Psychology of management activity. Theoretical Foundations of Management Psychology

CONTENT

INTRODUCTION

The place of psychology in the management process

Psychology and its subject of management

Motivation and behavior of the individual in the organization

CONCLUSION

LITERATURE

INTRODUCTION

Psychology of management- a branch of psychology that studies the psychological patterns of managerial activity. The main task of management psychology is to analyze the psychological conditions and characteristics of management activities in order to improve the efficiency and quality of work in the management system.

The management process is implemented in the activities of the manager, in which management psychology highlights the following points:

Diagnostics and forecasting of the state and changes of the management subsystem;

Formation of the program of activity of subordinates, aimed at changing the states of the managed object in a given direction;

Organization of the execution of the decision.

In the personality of the manager, the psychology of management distinguishes between his managerial needs and abilities, as well as his individual managerial concept, managerial plans, and the principles and rules of management internally accepted by the person.

The role of a leader is multifaceted. In order to successfully carry out the effective operation of the enterprise, to take optimal solutions, to work with people, a talented leader must combine the ability, experience, knowledge, and the ability to apply them. A leader must be trained in many areas of life. Particularly in the field of psychology.

The work of a leader is, first of all, work with people, which is one of the most difficult activities. This fact alone gives rise to the need for psychological preparation of the manager. The leader must know how to behave with performers, adjust his behavior depending on their condition, be able to identify strengths performers and notice their shortcomings in order to most effectively distribute personnel. His duty is to create a strong cohesive team in which each of its members takes their place, in which the possibility of conflict situations is minimized, which is able to work smoothly and efficiently. The manager must study and use those factors environment which have a beneficial effect on performers and increase the efficiency of the team. Performing an educational function, the leader must activate and develop in the performers those personal qualities that contribute to more fruitful work of the individual performer and the team as a whole.

All these diverse functions of a manager cannot be carried out without sufficient knowledge in the field of psychology and experience in their application in practice.

THE PLACE OF PSYCHOLOGY IN THE MANAGEMENT PROCESS

The modern world, which is constantly and rapidly changing, makes special demands on such a science as psychology, which must not only measure and evaluate, but also predict, design, and form. According to many researchers, psychologists are currently forced to engage in planning personality changes. It is necessary that the leaders of the organization show far-sightedness and recognize the high importance of the psychological factor in the work of the organization. In turn, it is important that psychologists also learn how to effectively practical help and build effective business relationships.

At present, in practical psychology, forms and methods of work have been developed, targeted programs of social and psychological support have been tested for all groups of employees. The application of the developments of domestic practical psychology in organizations, the adaptation of Western programs, as well as the creation of new specialized cycles of lectures, seminars, business and game trainings for specialists will contribute to the efficiency of the organization.

Practice shows that the area of ​​interpersonal relations always remains a constant area of ​​uncertainty for the leader due to its subjectivity, so the leader feels very insecure in it.

There is no area of ​​human activity that would not be carried out by the joint efforts of people. These efforts need to be streamlined, organized, i.e. manage them. Management forms a special specific activity and acts as an independent social function. Due to the complexity, inconsistency, and dynamism of the social system, many problems of managerial activity arise. The solution of these problems cannot be dealt with by any science alone. Different disciplines consider, identify different management problems.

First of all, it is cybernetics - a science that studies the general patterns of control that take place in different environments. Cybernetics gives a general definition of management as "a function of organized systems (biological, technical, social), which ensures the preservation of the integrity of the system and maintains a certain mode of its activity."

Further, management theory (management), which develops and defines the principles, mechanisms and functions of management, as well as features and methods of effective management.

The control system is divided into managed (object of control) and control (subject of control) subsystems. If there is no such division, there is no management.

The control subsystem in a living organism is the nervous system, in a car - a control device, in society - an administrative and management system, a control apparatus, which includes people.

Another pattern is that management is based on the goal - as "the first, necessary and decisive moment of management activity." The process of understanding the goal, substantiating its necessity and the possibility of achieving it, is called goal setting. AT this process the social management system receives its practical expression, which lies in the fact that social goal-setting gives a certain direction to the process of development of the social system. Hence, management is often defined as purposeful influence.

The content of management is the regulation of the system (society) through the application of purposeful influences to the object of management. In the process of regulation, the compliance of the system with certain goals is achieved. The essence of regulation is, firstly, to maintain the object in a certain state; secondly, in the directed change of the object in accordance with certain goals.

Distinguish between external and internal regulation. The external is carried out by influencing the control object from the outside, and the internal is the self-government of the system.

There is a variety of types of management. First of all, depending on which system it occurs in, it stands out:

Biological - management of processes occurring in living organisms;

Technical - management of technical processes in machines and devices;

Social - management of society, social processes, people's activities.

In turn, the management of society differs in economic management, political and social management. Within the framework of economic management, management of industry, agriculture, construction, finance, etc. is assumed. Political management is the impact on the domestic and foreign policy of the state. And, finally, the management of the social sphere involves a targeted impact on the area of ​​human life, in which the conditions of work and life, health and education, leisure, etc. are realized.

Thus, management in the broad sense of the word can be understood as a property that is inherent in complex objects (systems), the essence of which is that it (this property) arranges, regulates the system in conditions of constant change, preserves its integrity, stability and qualitative certainty. .

PSYCHOLOGY OF MANAGEMENT AND ITS SUBJECT OF MANAGEMENT

Management relations are the subject of study of management psychology. These relations are understood as the interaction of people participating in the process of purposeful influence, i.e. in the process of management. These relations arise between the controlling and controlled subsystems (between the subject and the controlled object).

This is a special type of relationship, characterized by the fact that as a result of managerial relations, neither material nor spiritual values ​​are directly created. But they are necessary condition their production. Depending on the sphere (economics, politics, culture, etc.) where managerial relations take place, they acquire an economic, political, ideological orientation.

They differ from other relations (economic, political, etc.) primarily in their purpose. For example, the goal of economic relations is the creation of a product of labor, the goal of managerial relations is the organization of people's activities to create this product. They also differ in content, for example, the content of the production process - the production and technological cycle (it can be varied); the content of the management process is the management cycle, which always includes certain stages: the choice of goals, setting goals and their implementation.

The next feature of managerial relations is that they are always realized by people, they pass through their consciousness. They are created as a result of the conscious activity of people. Economic, political relations are often not realized by people at all.

Managerial relations are mobile. Economic, political, spiritual - retain their essence for a long time (as long as there is a type of society), managerial - are constantly changing.

Types of managerial relations are diverse: subordination, coordination, independence, discipline and initiative.

Relations of subordination express the direct subordination of some people to others. These relationships are built vertically. Subordination indicates the priority of general management goals over private ones. These relationships are always two-way; on the one hand, administration and management; on the other hand, performance and submission. There are relations of subordination between managers of different levels, as well as between the leader and subordinates.

Coordination relations are the coordination of the activities of subjects in the course of the implementation of certain goals, as well as a manifestation of the independence of subjects. These relations are characterized by horizontal connections and are established between the leaders of the same managerial level.

The relations of discipline are manifested through the observance of norms and rules that relate to the aspects of the activity of the use of material, technical and financial resources.

The relationship of initiative suggests that, subject to the norms, instructions, a person should act not automatically, but deliberately.

Thus, managerial relations are relations of a certain dependence, and they are expressed in terms of “subordination” and “leadership”. They arise due to the objective need to perform certain managerial functions (goal setting, planning, organization, motivation and control). Managerial relations are also manifested as psychological ones, since within their framework there is a volitional influence on the psyche, although they are not limited to them. Management relations put a person in the position of either an object or a subject of management. All types of managerial relations are manifested in the organization.

MOTIVATION AND PERSONAL BEHAVIOR IN ORGANIZATION

psychology management interpersonal relationships motivation

One of the principles modern model management is the principle of motivating the individual in the organization. Management as a targeted impact largely depends on the available resources and funds. Motivation is one of the means of influencing human behavior to achieve both general group and individual goals.

Motivation is understood as “the process of motivating oneself and others to act in order to achieve personal or organizational goals”. The main levers of motivation are motives and incentives.

The stimulus is external cause that encourages people to take action. For example, in the labor process, working conditions, wages, etc. act as an incentive.

A motive is an internal driving force. Some authors believe that the motive is only conscious internal impulses, others - that instinctive impulses, for example, biological drives and desires, can also be attributed to the motive.

In all cases of motivation, the basis of motives is needs, i.e. Needs determine human behavior. The very concept of need is quite capacious. Domestic authors traditionally distinguish three groups of needs:

Daily (in food, clothing, etc.);

Socio-cultural (in education, recreation, sports, etc.);

Personal.

Thus, human behavior determines a complex system needs. They, influencing each other, form an individual complex of human needs, inducing him to activity. It should be noted that this complex is influenced not only by the psychological characteristics of the individual, but also by objective circumstances in the form of the material and social environment. The dependence of the system of human needs on external influences makes it possible to use it for management purposes.

The means used by the leader to influence the minds of people in order to direct their behavior in a certain direction are called incentives in psychology. They are different from internal motives, but there is a connection between them. So if internal installations do not motivate a person, then the stimuli presented from the outside will not have a stimulating (stimulating) effect. Therefore, the same incentives applied to different people can have different effects.

Incentives serve two important functions.

Firstly, managerial: providing a targeted impact on a subordinate. Here, incentives are designed to convince a person that between his behavior, well-being, on the one hand, and the significance of the actions performed, attitudes towards his duties, on the other, there is a causal relationship. From this point of view, incentives act as a special form of social evaluation and social control of human activity.

Secondly, incentives perform a socializing function that allows the individual to consolidate positive behavioral tendencies and adapt to organizational conditions.

Traditionally, incentives are divided into material (monetary rewards) and moral (positive or negative assessments of human actions). The strength and direction of the stimulus depends on the nature of the means used, and the effectiveness of stimulation depends significantly on a number of psychological conditions. These include:

Continuity of stimulating effects on the personality;

Compliance of the means used with the merits (or omissions) of the subordinate;

Established traditions in the group;

Compatibility of positive and negative assessments;

Consistent increase in the measures applied to the same person;

Accounting for a person's self-esteem and public opinion in a group.

Thus, when using this or that means of stimulation, it is necessary to take into account the psychological features of its use.

CONCLUSION

Psychological training has a special place in management activities. But psychological knowledge is of particular importance in the management process.

Possessing psychological preparation, a talented manager will be able to effectively carry out his functions and manage the work of the enterprise.
Psychological preparation will help the manager in communicating with subordinates, he will be able to better understand their needs and motivation for activity. He will be able to avoid conflict situations both within the team, between performers, and between performers and subordinates. Skillful application of psychological knowledge in combination with others favorable conditions development of production will lead to an increase in the efficiency of the enterprise and an increase in profits.
Psychological preparation is necessary for a manager in order to improve himself, his personal qualities and subordinates. After all, a manager can use his psychological training in contact with higher-level managers, influencing them to his point of view.

The more complex management, the more attention is paid to the subject and tasks of management psychology. Every year, the requirements for mental processes and mental abilities of a person are growing, ranging from perception and attention to responsibility for human lives. These are the tasks that managerial psychology solves.

LITERATURE

Velkov I.G. Leadership personality and management style. - M.: Nauka, 2002.-345s.

Diesel P.M., McKinley Runyan. human behavior in an organization. - M.: Nauka, 2003.-145p.

Kudryashova L.D., How to be a leader: Psychology of managerial activity. - L.: Lenizdat, 2006. - 160 p.

Lebedev V.I. Psychology and management. - M.: 2000.-140s.

Practical psychology for managers: study guide / M.A. Kirillov - M: Knowledge, 2006.-199s.

Samygin S., Stolyarenko L. Psychology of management: a tutorial. Rostov n/a. "Phoenix", 2007.-139p.

Socio-psychological methods of practical work in a team: diagnostics and impact. M.: 2000.203s.

Iacocca L. Career manager. M., 1991.

Managerial psychology is a field of psychological science that studies psychological patterns in managerial work. This is the structure, features and specificity, ways of using psychological aspects to solve a variety of managerial tasks. The leader every day faces a variety of cases, tasks, problems. It is not difficult to get entangled in this whirlpool, and, as you know, difficulties often await at the most inopportune moment, and one must constantly be ready to resolve them.

It is noteworthy that there is absolutely no system in the occurrence and unforeseen circumstances, however, if you set a goal, you can develop an algorithm of actions for the case when something goes wrong. Indirectly, this includes drawing up a work plan, keeping all current affairs in order, so that in an undesirable situation there are no hitches that could be foreseen and prevented.

The complexity of the manager's work, by and large, lies in the fact that he constantly needs to streamline and systematize the moments and actions that are necessary for the successful operation of the company. The manager understands that every day he has to make many decisions, and they must turn out to be correct. Psychologically it is very difficult.

Managerial psychology teaches to master one's activity, to realize oneself as a part of it. The activity of each person consists of small components, and they need to be known perfectly, including their psychological structure. A leader who is well acquainted with the main components of the psychological has a number of advantages. For example, he sees the main thing that needs to be done to achieve a particular goal. He also knows how close the target is and how much time is left before it is reached. An experienced manager can correct the course of solving the problem and get the desired result in the most beneficial way for himself and the company.

Psychology involves the following components:

• Intelligible setting of clear goals, ideally - in front of all employees. Each employee must clearly understand what specific contribution he must make in order to achieve the common goal.
• Motivation is something without which ordinary employees will not make efforts to solve any problem. The fact is that usually any company is the business of the leader, his ambitions, and for most employees - a way to earn money.
• Delegation of authority - the transfer of control over the progress of the task in each unit.
• Reflection.

Managerial psychology teaches to create conditions for the subordination of the main components of the manager's activity. Such conditions can be expressed in terms of manager skill requirements.

Control is, perhaps, the main point that managerial psychology requires. Moreover, it is necessary to control both the work of all employees and their own activities.

Goal setting is an understanding of the psychological weight of goals, the ability to clearly articulate and correctly convey upcoming goals to employees, the ability to effectively plan one's activities and implement this useful skill in the enterprise.

Motivation - ideally, you need to know the nature and characteristics of your subordinates, be aware of their lives in order to determine what is interesting to everyone and what can captivate a group of workers.

Setting the task - you need to know what is needed for fruitful work, what may be needed in the future and how much the previously completed tasks helped. It is also necessary to determine the stages of work and their time frame, to know how the goal being achieved is consistent with other possible ones, how it will fit into the work of the company.

Delegation involves the transfer of part of the authority to local leaders, but not all authority can be entrusted to others.

Thus, the activity of a leader requires a broad base of knowledge and skills and their continuous improvement.

Psychology of management- the science of managing the activities of the team, solving problems related to personnel and management. Management psychology has some specific differences. The object of management psychology is the organized activity of people working in a team, having a common goal of activity and performing joint work. Management psychology explores the problems of professional compliance of personnel with an enterprise, position.

Management psychology includes the following areas:

Psychology of activity and personality of the leader;
Psychological aspects of recruitment;
Socio-psychological issues of collectives and groups in the organization;
Psychological and pedagogical problems of training or retraining of personnel.

The subject of management psychology is multifaceted. It includes mental relationships and phenomena in an organization, such as:

Functional and structural analysis of the manager's activities;
psychological problems arising between the leader and subordinates,
Socio-psychological analysis of collectives and groups, as well as the relationships that arise in them, and much more.

The study of management psychology allows you to understand the essence of management processes; analyze and regulate the socio-psychological structure of the organization. The manager receives the skills to express his own thoughts, knowledge in the field of personnel management. awareness in the field of technologies and means of communication.

Management psychology methods are divided into research, diagnostic, correctional, consulting.

The main methods of management psychology are:

Observation- purposeful and organized perception and fixation by the observer of what is happening. The difficulty of applying this method in management psychology lies in the impossibility of monitoring the activities of the entire organization.

Experiment- a method of confirming or refuting hypotheses. This is a purposeful simulation of the situation. allowing to identify and explore the socio-psychological phenomenon. In management psychology, the result of an experiment allows you to check the correctness of certain management decisions.

Tests- a standardized test where you need to answer questions or complete a task. In psychology, management is used to study the personal qualities of a leader. job applicant. Allows you to quickly identify professionally significant qualities.

The following tasks of management psychology for a leader can be distinguished:

To master the principles of proper personnel management of the enterprise. This problem is solved at the time of learning management psychology.
Know when and how to apply the basics and principles of management psychology. This task is carried out in the specific activity of the leader.
Thus, the task of managing a leader is the knowledge and competent use of management psychology methods.
Tasks of management psychology how the sciences are represented as follows:
Psychological analysis of management activities - for implementation proper guidance team and the successful completion of the production task, the manager should be aware of his actions, the correct analysis of which is the basis for making the right managerial decisions.
The study of the mechanisms of mental regulation of the activity of the labor collective in normal and extraordinary conditions. The solution of this problem allows you to correctly manage the enterprise and its team both in normal operating conditions and in extreme ones.
Study of leadership qualities and mental characteristics of a leader. The task is manifested in the study of the process of leadership, during which an individual influences the team and determines the direction of its activity. Leadership qualities managers must have the ability to organize leadership and adjust the activities of staff.
Development of psychological recommendations for the practical application of the acquired knowledge in the field of team management, conflict resolution in groups, regulation of the psychological microclimate in the team.
The study of the processes of group interaction. Contradictions that often arise in working groups. disputes and conflicts harm the achievement of a common goal. The leader assumes the role of a regulator in group conflicts and must translate the conflict into a productive channel or settle it. In such a situation, setting a common goal, clarifying the degree of responsibility and scope of each individual employee helps. It is the leader who must achieve a stable microclimate within the team.
The study of the mechanisms of motivation of team members. Motivation is a set of processes that generate and guide the behavior of the team. Stimulation of the motivational component of the employee allows you to achieve better performance. Motivation is carried out taking into account specific personal characteristics and the specifics of the goal. One of the main indicators of attitude to work is the indicator of job satisfaction. Properly created motivation allows you to increase the feeling of satisfaction among employees.

To date psychology of management occupies one of important places in modern society. It allows you to study the processes of management and leadership in the work team, gives knowledge about the processes within the team, working on one common goal. This branch of science contributes to the formation of a competent managerial staff of the organization, the formation of a positive microclimate in the group and the creation

AT modern conditions management problems at various levels from the micro level (microgroup) to the macro (universal, global) level are becoming increasingly relevant. On the one hand, management is one of the oldest species social activity of a person and appears from the moment he realizes himself as a social being. The first managers in primitive society with full right can be considered the leaders of the tribes. On the other hand, a scientific approach to management activity, considering it as a specific professional activity formed at the beginning of the 20th century and is associated with the names of Frederick Winslow Taylor and Henri Fayol.

F. U. in his works “Factory Management”, “Principles of Scientific Management” formulated the basic principles of managerial work. A. Fayol in the 20s of the XX century publishes the book "Fundamentals of Management", which sets out the basic principles of management. A. Fayol is considered the founder of a new scientific branch of management, and his book became a classic in management theory Thanks to A. Fayol, management began to be considered a specific type of management activity.

The term "management psychology" was also introduced into scientific circulation in the 20s of the XX century. This is due to a sharp increase in the role of the subjective factor in management activities and the impact on efficiency.

It is necessary to determine the content of the basic concepts of management activity, and, accordingly, the main categories of management psychology as a science.

Management- from English. verb "to manager - to manage. Therefore, management is often identified with management in general. But, in our opinion, the category "management" is a broader concept. If F.U. Taylor and A. Fayol, then management pays more attention to the consideration of management problems in the sphere of economy, in the sphere of production. But there is a sphere of culture, politics, military affairs, etc., which also require the implementation of managerial activities. The problems of management psychology will be considered in more detail in the third question.

The problems of state and military administration were considered long before the founders of management in the works ancient Greek philosophers Plato, Aristotle, Democritus, the ancient Chinese philosopher Confucius. It is enough to give an example of the work of N. Machiavelli "The Sovereign", which examines, including the social and psychological aspects of power, as one of the forms of managerial activity.

From a management perspective, management is a process of design and innovation. social organizations, motivating people to work to achieve the goals of the organization. In management theory, management is studied to a greater extent in terms of specific situation arising in the practice of management, that is, as the art of management.

Economists tend to interpret management as a way to obtain economic results at the lowest production costs.

Lawyers consider management as state legal regulation with the help of laws and administrative influence.

Political science understands management as the impact on society by the state through political methods, etc.

There are other positions and approaches that reflect a variety of attitudes towards management. Often, instead of the category of management, the following concepts are used: regulation, leadership, administration, management, organization, etc.

Leadership is seen more as an administrative activity aimed at coordinating people in their joint achievement of certain goals.

At first glance, these concepts can be identified, which in most cases is done. But we would separate these concepts. Management and leadership is inherent in any social system. But their ratio depends on the ratio of democratic and administrative principles. If administrative principles predominate in a social system, then leadership is more inherent in it, if democratic - management.

The management process is actually inherent in all organized systems: biological, technical, social, etc.

The psychology of management as a science focuses on the consideration of social management.

A specific feature of social management is that it, in turn, is a rather complex systemic social phenomenon and its main components are either individual individuals as members of various social organizations, or groups of people.

If even one of these signs is missing, the system begins to falter and eventually collapses. In turn, their presence makes it possible to study the system, and knowledge and consideration of the laws and regularities of sanctioning - to increase its efficiency.

Management psychology should be considered as a special applied interdisciplinary science that considers the general psychological aspects of social management in all spheres of human life.

Any industry scientific knowledge becomes an independent science only when it is clearly defined with the object of study, the main directions, forms its own categorical apparatus. Let's take a look at these basic elements.

When defining the object of management psychology as a science, two main points of view have developed.

In our opinion, the second point of view is more optimal, considering the interaction in the system: "man - man" and the corresponding subsystems, where the main element is a man, or the structures created by him.

Psychology of management is a branch of psychological science that combines the achievements various sciences in the field of studying the psychological aspects of the management process and aimed at optimizing and increasing the efficiency of this process. But it is quite difficult to perceive (see: Urbanovich A.A. Management Psychology.-Minsk: Harvest, 2001).

The emergence and development of management psychology as a science was due to a number of objective and subjective factors. Among which should be highlighted:
- the needs of management practice;
- development of psychological science;
- development and complication of the structure of social organization.

The growing role of the human factor in the theory and practice of management.

Without claiming to be the ultimate truth, we believe that management psychology as a science should be understood as an interdisciplinary branch of psychological knowledge that studies the mental characteristics and patterns of influence of management subjects on objects in order to optimize this progress.

Since social management is the subject of study of many sciences, the psychology of management is closely interconnected with such branches of scientific knowledge as sociology, general psychology, social Psychology, political science, philosophy, jurisprudence, cultural studies, pedagogy, cybernetics, synergetics, ergonomics and economics from the point of view of their managerial capabilities.

In its formation and development, management psychology as a science has gone through a number of stages.

Giving brief description At the first stage, figuratively, it can be said that the first brilliant manager was the Great Creator, who created our world in three days, which we have been trying to remake for about six thousand years, unfortunately, not always in the best way.

As soon as a person realized himself as a social being, there was a need for practice, science and the art of management.

The laws and methods of managing production and society have been known to mankind since ancient times. Documents from the Sumerian civilization, which existed more than 5,000 years ago, show that ancient managers made extensive use of such management elements as inventory, fact-logging, organizational reporting, and control. The grandiose structures of Ancient Egypt became possible thanks to the organizational talents of the ancient builders.

During the archaeological excavations of the city of Susa, many clay tablets were found, on which the code of laws of the king of Babylon Hammurabi, who lived about 4 thousand years ago, was written. The Code clearly established responsibility for the assigned work, determined the level of minimum wages and the need for documentation.

The development of new technologies and management methods in ancient times proceeded in various ways and methods:
- by sharing or borrowing ideas;
- with the help of force;
- with the help of trade.

Marco Polo, for example, brought from China the idea of ​​using paper money instead of gold and silver coins; the principles of the banking system came to Europe through trade routes.

A significant contribution to the development of the science of social management "beared thinkers Ancient Greece and Rome. The Athenian philosopher Socrates was considered an unsurpassed master of the art of dialogue (one of the methods of the art of management is named after him). Another Athenian thinker-historian, a contemporary of Socrates, Xenophon, defined the management of people as a special kind of art. Plato, a student of Socrates, introduced the concept of specialization. In 325 BC, Alexander the Great created an organ for collegial planning and command and control of troops, the headquarters.

Ancient Greece presented us with two systems of management methods: democratic Athenian and totalitarian Spartan. Elements of these systems are still found today.

Within this stage, three managerial revolutions are distinguished:
- the first is connected with the emergence of the power of priests and the emergence of writing as a result of business communication;
- the second is associated with the name of the Babylonian king Hammurabi and is an example of a secular aristocratic style of government;
- the third refers to the reign of Nebuchadnezzar II and is a combination of state planning methods of regulation with production activities.

At the second stage, collectivism inherent in social relations, in its primitive, rough, often forced form, is replaced by individualism. This gave impetus to the development of the idea of ​​humanism, the doctrine of natural law and the social contract, the idea of ​​early liberalism.

J. Locke T. Hobbes profess bourgeois freedoms, private forms of life, equality of people's starting opportunities, the priority of individual rights in relation to society, which has a significant impact on the development of management science. In their opinion, the basis of social management should be a social contract, the observance of which should be monitored by the state.

At the third stage, a significant contribution to the development of management science was made by Zh.Zh. Rusco, Voltaire, D. Diderot, E. Kant.

The fourth stage in the development of management science is associated with the fourth revolution in the field of management, caused by the birth of capitalism and the beginning of the industrial progress of European civilization. A. Smith, D. Ricardo C. Babbage make a significant contribution to the development of the theory of economic and public administration.

A. Smith substantiated the idea of ​​the market system's ability to self-regulate about the reasonableness of the minimum impact of the state on the economy. Subsequently, this provision was used by one of the authors of the "German economic miracle" of the 20th century, Ludwig Erhard.

Ch. Babbaju developed the project of the "analytical engine", with the help of which even then management decisions were made more quickly.

The fifth stage of development is associated with such names of management classics as F.W. Taylor and A. Fayol, M. Weber, F. and L. Gilbert, G. Ford. Appearance scientific theories management was due to the rapid development of new technologies, unprecedented scale of production. These factors sharply raised the question of the formation scientific methods management. What was required was not an abstract theory, but scientific research aimed at solving specific problems and developing practical recommendations.

F. Taylor led the movement of scientific management, developed the methodological foundations of labor rationing, standardized work operations, put into practice scientific approaches to the selection, placement and stimulation of workers.

A. Fayol is the founder of the administrative school of management. He developed questions related to the role and function of management. A. Fayol singled out 5 main management functions, singled out psychological factors for increasing labor productivity. Formulated 14 principles of management.

Thanks to A. Fayol, management began to be recognized as an independent and specific professional activity, and management psychology becomes an independent branch of scientific knowledge.

A feature of this stage is that it is during this period that the first serious steps are taken to combine the efforts of managerial, sociological and psychological approaches. Personalized relations in management are being replaced by the concept of “economic man”.

The weak link of the supporters of the classical school was the idea that there is only one way to achieve production efficiency. Therefore, their goal was to find this method.

The sixth stage of development is associated with the names of E. Mayo, A. Maslow, C. Barnard, D. McGregor. The “economic man” is being replaced by the “social man”. E. Mayo and C. Barnard are considered to be the founders of this school. In particular, E. Mayo revealed that a group of workers is a social system that functions in accordance with certain laws. By acting in a certain way on the pu system, it is possible to significantly improve the results of labor.

Ch. Barnard became one of the first theorists of the organization's activities, defining the essence of intra-organizational interaction as cooperation.

A great contribution to the development of the school of human relations was made by A. Maslow, who developed the hierarchical theory of needs, and D. McGregor, who developed the theory of employee characteristics, theory "X" and theory "Y".

Later, the quantitative school appeared, connected with the application of mathematics and computers in social management.

The seventh stage is characterized by the fact that, starting from the 60s. the psychological approach has completely embraced the entire field of social management. Management problems are seriously developed in the works of well-known American, English, German researchers G. Mintzbrg, P. Drucker, G. Simon, S. Argyris, T. Peters, R. Waterman, N. Siegert, L. Lang, K. O "Dell, M. Woodcock, D. Francis and others.

Representatives of the system approach consider the subject, the object of management, the management process itself as a systemic phenomenon. The organization is viewed as an open system.

The situational approach does not deny the system approach, but focuses on taking into account specific situational factors that arise in the process of managerial activity. The effectiveness of management is determined by the flexibility of the management system, its ability to adapt to a specific situation.

Empirical (pragmatic) approach - its essence is to study and disseminate specific management experience, using appropriate techniques.

The quantitative approach is associated with the use in management of the knowledge of mathematics, statistics, cybernetics, the achievements of science and technology, the introduction of computer technology. The quantitative approach is reflected in a number of management concepts.

The main functions of management psychology should also be highlighted:
- Cognitive - the study of the main psychological characteristics of management as a specific area of ​​professional activity, to determine its role and significance in the development of organizations and groups.
- Evaluative - identifying the compliance or non-compliance of the management system with the main trends of society, social expectations, needs and interests of employees.
- Prognostic - aimed at identifying the most likely and desirable changes in management activities within the near or more distant future, i.e. to determine the possible trajectories of development of management, to predict it.
- Educational (teaching). Its essence lies in the dissemination of managerial knowledge through the system of educational institutions, various institutes and centers for advanced training, retraining and retraining of personnel. Acquisition of knowledge, skills and experience in the practical implementation of management activities.

The control system is subdivided into two main subsystems - control and managed, which must be considered as relatively independent subsystems with their own inherent features. Each of them has a multi-level hierarchical structure, each of its links has its own directions of the corresponding connections that form internal sources of self-regulation.

In addition to the object ("O") and the subject ("S") of management, management interaction (relations), goals, external and internal control relations, it includes management functions, which are understood as specific areas of activity. Management functions can generally be classified according to their common meanings.

Along with the functions, the principles of social management should be highlighted. They act as fundamental provisions of the pathology of management and are of an objective and universal nature. A. Fayol was one of the first to formulate 14 basic principles of management.

Approaches to this issue are also very diverse. Let us dwell on one of them, in particular, V.I. Knoring.

In the US, management personnel is divided into 18 ranks. From the 1st to the 8th - the lower staff (clerical workers, typists, stenographers), their leaders (supervisors) occupy positions from the 9th to the 12th rank, middle managers (manager) - from the 13th to the 15th th, and top managers are certified for positions of 16-18 ranks (executives) (see: Martynov S: D. Professionals in management. L., 1991). In the West, the manager is not the first leader or entrepreneur, managers occupy certain positions as heads of certain organizational units. In the European-American understanding, the director (the first head) should deal mainly with strategic management, and he assigns operational management to deputies (see: Meskol M., Albert M., Hedouri F. Fundamentals of Management. M., 1994).

Thus, the main tasks of management and its component part of the organization are solved by the management system. The end result of its functioning is the adoption and implementation of an effective management decision, which is always represented as an intellectual and psychological act of choosing one or more alternatives from a variety of possible options.

Describing social management, one of its main features and difficulties should be emphasized. In the system of social management, the subject and object of management can change places, the subject can simultaneously act as an object, and the object can act as a subject of management.

1. The concept of management psychology and the content of its main directions

management psychology is a branch of psychological science that combines the achievements of various sciences in the field of studying the psychological aspects of the management process and is aimed at optimizing this process. When defining the psychology of management as a science, social management is most often implied. Management as social management is a special case of management, the essence of which is to guide people to implement the organization's plans. An organization is a form of association of people whose activities are consciously coordinated to achieve a common goal and streamline joint actions. The subject of management is the person (organization) from whom control actions come, the object of management is the person (organization) to whom these actions are directed. A system is understood as an objective unity of interconnected elements (objects, phenomena, knowledge) combined into a single whole to achieve a specific goal. Thus, social management is a continuous process of influence of the leader (subject of management) on an organized group of people or someone from this group (object of management) to coordinate their joint activities to achieve its best results.

Psychological patterns of management activity

As you know, management is carried out through the interaction of people, so the leader in his activities must take into account the laws that determine the dynamics of mental processes, interpersonal relationships, group behavior. The main regularities include:.5. The law of self-preservation. Its meaning lies in the fact that the leading motive for the behavior of the subject of managerial activity is the preservation of his personal social status, personal solvency, self-esteem. The nature and orientation of behavior patterns in the management process are directly related to taking into account or ignoring this circumstance.6. The Law of Compensation. With a high level of incentives for this work or high requirements of the environment for a person, the lack of any abilities for a successful specific activity is compensated by other abilities or skills. For example, with an underdeveloped memory, you can use notebooks, voice recorders, weekly journals.

The concept of personality and its structure

Personality is the main link in the humanities, including psychological sciences. In the psychology of management, the need to take into account the personal (human) factor acquires special significance. In this regard, it is reasonable to study mental phenomena holding psychological research from the standpoint of the principle of personal approach.2. The problem of personality has played and continues to play an increasingly important role in the political life of society as a whole, of every state and even organization. This explains the difference in the approaches of various scientific schools to the question of the role of the individual in history, a widely developed discussion about the freedom of the individual, about the protection of his rights. 3. In the psychology of management, the concept of "personality" is of particular importance ..2. The concept of "personality" The concept of "personality" came to psychology from the theater, where personality is a mask that the actor put on before entering the arena or stage. This concept has changed over time. So, in the Russian language in the XVIII century. it meant a caustic response to someone's address, had a common, negative, even abusive meaning. Despite the close attention to the problem of personality, to today an adequate theory of personality has not yet been established. So, back in 1937, G. Allport counted 50 definitions of personality, drawn from philosophy, theology, jurisprudence, sociology and psychology. Our understanding of personality comes down to the definition: "Personality is an individual endowed with consciousness and self-awareness and possessing a number of properties acquired by him in the process of communicating with other people, and representing a unique structure that changes as a result of active adaptation to the environment."

Psychological schools of personality study

The theory of I. P. Pavlov should be known to high school graduates. IP Pavlov (1849 - 1936) - Russian physiologist, creator of the doctrine of higher nervous activity. He is credited with discovering the role of conditioned reflexes. Thanks to conditioned reflexes, the body adapts to the changing conditions of existence, acquiring new forms of behavior that are different from innate unconditioned reflexes. Pavlov's students comprehensively studied the dynamics of the formation and change of conditioned reflexes, the processes of excitation, inhibition, etc. Determining the qualitative difference between the higher nervous activity of humans and animals, Pavlov put forward the doctrine of two signal systems - sensory and speech. With the help of the word as a “signal of signals”, the brain generally reflects reality, as a result of which the nature of behavior regulation changes radically. Pavlov's teachings on the types of higher nervous activity, on the "dynamic stereotype" as a stable complex of reactions to a stimulus, etc., are also important for understanding personality. The American psychologist John B. Watson (1878 - 1958) applied the concept of a conditioned reflex to the theory of learning, arguing that All human behavior can be described in two terms - stimulus and response. A stimulus is a change in the external environment, and a reaction is the body's response to a stimulus. B.F. Skinner (b. 1904) significantly expanded the classical theory of conditioned reflexes, singling out from their diversity "operant" reactions that are produced by the body spontaneously (for example, a child crawling when he masters the world). These responses can be strengthened or weakened by punishment or reward. These provisions are already more than a psychoanalytic theory, they are applicable in management and are accepted by managers as a tool for influencing subordinates. Factors such as salary, the desire of a person to maintain his place, status, etc., are controllable by the leader.

Personality types and their characteristics

Classifications by personality type in psychology are very heterogeneous and numerous. Meanwhile, the boundary between personality types in any classification can be very blurred. Certain character traits, mindset and type of behavior correspond to a certain psychological type of personality. In each person, one can find almost all the existing characteristics attributed to a particular type of personality, however, we can talk about the existence of more or less well-established criteria in psychology for distinguishing personality types. An introvert as a personality type Individuals whose behavior is dominated by characteristics characteristic of this personality type are immersed in their inner world, and if people of this personality type have to be distracted from their "I" and interact with the outside world, they experience difficulties with such a shift focusing attention. An extrovert as a personality type An extrovert individual easily comes into contact. Extroverted personality type is characterized by expansiveness, the desire for active social interaction with other individuals. Entering into social contact for this type of personality is not difficult and is an important condition for psychological comfort.

Management of informal groups

An informal group arises spontaneously on the basis of likes and dislikes that appear between people, similar interests, friendship, mutual assistance, etc. Informal groups can take shape both within formal groups (based on a common professional orientation) and act as isolated communities outside a common professional orientation (based on common interests - sports, gaming, friendly). There are no insurmountable boundaries between official and informal groups, because they can pass into each other (informal relations of lovers are formalized in marriage, and the family is the official unit of society).

Directions psychological impact on personality. Techniques and methods of influence are divided into 2 groups: direct, or direct, and indirect, or indirect. Direct, or direct, methods of influence include persuasion, suggestion, infection, imitation. Persuasion is an intellectual psychological impact based on the transmission of logically structured information and aiming at its voluntary acceptance as an incentive for the activity of facts in the form of a live story in order to persuade the interlocutor to certain conclusions. Suggestion is a method of psychological influence of a predominantly emotional-volitional nature, based on an uncritical perception and acceptance by an individual of a purposeful flow of information that does not need proof, logic and contains ready-made conclusions (“healing”). Infection is understood as a method of psychological influence based on the unconscious, involuntary exposure of the individual to certain emotional states transmitted from the outside (panic, subbotnik). Imitation is a method of psychological influence based both on the acceptance of external features of the behavior of another person or mass mental states, and on the reproduction by an individual of the features and patterns of behavior and activity demonstrated (vocational school master, hero of the novel, teacher). Indirect, or indirect, methods of influence: orienting situation, change or preservation of role elements, use of symbols - rituals, stimulation. Stimulation involves the use of activities that encourage a person to improve quality is perceived negatively. So, the leader in the regulation social behavior and activities of a subordinate should treat him not only as an object of leadership, but as a person, a partner in interaction; constantly focus on the best features, the dignity of the people he leads, use a variety of management methods, as well as the capabilities of the team. With such an attitude of the leader to the subordinate, his individual psychological properties are revealed, manifested and developed - character, orientation, abilities.

Personal potential and self-esteem

Personal potential appears as an integral characteristic of the level of personal maturity, and the main phenomenon of personal maturity and the form of manifestation of personal potential is precisely the phenomenon of self-determination of the personality, that is, the implementation of activities in relative freedom from the given conditions of this activity - both external and internal conditions, which are understood as biological, in particular bodily prerequisites, as well as needs, character and other stable psychological structures. Personal potential reflects the extent to which a person overcomes given circumstances, and ultimately the person's overcoming of himself. I will refer to the general anthropological model of E. Fromm (1995), which seems to me to be very accurate and in full person. Fromm states the fundamental duality of man. On the one hand, man has emerged from the natural world and is drawn along the path of least resistance drawn by nature. This is the path of returning to the bosom of mother nature, the path of merging with the clan, clan, and so on, the path of renunciation of independence, of one's own decision-making, ultimately, of consciousness, and escape from freedom. But since a person cannot return to this womb, he is expelled from paradise, he must seek his own, already human path, in which no one can help him; he must go over the edge and create the foundations for his life, because he is deprived of the foundations that all other living beings have. Strictly speaking, in the extent to which a person self-determines in relation to this dichotomy, the personal potential in the personality also finds its manifestation. In essence, personality potential reflects the extent to which a given individual is descended from a monkey, because one of the biggest illusions is to believe that we have already descended from a monkey. Each person throughout his life continues to solve this problem, and the result of a variety of responses to this evolutionary challenge is a very large spectrum of individual variations in the degree of humanity. Unfortunately, this image is not as metaphorical as it seems at first glance.

Psychological properties of personality

Psychology studies not only individual mental processes and those peculiar combinations of them that are observed in complex human activity, but also the mental properties that characterize each human personality: its interests and inclinations, its abilities, its temperament and character. It is impossible to find two people who are absolutely identical in their mental properties. Each person differs from other people in a number of features, the totality of which forms his individuality. Speaking of the mental properties of a personality, we mean its essential, more or less stable, permanent features. Every person happens to forget something; but not for every person "forgetfulness" is a characteristic feature. Every person has experienced at some time an irritable mood, but "irritability" is characteristic only of some people. The mental properties of a person are not something that a person receives in ready-made and remains unchanged until the end of his days. The mental properties of a person - his abilities, his character, his interests and inclinations - are developed, formed in the course of life. These features are more or less stable, but not immutable. There are no absolutely immutable properties in the human personality. While a person lives, he develops and, therefore, changes in one way or another.

Motivation as a personality management factor

In order to connect a person to the solution of a particular problem, one must be able to find the motivation that would prompt him to action. And only with appropriate motivation can inspire people to solve complex and super-complex tasks. The motivational approach has long been developed in foreign and domestic psychology. Motivation as a psychological phenomenon is interpreted in different ways. In one case - as a combination of factors that determine behavior. In another - as a set of motives. In the third - as an impulse that causes the activity of the organism and determines its direction. And so on. For the unambiguous perception of the concept of "motivation" in this text, we will consider motivation as a dynamic process of forming a motive (as the basis of an act). Quite often, psychologists in their theoretical works try to consider separately external motivation - extrinsic and internal - intrinsive. But in practice, a person cannot but depend in his decisions and actions on the influence of the environment. That is, internal motivation is influenced by external factors. Speaking about external motivation, it is necessary to take into account that circumstances, conditions, situations acquire significance for motivation only when they become significant for a person, to satisfy needs, desires. Therefore, external factors must be transformed into internal ones in the process of motivation.

Personality as a subject of management, management and leadership

In enterprises, firms, institutions, organizations or teams, as a rule, there is a clear division of managerial relations: some - manage, manage; others are subject to leadership. The subject of management is most often the head of the team, but it can also be a committee. Sometimes an ordinary member of the team, who is an informal leader in it, becomes the subject of management. Recently, the idea of ​​participatory management has been increasingly accepted, i.e. such management of the affairs of an organization, firm, when all members of the organization participate in the development and adoption of the most important decisions. In management science, psychologists distinguish between management and leadership. Leadership is always associated with power, it is a phenomenon derived from official relations. The head, as a rule, is appointed from the outside, by higher authorities, receiving from them powers of authority, including the right to apply positive and negative sanctions. The leader emerges spontaneously. Any informal leader has a personal attraction, which manifests itself in different forms. There are three types of leaders - the leader, the leader (in the narrow sense of the word) and the situational leader. The leader is the most authoritative member of the group, possessing the gift of suggestion and persuasion. He influences other members of the group with a word, a gesture, a look. The leader is much less authoritative than the leader, along with suggestion and persuasion, he often has to induce action by personal example (do as I do!). A situational leader has personal qualities that matter only in some very specific situation. There are leaders in any team, and they deserve special attention, because it is they who influence the moral and psychological climate in the team, can become a source of conflict, but it is they who make up the reserve for the promotion of personnel. Despite the obvious differences between management and leadership, they have a lot in common. There are the following three common features: - the head and the leader play the role of coordinators, organizers of the members of the social group; - the leader and the leader exercise social influence in the team, only by different means; - the manager and the leader use subordinate relations, although in the first case they are clearly regulated, in the second they are not provided in advance. There are at least three concepts of the origin of the personal qualities of a leader. According to the first - a person from birth with the makings of a leader, he is prescribed to lead people. According to the second - the "theory of traits", the personality itself acquires the necessary set of qualities of a leader - high intelligence, extensive knowledge, common sense, initiative, etc. Proponents of this theory believe that it is enough to identify

Manager as managerial leader

The head is a person who directs and coordinates the activities of performers, who must obey him without fail and, within the framework of certain powers, fulfill all his requirements. The manager himself can take on the functions of an executor only in order to understand the specifics of the problem. The head can successfully manage the performers only if they submit to his authority. Power is the ability of some people to subordinate others to their will, influencing them. The latter is understood as an emotional or rational impact that changes the behavior in the direction necessary for the organization, encourages more efficient work, and prevents conflicts.

Psychological techniques for achieving the disposition of subordinates

Managerial communication - communication between the head and officials in order to implement the management function (changing the activities of subordinates in a certain direction, maintaining it in a given direction or forming it in a new direction). There are three main functions of managerial communication: the issuance of administrative information, the receipt of information back (feedback) and the issuance of evaluation information (assessment of the performance of the task by subordinates). Management psychology, which studies the behavior of people in the process of social production, is important from the point of view of working with personnel. Psychological methods management play a very important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise.

psychology management personality self-esteem

One of the features of managerial work is the presence of difficulties in assessing its effectiveness, i.e. achieve the desired results with minimal cost. Leadership does not always bring fleeting results. Changes caused by management are most often long-term, prolonged in nature (formation of the socio-psychological climate of the workforce), while assessing partial changes is difficult due to the lack of criteria and is hardly appropriate. The true criterion for assessing the activities of the leader is the final result of the work of the entire team, in which the results of the work of both the leader and the performers are organically combined. The results of labor from an economic point of view are manifested as the profit of the enterprise, the quality and quantity of products, productivity, efficiency (cost), product innovation, efficiency (according to D. Scott Sink). To improve the efficiency of management, it is necessary to carry out a number of measures in the production and organizational spheres. So, in the manufacturing sector, these measures are: the release of products that are in demand, the use of modern technologies. In each organization, it must be determined how many subordinates a leader can manage. The rules of effective leadership, proven by practical experience abroad and in our country, include the following: transfer (delegation) to the appropriate structures of authority and responsibility for the results of the exercised power; planning the main areas of work with people; relentless pursuit of the goal; clarity and clarity of orders given; the ratio of the capabilities of performers to the complexity of the tasks; formation of a business and friendly atmosphere in the organization; encouragement for the best performance in work and the exclusion of punitive measures; publicity and openness in work; strict control over the mental and physical condition of employees; material and moral support of employees in necessary cases; regular conversations between managers and subordinates. Compliance with these rules is the key to improving the effectiveness of management.

14. The structure of the personal qualities of the leader

Socio-political qualities characterize the degree of political maturity of the leader, understanding and acceptance of the foundations of state foreign and domestic policy, ideological principles, the active implementation of the ideas of the formation of the Belarusian statehood, the transition to market relations. rules, compliance with generally accepted sociocultural norms that regulate the behavior of a leader in the process of performing activities and communicating with subordinates. Social and psychological qualities provide: - effective reception and processing of information flows, optimal information interaction both in terms of subordination and coordination components of this interaction, i.e. e. success of the communicative function in management; - perception, understanding of a communication partner, building relationships with colleagues and subordinates, thereby realizing the perceptual function of communication; - distribution of responsibilities, delegation of authority, organization of joint activities of employees, creation of a team (team), i.e. implementation of the interactive function of communication. Professional and managerial (business) qualities are personality traits that manifest and improve (form) in the course of managerial activity and largely ensure and determine its success. The intellectual qualities of a leader determine his ability to find best way solving practical problems in the process of emerging problem management situations, adaptability to new conditions of life, flexibility in behavior, use of the necessary information in the right amount and at the right time. Self-confidence - firmness, lack of hesitation, doubts when making decisions and their implementation. unusual products activities. Organizational insight is the "flair" of the leader, manifested as attention to the intricacies of relationships, the ability to put oneself in the place of another, to understand him. Self-esteem is a sense of self-worth, coupled with a jealous attitude towards the opinion of others about oneself.

The concept of methods and leadership styles

In the process of performing managerial functions, the manager uses a variety of management methods. Management method - a set of management techniques used by the head to perform his functions. Such methods can be an order, persuasion, encouragement, punishment, material and moral incentives. Management style - in a certain way, an ordered application of methods, mediated by the personal qualities of the leader, i.e. management style is a subjective-personal implementation of a particular method or their combination. Often method and style act as a number of concepts. This is due to the fact that both the method and the style of management pursue the same goal, namely, the unification of people into a group with the capacity to perform joint activities. In this regard, both the method and style act as a manager's toolkit for the organization to achieve the ultimate goal of the activity. Method and style are in close interaction, mutual influence. This is manifested in the fact that the method of leadership determines and subjugates the leadership style; well suited to each of the established methods certain style guides; the leadership method is implemented in practice in a variety of styles; the method is more mobile, changeable and sensitive to new needs in the field of management than style; the style of leadership affects the method if the latter has become stagnant. At the same time, there are some qualitative differences in the methods and styles of management that characterize their originality. If the leadership method is a way of uniting, rallying people into a capable group in accordance with the objective conditions of activity, then the leadership style is a stable set of personal, subjective-psychological characteristics of the leader, through which this or that leadership method is carried out. In other words, the method is the content side of management activity, and the style is the form of its implementation. The method and style can be compared with the notes and manner of performing a piece of music: the notes are the same for everyone, but each performer interprets the work in his own way. Since the effectiveness of the activities of subordinates is largely determined by the personality of the leader, the concept of “leadership (management) style” is more often used in management psychology, i.e. the method is, as it were, included in the leadership style, is equivalent, identical to it.

Leadership style considering human relations and achievements

According to the predominance of individual or group methods of influencing the content of activity, authoritarian, democratic and liberal styles of leadership (according to K. Levin) are distinguished. The authoritarian (autocratic) style is characterized by high centralization of leadership, dominance of one-man management. The leader demands that all cases be reported to him, single-handedly makes decisions or cancels them. Do not listen to the opinion of the team. The prevailing methods of management are orders, punishments, remarks, reprimands, deprivation of various benefits. Control is tough, strict, detailed, depriving subordinates of initiative. The interests of the cause are put above the interests of people, in communication harshness and rudeness prevail. This style is most effective in well-ordered (structured) situations. Democratic (collegiate) style is characterized by the distribution of authority, initiative and responsibility between the leader and subordinates. The head of the democratic style always finds out the opinion of the team on important production issues. Communication with subordinates takes place in the form of wishes, recommendations, advice, rewards for high-quality operational work, in a friendly and polite manner. The leader stimulates a favorable psychological climate in the team, defends the interests of subordinates. This style is most effective in semi-structured situations and is focused on interpersonal relationships, solving creative problems. The liberal (anarchist) style is characterized by the lack of active participation of the leader in the management of the team. Such a leader “goes with the flow”, waits or requires instructions from above, or falls under the influence of the team. He prefers not to take risks, “keep his head down”, shirks the resolution of urgent conflicts, seeks to reduce his personal responsibility. Lets work take its course, rarely controls. This style of leadership is preferable in creative teams, where employees are distinguished by independence and creative individuality.

Psychological methods of management

Psychological methods, which are a set of specific ways of influencing personal relationships and connections that arise in labor collectives, as well as on the social processes taking place in them. They are based on the use of moral incentives for work, influence the personality with the help of psychological techniques in order to turn an administrative task into a conscious duty, an internal human need. The main goal of applying these methods is the formation of a positive socio-psychological climate in the team, thanks to which, to a large extent, problems will be solved. nutritional, organizational and economic tasks.

Psychological indicators of collective efficiency

The team is a small contact group, characterized by common goals, the presence of joint socially useful activities, a high level of organization, cohesion, psychological compatibility. The team has the following characteristics: 1. The socially significant goal facing the group is recognized and accepted by all members of the group, who put the maximum of their abilities into its achievement and thereby ensure optimal performance.2. The presence of the most valuable interpersonal relationships between employees: trust, mutual assistance, mutual understanding, cohesion, providing a positive psychological climate, high performance and stability of the group.3. The management of the group by the leader-leader. A. N. Lutoshkin called the group with such characteristics “a burning torch”.

The concept of organization as an object of management

social group as a psychological characteristic of an organization

An organization is a type of social system characterized by a multi-level structure, the ability to develop, and openness. The organization is divided into social, functional, socio-demographic, professional and qualification structures. The social structure in an organization can be represented by such categories as workers (skilled and unskilled), managerial personnel (managers, specialists and technical performers). The functional structure is usually represented by employees of predominantly managerial labor (main, auxiliary, service) and predominantly mental workers ( administrative and managerial personnel, accounting and office workers, production and technical personnel). In the socio-demographic structure, groups are distinguished by sex, age, nationality, etc. In the professional qualification structure, the following groups of workers are distinguished: highly qualified, skilled, low-skilled, unskilled, trainees, with an average special education, with higher education. Normal, effective organization of labor, management of joint activities, its coordination are due to the communicative structure, i.e. a network of channels or paths through which information is exchanged (informal, formal channels, vertical communication with a downward flow, an upward communication flow, horizontal communication, etc.). The carrier of the sign of an organization is a group of people (2 or more people), whose activities are consciously coordinated to achieve a common goal.

Mechanism of group dynamics

There are several approaches to describing the psychological characteristics of the interaction of group subjects. One of these models was proposed by American psychologists M. Woodcock and D. Francis. Their idea of ​​the main stages of group development is as follows. The first stage of group development is “grinding in”. At this stage, group members look at each other. The degree of personal interest in working in this group is determined. Personal feelings and experiences are masked or hidden. There is practically no sincere and interested discussion of the goals and methods of work. Members of the group are not interested in their colleagues, almost do not listen to each other. Creative and inspiring collective work is virtually non-existent. The second stage - according to the terminology of the authors - "close combat". This is a period of struggle and upheavals. The period when the contribution of the leader is evaluated, when clans and groups are formed, and disagreements are expressed more openly. At this stage, personal relationships become increasingly important. Strong and weak sides individual members of the group are more and more clearly identified. Sometimes there is a power struggle for leadership. The group begins to discuss ways to reach agreement, seeks to establish effective relationships. The third stage is "experimentation". At this stage, the members of the group realize their potential, which as a whole increases. The problem of effective use of the abilities and resources of the group becomes more and more urgent. There is an interest in how you can work better. Working methods are being reviewed. There is a desire to experiment. Measures are being taken to really increase the efficiency of the group's work. The fourth stage is "efficiency". The group gains experience in successfully solving problems and using resources. Employees experience a sense of pride in their belonging to the “winning team”. Problems that arise are explored realistically and solved creatively. Management functions can be smoothly delegated to one or another member of the group, depending on the specific task. The fifth stage is "maturity". At this stage, the group functions as a collective united around real common goals that are well understood by all, into which individual goals are converged (reduced). There are strong bonds between group members.

22.Typichnye restrictions hindering the effective operation of the team

Main restrictions that prevent ef-noy count: 1. unsuitability of hands-la, giftedness of hands-la (organizational skills) is found 10 times less often than musical methods. But the quality of hands-la is trainable. 2. unqualified employees. We need such collaborators and their composition, a cat. can work fruitfully together in one team. members of the count cannot contribute. 4. Abnormal microclimate, people are united: common goals and emotions. 5. unsatisfactory work results. and confrontation. When there is no freedom of opinion in the community, an unhealthy climate arises in it. Members of the count must be able to express their opinions without fear of revenge, ridicule, etc. 8. low creative ways of the count. ef-ny qty in mt generate creative ideas and generate them. 9. non-constructive relations with others.

How to increase the effectiveness of the group

Because these groups are a deliberately created component of the formal organization, much of what we have said about running an organization applies to them as well. Like the entire organization as a whole, in order to achieve effective functioning, groups require planning, organization, motivation and control of activities. Therefore, in this section, we will focus on only one aspect of the functioning of a small group, according to many leaders, the most difficult, namely, to increase the effectiveness of meetings where problems are solved and decisions are made. Depending on the characteristics of the group and the way it is led, a meeting can be a fruitless exercise or an extremely effective tool where talent, experience, and the ability to generate new ideas come together. Before we present some specific recommendations on how to make a meeting effective, let's first look at the general factors that affect the effectiveness of a group.

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