Preventive work of a psychologist at school. Alexander Trus - Psychology of management. Workshop Task in management psychology to draw your team

Practical tasks

Analyze management situations in writing and answer the questions formulated after each of them.

Exercise 1.

Situation 1. You have recently been appointed Human Resources Manager. You still do not know the employees of the company well, the employees do not yet know you by sight. You go to a meeting with the CEO. You pass the smoking room and notice two employees who are smoking and talking animatedly about something. Returning from a meeting that lasted one hour, you again see the same employees in the smoking room talking.

What would you do in this situation? Explain your behavior.

Situation 2. You are the head of the department. The department is tense, deadlines are being missed. There are not enough employees. Going on a business trip, you accidentally meet your subordinate - a young woman who has been on sick leave for two weeks. But you find her in perfect health. She is looking forward to meeting someone at the airport.

What will you do in this case? Explain your behavior.

Situation 3. One employee complains to another about numerous and often repeated mistakes in her work. The second employee accepts the claims expressed as an insult. A conflict arose between them.

Situation 4. The head hired a specialist who should work for his deputy. Employment was not agreed with the deputy. The inability of the hired worker to perform his duties soon became apparent. Deputy memo reports this to the head ...

What would you do as a leader? Play out possible situations.

Situation 5. In response to criticism from a subordinate, voiced at a business meeting, the boss began to find fault with him on trifles and increased control over his official activities.

What is the reason for the conflict? Define a conflict situation.

Task 2

Analyze the situations below and choose from the suggested answers the one that you think is the most appropriate for a particular situation.

Situation 1

Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss see your assignments as urgent.

Choose the most suitable solution for you.

A. Without disputing the tasks of the boss, I will strictly adhere to official subordination, I will offer the subordinate to postpone the implementation of the current work.

B. It all depends on how authoritative the boss is for me.

B. I will express my disagreement with the task of the boss to the subordinate, I will warn him that in the future in such cases I will cancel the tasks assigned to him without agreement with me.

D. In the interests of business, I will offer the subordinate to complete the work begun.

Situation 2

You received two urgent tasks at the same time: from your immediate supervisor and your superior. You do not have time to agree on the deadlines for completing tasks, you need to urgently start work.

Choose your preferred solution.

A. First of all, I will begin to fulfill the task of the one whom I respect the most.

B. First, I will do the most important task, in my opinion.

B. First, I will complete the task of the superior.

D. I will carry out the task of my immediate superior.

Situation 3

A conflict has arisen between your two subordinates that prevents them from working successfully. Each of them separately turned to you with a request that you sort it out and support his position.

Choose your variant of behavior in this situation.

A. I have to stop the conflict at work, and resolving conflict situations is their own business.

B. It is best to ask representatives of public organizations to sort out the conflict.

B. First of all, personally try to understand the motives of the conflict and find a way of reconciliation acceptable to both.

D. Find out which of the members of the team serves as an authority for those in conflict, and try to influence these people through it.

Situation 4

In the most stressful period of completion of the production task, an unseemly act was committed in the brigade, labor discipline was violated, as a result of which a marriage was allowed. The brigadier does not know the culprit, but he must be identified and punished.

What would you do if you were the foreman? Choose the solution that suits you.

A. I will leave the fact-finding on this incident until the completion of the production task.

B. Suspected of a misdemeanor I will call to myself, I will have a cool talk with everyone face to face, I will offer to name the culprit.

B. I will report what happened to those of the workers whom I trust the most, I will suggest that they find out the specific culprits and report back.

D. After the shift, I will hold a meeting of the brigade, publicly demand that the perpetrators be identified and punished.

Situation 5

You have the opportunity to choose your replacement. There are several candidates. Applicants are distinguished by the following qualities.

A. The first seeks, first of all, to establish friendly comradely relations in the team, to create an atmosphere of mutual trust and friendly disposition at work, prefers to avoid conflicts, which is not understood correctly by everyone.

B. The second often prefers, in the interests of business, to aggravate relations “regardless of persons”, and is distinguished by an increased sense of responsibility for the task assigned.

B. The third prefers to work strictly according to the rules, is always accurate in the performance of his duties, demanding of his subordinates.

D. The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always strives to bring the matter to the end, does not attach much importance to possible complications in relationships with subordinates.

Situation 6

You are invited to choose a substitute. Candidates differ from each other in the following features of their relationship with their superiors.

A. The first one quickly agrees with the opinion or order of the boss, strives to clearly, unconditionally and on time to complete all his tasks.

B. The second can quickly agree with the opinion of the boss, carry out all his orders and tasks with interest and responsibility, but only if the boss is authoritative for him.

B. The third has rich professional experience and knowledge, good specialist, a skilled organizer, but sometimes not accommodating, difficult to contact.

D. The fourth is a very experienced and competent specialist, but he always strives for independence and independence in his work, he does not like being interfered with.

Situation 7

When you happen to communicate with employees or subordinates in an informal setting, what are you more inclined to do?

A. Carry on conversations related to your business and professional interests.

B. Set the tone for a conversation, clarify opinions on controversial issues, defend one's point of view, strive to convince others of something.

B. Share a common topic of conversation, do not impose your opinion, maintain a common point of view, strive not to stand out with your activity, but only listen to your interlocutors.

D. Strive not to talk about business and work, to be an intermediary in communication, to be at ease and attentive to others.

Current page: 1 (total book has 26 pages) [accessible reading excerpt: 6 pages]

Alexander Trus

Psychology of management. Workshop

Reviewers: Department of Social Psychology, Faculty of Psychology, Belarusian State Pedagogical University named after Maxim Tank (Head of the Department, Candidate of Pedagogical Sciences, Associate Professor G. V. Gatalskaya); doctor of psychological sciences, professor I. A. Furmanov.

Foreword

In 2014, the publishing house "Higher School" published a textbook "Psychology of Management". The book, aimed at a student audience, was also positively received by the listeners of the system additional education– specialists undergoing retraining in personnel management, undergraduates, students of MBA programs, as well as heads of various organizational and managerial levels of state and commercial enterprises, HR-specialists, business coaches and organizational consultants.

Taking into account that in study guide"Psychology of management" was covered by a wide range of theoretical provisions of activity modern leader , ranging from issues of effective self-organization to the psychological aspects of individual and group work with employees, it was decided to write workshop, which would allow readers to gain not only knowledge useful for their work, but also to form relevant managerial competencies.

The work of both the future leader and the already formed manager, focused on progressive career and obtaining high results in their work, as well as in the activities of the organizational education, must be continuous. At present, as the coaching and consulting experience of the author shows, most large organizations have corporate training centers for the implementation of continuous training and retraining of personnel. The question, in our opinion, is the desire of the manager to systematically and purposefully replenish his luggage with relevant “knowledge - skills - skills”, form and develop the necessary personal characteristics in order not only to respond to the challenges of the current situation, but to implement a proactive approach to their activities. .

This book will allow the leader to work independently to develop their managerial competencies, and can also be used in high school educational process and corporate format. Working on its substantive content, we, first of all, started from the very concept of "workshop". In the dictionary of the Russian language S. I. Ozhegov (1987) we find the following definition: “Practical work. In higher educational institutions: a course of practical training in some academic subject.

The word "workshop" consists of two independent components - "practitioner" and "mind", the combination of which can be interpreted in two ways: "practical (or practical) mind" and "smart practice". Regarding the first phrase, the well-known Soviet psychologist B. M. Teplov notes in his book “The Mind of a Commander” (1990): “The difference between theoretical and practical thinking lies in the fact that they are related to practice in different ways; not that one of them has a connection with practice, while the other does not, but that the nature of this connection is different. The work of practical thinking is mainly aimed at solving specific tasks- organize the work of this plant, develop and implement a battle plan, etc. - while the work of theoretical thinking is mainly aimed at finding general patterns - the principles of organizing production, tactical and strategic patterns, etc. ".

The workshop and its electronic supplement present a large number of organizational, managerial and communicative situations taken from the experience of domestic leaders at various levels.

Further, from B. M. Teplov we find: “For a practitioner, the ability to use hypotheses is incomparably more limited, since these hypotheses should be tested not in special experiments, but in life itself, and - which is especially important - a practical worker does not always have time for such kinds of checks. Harsh conditions of time are one of the most characteristic features the work of the practical mind." Let's turn to the second phrase - "smart practice". The book, in which you have already read several pages, is a kind of simulator for developing various managerial skills and forming professionally significant personal characteristics. The experience gained can and should be carried into your practical activities, using not only proven tools, but also implementing ideas that you will undoubtedly come up with when performing the proposed tasks.

...

The best thing a book can do for a person is to make him act.
Thomas Carlyle

Further, B. M. Teplov notes: “If we already establish gradations of activity according to the difficulty and complexity of the requirements for the mind, then we have to admit that from the point of view of the diversity, and sometimes internal inconsistency of intellectual tasks, as well as the rigidity of the conditions in which mental work, the first places should be occupied by the highest forms of practical activity.

Taking into account the relatively young age of management psychology as a science and a field of professional practice, as well as the complexity and uneven development of its individual provisions, we turned to the ideas set forth in the works of some authoritative experts from related fields, which are referenced in the text of the workshop. If desired, the trainee (student, listener, undergraduate) or educator (teacher, business coach, organizational consultant, coach) can refer to the primary source for more detailed and detailed information.

The workshop is aimed at improving the managerial competence of a particular reader - both today's student planning to make a managerial career in the future, and a "veteran of the managerial movement." The more competent managers there are, the more successful a single structural unit and the enterprise where they work will be. The more efficient enterprises the stronger and more prosperous our country will be. We hope that the book “Psychology of management. The workshop will make a certain contribution to the achievement of these goals.

Chapter 1

Renowned psychologists Jim Lauer and Tony Schwartz (2014) point out that we live in a digital age. We race at full speed, our rhythms are accelerating, our days are cut into bytes and bits. We prefer breadth to depth and quick reaction to thoughtful decisions. We glide across the surface, hitting dozens of places for a few minutes, but never staying long. We fly through life without pausing to think about who we really want to become. We're online, but we're offline.

The first step in the work of a psychologist (consultant, coach) with a business owner (professional manager) is to analyze the personal characteristics of the client. Such an analysis reveals individually for each of them the meaning of a short but capacious phrase: "Know thyself."

We offer readers techniques aimed at conducting personal, managerial and professional introspection.

"Know thyself" - these words were written over the entrance to the oracle in the Delphic temple. Subsequently, they were repeatedly repeated by many sages. Examples of successful business people - business owners and professional leaders– confirmed that this advice works.

...

Self-knowledge is the greatest achievement of our species.
Founder of positive psychology M. Csikszentmihalyi

“Management begins with oneself” - this phrase must be accepted by each subject of a difficult managerial process as an axiom. A leader who knows his strengths and weaknesses, his shortcomings, but continuously learns - develops - improves, creates the prerequisites for the professional growth of his employees, and therefore, to increase work efficiency structural unit or the organization as a whole. Self-knowledge of a leader is the first step towards setting clear career, managerial and professional goals, determining personal resources to achieve them, directing energy towards a steady movement towards them. At the same time, he will be able to competently organize himself, his working time and space.

1.1. Conducting your own SWOT analysis as a manager

SWOT technique (the abbreviation is made up of the first letters of English words: strength, weakness, opportunities and threats) involves identifying strengths and weaknesses, threats and opportunities, as well as establishing chains of links between them, which can later be used to formulate a strategy and assess the feasibility of the planned results of the leader's activities.

This technique is currently quite common in business environment and is usually used to assess the current state and development potential of an enterprise. It usually refers to the marketing area of organizational, managerial and business practices and is implemented as one of the effective tools at the sessions strategic planning, when conducting a management audit of business entities, as well as in various advisory systems.

To conduct your own SWOT analysis as a manager, complete the task.

Draw a square on a sheet of A4 paper (Fig. 1.1). Divide it into four equal parts with vertical and horizontal lines. Write at the top of each of the four squares in the center:

- my strengths(S);

– my weaknesses (W);

– my opportunities (O);

– my threats (T).

Complete these boxes for yourself (present tense).

Rice. 1.1. SWOT Analysis Matrix

One of the main conditions when filling out your SWOT analysis matrix is honesty and sincerity. You should not stick out your strengths, just like you should not engage in self-criticism or focus exclusively on shortcomings. A systematic balanced analysis will allow you to look at yourself "as if from the outside" in order to further outline "points of growth" and draw up a plan for the next steps for your own change in the right, desired, constructive direction.

...

The real joy of life is to have a purpose, the importance of which you yourself understand ... To be natural and strong, and not one of a bunch of neurasthenics and whiners who complain that life does not care about their happiness.
Bernard Show

If you are a leader or a specialist planning to pursue a managerial career, before filling out this matrix, it is recommended to talk with your immediate and direct supervisors, colleagues, subordinates, business partners in order to collect the most detailed and multidimensional information from them. feedback. As they say, “you can see it from the outside” and “the big is seen from a distance.” Thus, you will conduct a procedure for yourself, which in modern personnel technologies is called “360-degree assessment”. As a result, you can get very useful and valuable information for yourself, which will allow you to conduct a realistic, objective SWOT analysis, without an obvious tilt, both in “praiseful odes” and in negative value judgments about yourself.

In return, promise your "experts" that they will also be able to contact you for objective feedback if they need it.

If you are a student or student of the MBA program, you can involve your classmates as "experts", as well as ask for feedback from the teachers and the group curator. For a “3D third-party look”, you can use the information received from your friends and acquaintances.

Don't be surprised if different people judge the same side of you differently. Someone will think that you are a decisive and assertive person, but for someone you are a model of measured and slow pace. This is very valuable information for you, provided that you use it wisely, both for further introspection and for asking your "experts" clarifying questions for clarification.

These questions include the following.

In what situations does this quality manifest itself most clearly in me?

What examples can you give?

Do you think this quality helps (hinders me) in my studies (in work, in managerial practice, in business interaction)? What exactly, in your opinion, is its negative (positive) impact felt?

How can I use this quality to increase the effectiveness of my studies (work), or do I need to “part” with it, get rid of it?

...

No one should become a victim of their own biography.
Psychologist George Kelly

The main idea and directions for further work with the filled matrix:

Build and develop your strengths;

Work with weaknesses (minimize their impact up to complete elimination);

Rely on available opportunities;

Keep flagged threats in "manual control" mode.

When working with the SWOT technique, it should be remembered that opportunities and threats can turn into their opposite. Thus, an untapped opportunity can become a threat. Or vice versa, a successfully prevented threat can create additional strengths and open up new opportunities (Table 1.1).

Table 1.1

Analysis of SWOT results

Here is what the well-known Russian marketing specialist I. Mann (2014) writes about this: “From experience: an honest list of weaknesses (and it turns out to be quite long) often paralyzes. Some experts recommend starting with them (to overcome yourself). Others advise, "Don't waste a single moment of your precious life overcoming your weaknesses!"

I am for the golden mean. There are weaknesses that can be ignored, that you can learn to work with and live with, that you can use to your advantage. And there are weaknesses that need to be eliminated, defeated, overcome.

Use all your possibilities. Consider risks. How easy it is to write and how difficult to make!

You cannot imagine how much effort and time I had to make to understand the topic of Internet marketing! It took several years for complete zero go to the current status (and now I teach others the right Internet marketing). A clear and well-thought-out plan is important here.”

Start conducting your own SWOT analysis right now.

1.2. Model of personal development "Johary's Window"

When a future or current leader begins to engage in personal and professional self-development and sets out to learn more about himself, he inevitably has a lot of questions, among which there are necessarily two:

What kind of person am I?

Am I the way I perceive myself “from the inside”, or is it “more visible” to other people from the outside?

Even someone who is constantly concerned about the development of his own personality often finds it difficult to structure his idea of himself, that is, he cannot formulate an understanding of his own personality in an orderly form. One of the tools for solving this problem is the so-called "Johary Window". The Johari Window shows how well a person knows himself, helps to understand how others treat him, establish communication with other people or improve understanding in a team.

This technique was proposed by Joseph Luft and Harry Ingham in 1955 and has not lost its relevance to this day. The name "Johari" is derived from the names of these psychologists. The Johari window model is called both the model of self-knowledge and the model of personal growth, but no matter how the model is called, with its help the leader can “look into himself”, try to find his weaknesses and understand how to strengthen strengths.

...

The stability that we lack in the world around us must be created within ourselves.
Nathaniel Branden

"Window" (Fig. 1.2) is a symbolic image of a person's personality. It is divided into four squares (zones).

Rice. 1.2. Johari window

Zone 1 (Open "I") represents that part of a person's personality, which is known both to the person himself and to others. When people share information and understand each other, their relationships improve. The larger the area of this square, the more information about the person is known, the more efficient, productive and mutually beneficial will be the relationship between people.

Zone 2 (Blind "I") corresponds to that part of the personality that others know about, but the person himself does not know about it. The larger the area of this square, the more difficult it is to reach mutual understanding.

...

The man who doubts himself lists himself as his own enemy and points the gun at himself.
Alexandr Duma

Zone 3 (Hidden "I") is a part of the personality known to the person himself, but unknown to others. This makes communication difficult, since it gives one-sided advantages to the individual, allows you to hide negative information from others. There is information that people are in no hurry to share simply because they do not consider it important, but much more often information is not shared because of the desire to gain influence or gain control over the situation in this way.

Zone 4 (unknown "I") - this is what is unknown about the personality either to the person himself or to those around him. It is by reducing the area of this square that, if desired, it is possible to increase the efficiency of communications.

When interacting with a person environment zones 1-3 usually increase at the expense of zone 4. With a developed habit of introspection, a person can effectively use the unknown "I" to develop his psychological repertoire, master new knowledge and skills, and expand his comfort zone. The concept of a comfort zone is used to describe situations in which a person feels familiar and comfortable. This zone can be expanded by revealing the unknown abilities of the individual.

The effectiveness of the Johari Window concept can be clearly illustrated with the help of works of art. The American film "Hero", in which D. Hoffman plays the main role, allows you to slightly open almost all zones of the "Window of Johari". The hero of the film, a petty thief who is able to rob even his lawyer, turns out to be capable of real feats, and contrary to his own declared “philosophy” of life, “all people are enemies”.

The expansion of the open "I" can be effectively carried out through feedback from the interaction of people. A person must learn to receive this feedback and use it for introspection.

Exercise

Draw a Johari Window on a piece of paper.

Answer the following questions.

What signs do you use to determine the reaction of other people to your behavior?

– How do you react to a strange or unexpected reaction of another person in response to your behavior?

– How often do you openly ask for evaluation of your behavior or activities?

How tolerant of criticism are you?

By honestly answering these questions to yourself, you can get an idea of what you need to work on to better use feedback from others for introspection.

M. Byaugo and J. Milne (2014) offer "five main questions to yourself."

1. When am I the happiest?

2. Why does this particular activity bring me happiness?

3. What opportunities do I have to build a business around the activities that bring me the most happiness?

4. What's stopping me?

5. How can I overcome the current obstacles and develop a new worldview in the next twelve months that will help me follow the path of my destiny?

1.3. Winner List

Awareness of one's successes and gaining legitimate pride in them are the most important components of the progressive development of the leader, the components of constructive changes in his personal and managerial scale. However, in a rapidly changing market environment and in a dynamic organizational and managerial situation, he does not always manage to deservedly celebrate his achievements. Sometimes, not having time to enjoy the results obtained, it is necessary to return to the performance of one's duties, take on new job move on to the next, more ambitious goal.

One should be aware that a well-deserved success contains a powerful resource, a considerable energy potential necessary for a leader to maintain confidence in himself, in his strengths and capabilities. If he does not have enough time to realize and evaluate his own achievements, he is unlikely to be able to feel that he has changed for the better, has grown as a manager and professional. Maintaining adequate self-esteem is an important component of the psychological culture of the leader.

...

Being an optimist means seeing things in a good light and not losing hope and faith that everything will be fine.
Brandon Burchard

As the coaching and advisory experience of the author of the workshop shows, over the course of a managerial career, leaders win many "big" and "small" victories. However, in the pursuit of conquering more and more new business and managerial peaks, it is difficult for such leaders to appreciate that they have become more successful, more competent, more confident and stronger than some time ago. Truly successful leaders quite often do not feel successful, as they are focused on future achievements. They ignore the remarkable results obtained in the “here and now” situation, which takes away from them the opportunity to feel like a winner, to give themselves an adequate deserved assessment.

Exercise

Take five sheets of A4 paper and title each one "My managerial victories and professional achievements for the year 20__.

Recall all your managerial, commercial, professional and other successes over the past five years, and write them down in a column on the appropriate piece of paper.

Don't try to complete all the sheets in one sitting. This task is quite laborious and difficult. Give it a few days to complete. As more and more new situations, facts, events, lists will be extracted from the "bins" of your memory.

When the lists are ready, analyze them in detail by answering the following questions.

– What are you most proud of?

– What allowed you to achieve such remarkable results?

How have you changed in these five years?

You can seek help from one of your fellow managers, your coach, an HR specialist, or a significant person who knows you well, is able to listen, support and share the joy of well-deserved victories.

Enter into your daily practice the habit - when summing up the results of work at the end of the day, pay more attention to what you managed to do, what results you achieved (even if, at first glance, these are “little things”). This will allow you to gain a well-deserved sense of pride and gratitude for everything you did during the day.

If you keep a personal diary, add one more option to it. Mark in it at the end of the week on Friday how you have changed, what new knowledge and skills you have gained, what you have achieved.

Think about the question: “How can I celebrate my achievements and instill in myself the mindset of a successful leader”?

Completing the task will allow you to feel your success, feel more confident, adequately assess the dynamics of your development.

Alexander Trus

Psychology of management. Workshop

Foreword

In 2014, the publishing house "Higher School" published a textbook "Psychology of Management". The book, aimed at a student audience, was also positively received by students of the system of additional education - specialists undergoing retraining in personnel management, undergraduates, students of MBA programs, as well as heads of various organizational and managerial levels of state and commercial enterprises, HR specialists, business coaches and organizational consultants.

Taking into account that the textbook "Psychology of Management" covered a wide range of theoretical provisions of the activity of a modern leader, ranging from issues of effective self-organization to the psychological aspects of individual and group work with employees, it was decided to write workshop, which would allow readers to gain not only knowledge useful for their work, but also to form relevant managerial competencies.

The work of both the future leader and the already formed manager, focused on progressive career growth and obtaining high results in his work, as well as in the activities of the organizational entity he leads, should be continuous. At present, as the author's coaching and consulting experience shows, most large organizations have corporate training centers for continuous training and retraining of personnel. The question, in our opinion, is the desire of the manager to systematically and purposefully replenish his luggage with relevant “knowledge - skills - skills”, form and develop the necessary personal characteristics in order not only to respond to the challenges of the current situation, but to implement a proactive approach to their activities. .

This book will allow the manager to work independently to develop their managerial competencies, and can also be used in the university educational process and in a corporate format. Working on its substantive content, we, first of all, started from the very concept of "workshop". In the dictionary of the Russian language S. I. Ozhegov (1987) we find the following definition: “Practical work. In higher educational institutions: a course of practical classes in some academic subject.

The word "workshop" consists of two independent components - "practitioner" and "mind", the combination of which can be interpreted in two ways: "practical (or practical) mind" and "smart practice". Regarding the first phrase, the well-known Soviet psychologist B. M. Teplov notes in his book “The Mind of a Commander” (1990): “The difference between theoretical and practical thinking lies in the fact that they are related to practice in different ways; not that one of them has a connection with practice, while the other does not, but that the nature of this connection is different. The work of practical thinking is mainly aimed at solving specific problems - organizing the work of a given plant, developing and implementing a battle plan, etc. - while the work of theoretical thinking is mainly aimed at finding general patterns - the principles of organizing production, tactical and strategic patterns and etc.”

The workshop and its electronic supplement present a large number of organizational, managerial and communicative situations taken from the experience of domestic leaders at various levels.

Further, from B. M. Teplov we find: “For a practitioner, the ability to use hypotheses is incomparably more limited, since these hypotheses should be tested not in special experiments, but in life itself, and - which is especially important - a practical worker does not always have time for such kinds of checks. The harsh conditions of time are one of the most characteristic features of the work of the practical mind. Let's turn to the second phrase - "smart practice". The book, in which you have already read several pages, is a kind of simulator for developing various managerial skills and forming professionally significant personal characteristics. The experience gained can and should be carried into your practical activities, using not only proven tools, but also implementing ideas that you will undoubtedly come up with when performing the proposed tasks.

The best thing a book can do for a person is to make him act.

Thomas Carlyle

The workshop is aimed at improving the managerial competence of a particular reader - both today's student planning to make a managerial career in the future, and a "veteran of the managerial movement." The more competent managers there are, the more successful a single structural unit and the enterprise where they work will be. The more efficient enterprises, the stronger and more prosperous our country will be. We hope that the book “Psychology of management. The workshop will make a certain contribution to the achievement of these goals.

Chapter 1

We offer readers techniques aimed at conducting personal, managerial and professional introspection.

Self-knowledge is the greatest achievement of our species.

Founder of positive psychology M. Csikszentmihalyi

“Management begins with oneself” - this phrase must be accepted by each subject of a difficult managerial process as an axiom. A leader who knows his strengths and weaknesses, his shortcomings, but continuously learns - develops - improves, creates the prerequisites for the professional growth of his employees, and therefore, to increase the efficiency of the structural unit or organization as a whole. Self-knowledge of a leader is the first step towards setting clear career, managerial and professional goals, determining personal resources to achieve them, directing energy towards a steady movement towards them. At the same time, he will be able to competently organize himself, his working time and space.

1.1. Conducting your own SWOT analysis as a manager

SWOT technique (the abbreviation is made up of the first letters of the English words: strength, weakness, opportunities and threats) involves identifying strengths and weaknesses, threats and opportunities, as well as establishing chains of links between them, which can later be used to formulate a strategy and assess the feasibility of planned results leader's activities.

From all of the above, it follows that 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 and increasing the efficiency of this process.

2. Subject and tasks of management psychology

The understanding of management as a profession based on various achievements of the interdisciplinary field of scientific and practical knowledge occupies a strong place in modern society. Currently, it is believed that a leader at any level is called upon to solve two interrelated tasks:

· master theoretical foundations rational management, i.e. management science;

· to be able to creatively apply the provisions of this science, that is, to master the art of management. The first task is solved in the learning process, the second - in the process of practical activity.

The activities of managers (managers), implemented in the implementation of the main managerial functions, this is the subject of management psychology.

The subject of management psychology is the psychological aspects of the leadership process. various types joint activities and interpersonal communication in organizations, i.e. psychological aspects of managerial relations. A specific manifestation of the subject of management psychology can be represented in the following levels of psychological and management issues:

1. Psychological aspects manager's activities:

Psychological features of managerial work in general, its specificity in various fields of activity;

Psychological analysis of the leader's personality, psychological requirements for personal qualities leader;

Psychological aspects of making managerial decisions;

Individual management style of the head and problems of its correction.

2. Psychological aspects of the organization's activities as a subject and object of management:

Possibilities of using psychological factors to solve managerial problems;

Patterns of formation of a favorable socio-psychological climate in the organization;

Patterns of formation of optimal interpersonal relationships in the organization, the problem of psychological compatibility;

Formal and informal structures of the organization;

Motivation of work of members of the organization;

Value orientations in the organization, management of the process of their formation.

3. Psychological aspects of the interaction of the leader with the members of the organization:

Problems of creation and functioning of the communication system in the process of interaction;

Problems of managerial communication;

Optimization of relationships in the link "leader - subordinate";

Awareness as a factor in improving effective management.

The fundamental attention of managers is paid to making decisions on all principal and strategic tasks, coordinating the work of executors, selecting and educating personnel.

The main task of the leader is general leadership the process of functioning and development of the management system.

Under the management system, understand as a holistic organizational association, characterized by:

Functions and goals of activity;

A specific set of components that are in subordination;

Mode external relations(subordination, coordination, contractual relations, etc.);

Legal regulation of the structure, connections, powers, activities of the management system as a whole and its elements.

A survey of many managers showed that under the subject management activities they mean management decisions, teams, personnel, etc.

The subject of management psychology can also be the subject of administrator's work - information. The manager receives information both about the system as a whole and about individual processes or subsystems. Then he transforms it, giving the information a qualitatively different character. The transformation of information is focused on subsequent points in time, on the near or distant future, i.e. on the system of models: static (fixing some ideal pattern) or dynamic (fixing the pace, temporal aspects of the functioning of the system). Information coming from the leader (what is commonly called management decision) has an incentive function. Thanks to this, the solution is implemented through the activities of the performers. The result of this entire cycle should be a change in the state of the managed system.

The subject of management psychology is the activity officials leading teams, and management psychology is a complex system of knowledge related to the following aspects of management activities:

Psychological factors that ensure successful and efficient operation manager

Psychology of motivation of people in the course of their activity;

Features of group behavior and interpersonal relationships;

Psychological aspects of leadership, features of decision-making;

Psychology of power and organization;

Issues of the psychological climate in the team;

Psychological conflictology.

The psychology of management deals with the specifics of the psychological factors of joint activity, the method of its psychological organization.

In addition, managerial psychology provides psychological training for managers and leaders. We can talk about two parameters of the effectiveness of the work of the head, manager:

Non-psychological (we can talk about the profitability or unprofitability of the enterprise, its competitive prospects, etc.);

Psychological (in this case the degree of satisfaction of people working in the organization, the quality of communication, the motivation of their behavior, etc.)

Obviously, both of these parameters are interrelated: the effectiveness of organizations, i.e. the ability to solve the problems facing them in the best or optimal way increases if an appropriate psychological climate is created in them. And the knowledge gained by managers as a result of studying the psychology of management helps to competently manage people, avoid unnecessary conflicts, understand the psychological nature of management processes, effectively solve the problem of recruiting personnel to the organization, analyze and improve the psychological climate in the team, correctly evaluate their own activities.

Thus, management psychology seeks to facilitate the work of managers and make it more effective with the help of knowledge about the psychological characteristics of a person, about the various manifestations of the psyche, its functional, changeable nature.

Tasks of management psychology:

Psychological analysis of the activities of specialist managers;

Study of the mechanisms of mental regulation labor activity under normal and extreme conditions;

Study of the mental characteristics of leadership;

Studying the processes of group interaction;

Study of the mechanisms of human motivation.

Psychological analysis of the activities of specialist managers. In order to competently manage a team and successfully perform work, you need to be able to analyze your actions, on which the adoption of the right decisions depends.

The study of the mechanisms of mental regulation of labor activity in normal and extreme conditions. In order to make an adequate decision in any situation, it is necessary to study the mechanisms of labor activity.

Study of the mental characteristics of leadership. Leadership is a process by which one individual influences the behavior of others and organizes their activities in accordance with the relationships established by the organization. Leaders differ in their individual style and approaches to management. One of the key differences is how much managers direct their subordinates, i.e. the extent to which they tell subordinates how their work should be done. Another difference is the measure of their autocriticality or democratic nature in the decision-making process, i.e. to what extent they allow subordinates to participate in this process, for this it is necessary to study the mental characteristics of leadership.

Development of psychological recommendations on the use of psychological knowledge in the management process, in conflict resolution, changing the psychological climate in organizations. Attitudes towards work and colleagues are stable feelings, expressed in beliefs and types of behavior, they are aimed at production activities, at members of their working group, organizational environment. The most important indicator of attitude towards production activities is job satisfaction.