not a red tape.

1.2 Manager mentality

The mentality of the individual is an integral characteristic of the intellectual abilities of the individual to discern (see) and solve problems of the appropriate level of difficulty, social, theoretical and practical significance.

The more socially, theoretically and practically significant the set of problems that a person sees, the more original ways of solving them, the more promising the results of a person’s creative activity, the higher the level and scale of intelligence, i.e. the higher his mentality.

Thus, the specificity of the intellectual activity of a person, including a modern leader, his intellectual potential determines his mentality. Mentality as a concept is not often used in our daily practice, but how much could we achieve, how many failures would we avoid if each leader took on the solution of those problems and tasks that correspond to the level and scale of his intellect, on the one hand, and the level and the scale of his organization, firm, on the other.

Unfortunately, the problem of the mentality of a modern leader remains unexplored neither in sociology, nor in terms of the psychological mechanism of its development and diagnosis, nor in the field of pedagogy, in terms of training and education of a person with a focus on the purposeful formation and self-development of the proper level of mentality.

The criterion of truth is, as we know, practice, Practical activities of people. Therefore, when managing, organizing people, it is important to know what level and scale of the problem, the task the leader is able to set and solve. If this is the scale of the problem of today, the solution of which removes the contradictions of only situational tasks, this indicates a low level of the manager's mentality. If the leader is able, it would seem, to find a way out of a hopeless situation, if the company, which before his arrival was on the verge of bankruptcy, and with his arrival, its affairs not only got better, but it began to pick up the pace in its development. All this gives grounds to speak of high level mentality of its leader.

The limited views, the vision of only private, only momentary problems, speaks of the low level of the mentality of the individual. And vice versa, the vision of problems, the solution of which opens up significant prospects for the development of an enterprise, organization, speaks of a high level of manager's mentality.

1.3 Ability to take risks

Developing the ability to make fundamentally new, original, sometimes unexpected creative decisions for others, it is very important to simultaneously cultivate determination and responsibility for their implementation.

In Lee Iacocca's book "The Career of a Manager", which describes the brilliant career of a manager-commercialist, it is not without reason that it is stated that decisiveness is the main thing in making managerial decisions. But it is precisely this determination that is often lacking. Here is what Lee Iacocca writes in this regard: “Too many managers allow themselves a long swing in the decision-making process, especially those who are burdened with too much education. I once said to Philip Caldwell, who took over Ford after I left, “Your trouble, Phil, is that you graduated from Harvard, where you were taught not to take action until all the facts were known. You have 95 percent of the facts at your disposal, but you spend another six months trying to get the last five percent. By the time you finally get them, it turns out that they are already outdated, as the market situation has changed. All life is a time factor.”

Indeed, in the process of making managerial decisions, there is almost always a share of risk.

The risk is possible for several reasons and depends on several factors. In principle, risk factors can be divided into two large groups: external and internal, which are determined by the very ability of the head - the modern manager to make decisions.

The term "manager" means hired professional managers in production, management specialists. This concept is used quite often. Who belongs to this category?

Director, group leader, chief, manager - all these positions, and persons performing these functions, can be combined by the concept of "manager".

What does it mean to be a manager? It is difficult to give one absolutely precise and voluminous definition. The functions of a manager and the situations in which they are implemented are different. The following important features can be distinguished:

1. The manager directs the work of one or more employees;
2. The manager manages part or all of the enterprise in which he works;
3. Some powers are delegated to the manager. He has the right (within certain limits) to make decisions that will have consequences for other employees.

The manager in his organization is engaged in coordination, provides leadership and management, makes decisions.

Managers occupy a certain social stratum in society, which plays a prominent role.

The main element underlying the manager is the professional nature of managerial activity. What is the professionalism of a manager? First of all, in the presence of special knowledge and skills in the field of organization of production and management, the ability to work with people in various fields.

In the practice of European and Japanese companies more practiced "cultivation" of managers in their own firms.

However, in some states, the practice of hiring professional managers is common.

In our country in past years, under the administrative-command system, the professionalism of the leader was not essential. There was no need for special management training. It was necessary mainly to understand the technique and technology of production, and to navigate the corridors of power, to be able to build the right relationship with sectoral and party bodies.

However, the time of the head - "technician" has passed. Modern leader must be a specialist in his field, and above all - an organizer, psychologist, sociologist.

Modern enterprises are more in need of specialists in technical systems, where a person is in the center of attention.

So for successful management in conditions market economy When each enterprise acts as a separate producer, a professionally trained leader-manager is needed, who must have a number of qualities.