An Leontiev developed a theory. The structure of activity and levels of its analysis (A.N. Leontyev). The concept of a small group. Organization of joint activities in small groups. Group activity performance indicators
Most people spend about 8 hours a day at work and communicate with their colleagues as much as with their families. Therefore, relationships with colleagues are an important element of a person’s life. Bad relationships with colleagues can not only damage a career or business, but can also unbalance any person for a very long time.
Questions
1. Do you, when criticizing, try to reason with those who make mistakes or “whip” them so that they will not behave again in the future?
2. Do you need complete control over everything that happens in your organization?
3. Do you require almost all events to receive your “visa”?
4. Are your presentations at meetings too long?
5. Do you have a habit of recklessly attacking opponents to challenge their arguments?
6. Do you feel the need to argue? Are you quick to become argumentative in any discussion?
7. Do people around you avoid discussing their plans with you?
8. And if they are discussing, are they talking defensively or offensively from the very beginning?
9. Are external symbols of status and power very important to you?
10. Do you avoid responsibility in case of failure at any cost?
11. Are you willing or unwilling to grant others the same privileges or symbols of power that you yourself possess?
12. Do you use the pronoun “I” too often when talking about your activities?
13. Do your subordinates admire your determination and qualifications, or the fact that in your organization and with your support they themselves can be decisive and constantly improve their qualifications?
14. Do you feel with bitterness and disappointment that people talk about you with restraint and with coldness, while you really want them to love you?
15. Do you consider yourself indisputably more competent than your colleagues and managers? Are you hinting this to them through your behavior?
Result
If you answered positively to at least three out of fifteen questions, then it is possible that some “rough” facets of your character are very painfully perceived by others.
If you gave six positive answers, then it is very likely that your relationships with your colleagues are a little more strained than you would like.
ABOUT more“yes” there is nothing to say. It only needs to be emphasized that a positive answer to any of these questions does not indicate anything. Only in combination do they outline the profile of a “rough” person.
Production situations
The test was developed and tested by Leningrad industrial psychologist A. A. Ershov and is aimed at assessing 4 types of leader orientation in the management process.
Connection between personal characteristics and the effectiveness of activity is mediated by such socio-psychological factors as the position of the individual in the team, the degree of correspondence of his interests to the interests of the team members.
The test measures the following 4 types of leadership attitudes, aptitudes, or orientations:
D - orientation to the interests of the business;
P - orientation towards relationships with people, psychological climate in the team;
O - orientation towards official subordination;
C - self-orientation.
You will be offered 20 production situations and 4 options for solving them (A, B, C and D). Please select those solution options from the proposed ones that suit you and mark them.
The test allows you to evaluate another manager in absentia, then choose solution options that suit him. Try to be sincere and objective.
Situation 1
Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy performing another important task. You and your boss consider your tasks urgent.
Choose the option that suits you best.
A. Without challenging the boss’s assignments, I will strictly adhere to the official chain of command and suggest that the subordinate postpone the current work.
B. It all depends on how authoritative the boss is for me.
B. I will express to my subordinate my disagreement with the boss’s assignment, I will warn him that in future in such cases I will cancel tasks assigned to him without my consent.
D. In the interests of the business, I will offer the subordinate to carry out the work begun.
Situation 2
You received two urgent tasks at the same time: from your immediate and your superior. You don’t have time to agree on deadlines for completing tasks; you need to start work urgently.
Select your preferred solution.
A. First of all, I will begin to carry out the task of the one I respect more.
B. First I will complete the most important task, in my opinion.
B. First, I will complete the task of my superior.
D. I will carry out the assignment of my immediate superior.
Situation 3
A conflict has arisen between two of your subordinates that is preventing them from working successfully. Each of them individually turned to you with a request that you sort it out and support his position.
Choose your behavior in this situation.
A. I must stop the conflict at work, resolve conflicting relationships - this is their personal business.
B. It is best to ask representatives to sort out the conflict public organizations.
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 member of the team serves as an authority for those in conflict, and try to influence these people through him.
Situation 4
During the most intense period of completing a production task, the team committed unseemly act, broken labor discipline, resulting in a marriage. The foreman does not know the culprit, but he must be identified and punished.
What would you do if you were the foreman? Choose a solution that is acceptable to you.
A. I will leave the clarification of the facts on this incident until the completion of the production task.
B. I will call those suspected of wrongdoing to me, I will have a cool talk with everyone face to face, I will offer to name the culprit.
B. I will inform those of the workers whom I trust most about what happened, I will invite them to find out the specific culprits and report.
D. After the shift, I will hold a team meeting and publicly demand that the perpetrators be identified and punished.
Situation 5
You are given the opportunity to choose your deputy. There are several candidates. Each applicant has the following qualities:
A- The first one strives, first of all, to establish friendly, friendly relations in the team, to create an atmosphere of mutual trust and friendship at work, prefers to avoid conflicts, which is not understood correctly by everyone.
B. The second often prefers, in the interests of the cause, to aggravate the relationship “regardless of persons”; he is distinguished by a heightened sense of responsibility for the assigned task.
B. The third prefers to work strictly according to the rules, is always careful in performing his job duties, and is demanding of his subordinates.
D. The fourth is distinguished by assertiveness, personal interest in work, is focused on achieving his goal, always strives to complete the task, does not attach of great importance possible complications in relationships with subordinates.
Situation b
You are invited to choose your deputy. Candidates differ from each other the following features relationships with superiors:
A. The first one quickly agrees with the opinion or order of the boss, strives clearly, unconditionally and in deadlines 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 a rich professional experience and knowledge, a good specialist, a skillful organizer, but can be quarrelsome and difficult to communicate with.
D. The fourth is a very experienced and competent specialist, but he always strives for autonomy and independence in his work, and does not like to be disturbed.
Situation 7
When you happen to communicate with employees or subordinates in an informal setting, during leisure, what are you more inclined to do:
A. Conduct conversations that are close to your business and professional interests.
B. Set the tone for the conversation, clarify opinions on controversial issues, defend your point of view, strive to convince others of something.
B. Divide general theme conversations, do not impose your opinion, support 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 a mediator in communication, to be relaxed and attentive to others.
Situation 8
The subordinate did not complete your task on time for the second time, although he promised and gave his word that such an incident would not happen again.
What should I do?
A. Wait for the task to be completed, and then have a stern conversation in private, giving a final warning.
B. Without waiting for the task to be completed, talk to him about the reasons for the repeated failure, get the task completed, and punish him for failure with a ruble.
D. Without waiting for the task to be completed, transfer the issue of punishing the employee to the decision of the asset. In the future, increase the demands and control over his work.
Situation 9
The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to comments, without correcting what you point out to him.
How will you deal with this subordinate in the future?
A. Having understood the motives for persistence and seeing their inconsistency, I will apply the usual administrative penalties.
B. In the interests of business, I will try to call him for a frank conversation, I will try to find him mutual language, set up for business contact.
B. I will turn to the activists of the team - let them pay attention to his incorrect behavior and apply measures of social influence.
D. I will try to figure out whether I myself am making mistakes in my relationship with this subordinate, and only then will I decide what to do.
Situation 10
He came to the work collective, where there is a conflict between two groups over the introduction of innovations. new manager, invited from outside.
How, in your opinion, should he act better to normalize the psychological climate in the team?
A. First of all, establish business contacts with supporters of the new, without taking seriously the arguments of supporters of the old order, work to introduce innovations, influencing opponents with the power of your example and the example of others.
B. First of all, try to dissuade and win over supporters of the previous style of work, opponents of change, and influence them with persuasion during the discussion process.
B. First of all, select an asset, instruct him to figure it out and propose measures to normalize the situation in the team; rely on the active support of the administration and public organizations.
D. Study the prospects for the development of the team and improving the quality of products, set new tasks for the team to work together labor activity, rely on the best achievements and labor traditions of the team, do not contrast the new with the old.
Situation 11
During the most intense period of completing the production program, one of your team members fell ill. Each subordinate is busy doing his job. The work of the absentee must also be completed on time.
What to do in this situation?
A. I’ll see which employee is less busy and give orders: “You, Ivanov, will take this work, and you, Petrov, will help finish the other.”
B. I will suggest to the team: “Let’s think together about how to get out of this situation.”
B. I will ask members of the active team to express their proposals, having first discussed them with members of the team, then I will make a decision.
D. I will call the most experienced and reliable worker and ask him to help out the team by doing the work of the absentee.
Situation 12
You have a strained relationship with a colleague. Let's say that the reasons for this are not entirely clear to you, but it is necessary to normalize relations so that work does not suffer.
What would you do first?
A. I will openly challenge my colleague for a frank conversation to find out real reasons strained relationships.
B. First of all, I’ll try to understand my own behavior towards him.
Q. I will address my colleague with the words: “The business is suffering from our strained relationships. It’s time to agree on how to work further.”
D. I will turn to other colleagues who are aware of our relations and can be mediators in their normalization.
Situation 13
You have recently been chosen as the head of a work team in which you have worked for several years as an ordinary employee. At 8 hours 15 minutes. You called a subordinate to your office to find out the reasons for his frequent lateness to work, but you yourself were unexpectedly 15 minutes late. The subordinate arrived on time and is waiting for you.
How do you start a conversation when you meet?
A. Regardless of my lateness, I will immediately demand his explanation about being late for work.
B. I will apologize to my subordinate and start a conversation.
Q. I’ll say hello, explain the reason for my lateness and ask him: “What do you think can be expected from a manager who is late as often as you?”
D. In the interests of business, I will cancel the conversation and reschedule it for another time.
Situation 14
This is your second year as a manager. A young employee asks you to let him go from work for four days at his own expense in connection with his marriage.
Why four? - you ask.
“And when Ivanov got married, you allowed him four,” the employee answers calmly and submits an application. You sign an application for three days, according to the current regulations.
However, the subordinate returns to work four days later.
What will you do?
A. I will report the violation of discipline to my superior, and let him decide.
B. I will offer my subordinate to work the fourth day on a day off. I’ll say: “Ivanov also worked.”
Q. Due to the exceptional nature of the case (after all, people don’t get married very often), I will limit myself to a public remark.
D. I will take responsibility for his absenteeism. I'll just say:
“You shouldn’t have done that.” Congratulations and wish you happiness.
Situation 15
You are the head of a production team. During night duty, one of your workers is able to alcohol intoxication ruined it expensive equipment. Another was injured while trying to repair it. The culprit calls you at home on the phone and anxiously asks what they should do now?
How will you answer the call?
A. “Proceed as instructed. Read it, it’s on my desk, and do whatever is required.”
B. “Report what happened to the watchman. Draw up an equipment breakdown report and let the victim go to the nurse on duty. We'll figure it out tomorrow."
B. “Don’t do anything without me. Now I’ll come and sort it out.”
G. “In what condition is the victim? If necessary, call a doctor immediately."
Situation 16
One day you found yourself in a discussion between several production managers about how to better treat their subordinates.
One of the points of view you liked the most. Which?
A. First: “In order for a subordinate to work well, you need to approach him individually, taking into account the characteristics of his personality.”
B. Second: “All these are little things. The main thing in assessing people is their business qualities and diligence. Everyone has to do what they're supposed to do."
Q. Third: “I believe that success in leadership can only be achieved if subordinates trust their leader and respect him.”
D. Fourth: “This is correct, but still the best incentives in work are a clear order, a decent salary, a well-deserved bonus.”
Situation 17
You are the head of the workshop. After the reorganization, you urgently need to re-staff several teams according to the new staffing table.
Which path will you take?
A. I’ll get down to business myself, study all the lists and personal files of the workshop workers, and propose my project at a team meeting.
B. I will suggest that the HR department resolve this issue. After all, this is their job.
B. In order to avoid conflicts, I will suggest expressing your wishes to all interested parties, and will create a commission to recruit new teams.
D. First, I will determine who will lead the new brigades and sections, then I will instruct these people to submit their proposals on the composition of the brigades.
Situation 18
There is an employee in your team who is more likely to be registered than to work. He is happy with this situation, but you are not.
What will you do in this case?
A. I will talk to this person face to face. I'll let him know that it's better for him to resign. at will.
B. I will write a report to a superior with a proposal to “reduce” this unit.
B. I will suggest that the trade union group discuss this situation and prepare their proposals on how to deal with this person.
D. I will find a suitable job for this person, assign a mentor, and strengthen control over his work.
Situation 19
When distributing the labor participation coefficient (LPC), some members of the team felt that they had been unfairly “passed over”; this was the reason for their complaints to the shop manager.
How would you respond to these complaints if you were him?
A. You answer the complainants something like this: “KTU is approved and distributed by your team, I have nothing to do with it.”
B. “Okay, I’ll take your complaints into account and try to sort this issue out with your foreman.”
Q. “Don't worry, you will get your money. State your claims to me in writing."
D. Having promised to help establish the truth, immediately go to the site and talk with the foreman, foreman and other members of the team. If the validity of the complaints is confirmed, propose to the foreman to redistribute the KTU next month.
Situation 20
You recently started working as the head of a modern workshop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight yet. There are still two hours before the lunch break. Walking along the corridor, you see three workers from your workshop, who are animatedly talking about something and not paying attention to you. Returning 20 minutes later, you see the same picture.
Leadership career
Career promotion largely depends on what the future leader is focused on.
This test is aimed at assessing four types of leader orientation in the management process, namely:
D - orientation to the interests of the business;
II - focus on relationships with people, psychological climate in the team;
O - orientation towards official subordination;
C - self-orientation.
You are offered 20 production situations and 4 solutions to each of them (A, B, C and D). Select the solution options that suit you and mark them.
The test also allows you to evaluate another manager in absentia, then choose solution options that suit him.
Try to be sincere and objective.
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 consider your tasks urgent. Choose the solution that is most suitable for you.
a) Without challenging the boss’s assignments, I will strictly adhere to the official chain of command and invite the subordinate to postpone the current work;
b) It all depends on how authoritative the boss is for me;
c) I will express to the subordinate my disagreement with the boss’s assignment, I will warn him that in future in such cases I will cancel tasks assigned to him without my consent;
d) In the interests of the business, I will offer the subordinate to carry out the work begun.
Situation 2
You received two urgent tasks at the same time: from your immediate and your superior. You don’t have time to agree on deadlines for completing tasks; you need to start work urgently. Select your preferred solution.
a) First of all, I will begin to carry out the task of the one I respect more;
b) First I will complete the task that is most important, in my opinion;
c) First, I will complete the task of my superior;
d) I will carry out the assignment of my immediate superior.
Situation 3
A conflict has arisen between two of your subordinates that is preventing them from working successfully. Each of them individually turned to you with a request that you sort it out and support his position. Choose your behavior in this situation.
a) I must stop the conflict at work, but resolving conflicting relationships is their personal business;
b) It is best to ask representatives of public organizations to sort out the conflict;
c) 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 member of the team serves as an authority for those in conflict, and try to influence these people through him.
Situation 4
During the most intense period of completing a production task, an unseemly act was committed on the team, labor discipline was violated, resulting in a defect. The foreman does not know the culprit, but he must be identified and punished. What would you do if you were the foreman?
a) I will leave the clarification of the facts on this incident until the completion of the production task;
b) I will call those suspected of wrongdoing to me, I will have a cool conversation with everyone face to face, I will offer to name the culprit;
c) I will inform those of the workers whom I trust most about what happened, I will invite them to find out the specific culprits and report;
d) After the shift, I will hold a team meeting and publicly demand that the perpetrators be identified and punished.
Situation 5
You are given the opportunity to choose your deputy. There are several candidates. Each applicant is distinguished by the following qualities.
a) The first strives, first of all, to establish friendly, friendly relations in the team, to create an atmosphere of mutual trust and friendship at work, prefers to avoid conflicts, which is not understood correctly by everyone;
b) The second one often prefers, in the interests of the cause, to aggravate relations “regardless of persons”, and is distinguished by a heightened sense of responsibility for the assigned task;
c) The third prefers to work strictly according to the rules, is always careful in performing his job duties, and is demanding of his subordinates;
d) The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always strives to complete the task, and does not attach much importance to possible complications in relationships with subordinates.
Situation 6
You are invited to choose your deputy. Candidates differ from each other in the following features of their relationship with their superiors:
a) The first quickly agrees with the opinion or order of the boss, strives to carry out his tasks clearly, unconditionally and on time;
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 has authority with him;
c) The third has rich professional experience and knowledge, is a good specialist, a skilled organizer, but can be quarrelsome and difficult to communicate;
d) The fourth is a very experienced and competent specialist, but he always strives for autonomy and independence in his work, and does not like to be disturbed.
Situation 7
When you happen to communicate with employees or subordinates in an informal setting, during leisure, what are you more inclined to do?
a) Conduct conversations that are close to your business and professional interests;
b) Set the tone for the conversation, clarify opinions on controversial issues, defend your point of view, strive to convince others of something;
f) Share the general topic of conversation, do not impose your opinion, support a common point of view, strive not to stand out with your activity, but only listen to your interlocutor
d) Strive not to talk about business and work, to be a mediator in communication, to be relaxed and attentive to others.
Situation 8
The subordinate did not complete your task on time for the second time, although he promised and gave his word that such an incident would not happen again. What would you do?
a) Wait for the task to be completed, and then have a stern talk in private, warning last time;
6) Without waiting for the task to be completed, talk to him about the reasons for the repeated failure, achieve the completion of the task, punish for failure with a ruble;
d) Without waiting for the task to be completed, transfer the issue of punishing the employee to the decision of the asset. In the future, increase the demands and control over his work.
Situation 9
The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to comments, without correcting what you point out to him. How will you deal with this subordinate in the future?
a) Having understood the motives for persistence and seeing their inconsistency, I will apply the usual administrative penalties;
b) In the interests of business, I will try to call him for a frank conversation, I will try to find a common language with him, to set him up for business contact;
c) I will turn to the activists of the team - let them pay attention to their incorrect behavior and apply measures of social influence;
d) I will try to figure out whether I myself am making mistakes in my relationship with this subordinate, then I will decide what to do.
Situation 10
A new leader, invited from outside, came to the work collective, where there is a conflict between two groups over the introduction of innovations. How, in your opinion, should he act better to normalize the psychological climate in the team?
a) First of all, establish business contacts with supporters of the new order, without taking seriously the arguments of supporters of the old order, work to introduce innovations, influencing opponents by force
b) First of all, try to dissuade and win over supporters of the old style of work, opponents of change, influence them with persuasion during the discussion process;
c) First of all, select an asset, instruct him to figure it out and propose measures to normalize the situation in the team, rely on the asset, the support of the administration and public organizations;
d) Study the prospects for the development of the team and improving the quality of products, set new long-term goals for joint work activities for the team, rely on the best achievements and labor traditions of the team, and do not contrast the new with the old.
Situation 11
During the most intense period of completing the production program, one of your team members fell ill. Each subordinate is busy doing his job. The work of the absentee must also be completed on time. What to do in such a situation?
a) I’ll see which employee is less busy and order: “You will take this work, and you will help finish it”;
b) I will suggest to the team: “Let’s think together about how to get out of this situation”;
c) I will ask members of the active team to express their proposals, having previously discussed them with members of the team. Then I will make a decision;
d) I will call the most experienced and reliable worker and ask him to help out the team by doing the work of the absentee.
Situation 12
You have a strained relationship with a colleague. Let's say that the reasons for this are not entirely clear to you, but it is necessary to normalize relations so that work does not suffer. What would you do first?
a) I will openly challenge my colleague to a frank conversation in order to find out the true reasons for the strained relationship;
b) First of all, I will try to understand my own behavior towards him;
c) I will address my colleague with the words: Our strained relationship is causing our business to suffer. It’s time to agree on how to work further”;
d) I will turn to other colleagues who are aware of our relationships and can be mediators in their normalization.
Situation 13
You have recently been chosen as the head of a work team in which you have worked for several years as an ordinary employee. At 8:15 a.m. you called a subordinate to your office to find out the reasons for his frequent lateness to work, but you yourself were unexpectedly 15 minutes late. The subordinate arrived on time and is waiting for you. How do you start a conversation when you meet?
a) Regardless of my lateness, I will immediately demand his explanation about being late for work;
b) I will apologize to my subordinate and start a conversation;
c) Say hello. I’ll explain the reason for my lateness and ask him: “What do you think can be expected from a manager who is as often late as you?”
d) In the interests of business, I will cancel the conversation and reschedule it for another time.
Situation 14
You have been working as a foreman for the second year. A young worker asks you to let him go from work for four days at his own expense in connection with his marriage.
Why for four days? You ask.
And when Ivanov got married, you allowed him four,” the worker answers calmly and submits an application. You sign for three days, according to the current regulations.
However, the subordinate returns to work four days later. What will you do?
a) I will report the violation of discipline to my superiors, let him decide;
b) I will offer my subordinate to work the fourth day on a day off. I’ll say Ivanov also worked”;
c) Due to the exceptional nature of the case (people do not get married every day), I will limit myself to a remark;
d) I will take responsibility for his absenteeism. I’ll just say: “You shouldn’t have done that.” Congratulations, I wish you happiness.
Situation 15
You are the head of a production team. During night duty, one of your workers, while intoxicated, damaged expensive equipment. Another was injured while trying to repair it. The culprit calls you at home on the phone and anxiously asks what they should do now?
a) Proceed according to the instructions. Read it, it is on my desk, and do whatever is required;
b) Report the incident to the watchman. Draw up an equipment breakdown report and let the victim go to the doctor. We'll figure it out tomorrow;
c) Don’t do anything without me. Now I’ll come and sort it out;
d) What is the condition of the victim? If necessary, call a doctor.
Situation 16
Once I found myself participating in a discussion between several production managers about how best to treat subordinates. One of the points of view you liked the most. Which?
a) First: “For a subordinate to work well, you need to approach him individually, take into account the peculiarities of his personality”;
b) Second: “all these are little things. The main thing in assessing people is their business qualities and diligence. Everyone must do what they are supposed to do”;
c) Third: “I believe that success in leadership can only be achieved if. If a subordinate trusts his leader and respects him”;
d) Fourth: “This is correct, but the best incentives to work are a clear order, a decent salary, a well-deserved bonus.”
Situation 17
You are the head of the workshop. After the reorganization, you urgently need to re-staff several teams according to the new staffing schedule. Which path will you take?
a) I’ll get down to business myself, study all the lists and personal files of the workshop workers, and propose my project at a team meeting;
b) I will suggest that this issue be resolved by the HR department. After all, this is their job;
c) in order to avoid conflicts, I will invite all interested parties to express their proposals, and create a commission to recruit new teams;
d) First, I will determine who will lead the new brigades and sections, then I will instruct these people to submit their proposals on the composition of the brigades.
Situation 18
There is an employee in your team who is more likely to be registered than to work. He is happy with this situation, but you are not. What will you do in this case?
a) I’ll talk to this person face to face. I will let him understand that it is better for him to resign of his own free will;
b) I will write a report to a superior with a proposal to “reduce” this unit;
c) I will invite the work collective to discuss this problem and prepare their proposals on how to deal with this person;
d) I will find a suitable job for this person, assign a mentor, and strengthen control over his work.
Situation 19
When distributing the coefficient of labor participation, some members of the team felt that they had been undeservedly “bypassed”; this was a reason for complaints to the shop manager. How would you respond to these complaints if you were him?
a) You answer the complainants something like this: “The coefficient is approved and distributed by your team. I have nothing to do with this;
b) Okay, I will take your complaints into account and try to sort this issue out with your foreman;
c) Don't worry, you will get your money. State your claims to me in writing;
d) I promise to help establish the truth, immediately go to the site and talk with the foreman, and other members of the brigade. If the complaints are confirmed to be justified, propose to the foreman to redistribute the coefficient next month.
Situation 20
You recently started working as the head of a modern workshop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight yet. There are still two hours before the lunch break. Walking along the corridor, you see three workers from your workshop, who are animatedly talking about something and not paying attention to you. Returning 20 minutes later, you see the same picture. How will you behave?
a) I’ll stop and let the workers know that I new boss workshops Let me note in passing that their conversation has dragged on and it’s time to get down to business;
b) I’ll ask who their immediate superior is. Shall I call him to my office?
c) First, I’ll ask what the conversation is about. Then I will introduce myself and ask if they have any complaints against the administration. After that, I’ll suggest going to the workshop for workplace;
d) First of all, I will introduce myself and ask how things are going in their team, how they are loaded with work, what prevents them from working rhythmically. I'll take note of these workers.
Table 2.2.
Key:
| Situation number | Orientation type | |||
| D | P | WITH | ABOUT | |
| G | B | IN | A | |
| B | A | G | IN | |
| A | G | IN | B | |
| A | IN | B | G | |
| B | A | G | IN | |
| IN | B | G | A | |
| A | G | B | IN | |
| A | IN | B | G | |
| B | IN | G | A | |
| G | B | A | IN | |
| A | B | G | IN | |
| IN | G | B | A | |
| G | B | IN | A | |
| B | IN | G | A | |
| A | G | IN | B | |
| B | A | IN | G | |
| G | IN | A | G | |
| IN | G | A | B | |
| G | B | IN | A | |
| G | IN | A | B |
Result:
Calculate the number of points you scored for each position and determine the resulting priorities for personal orientations in leadership.
Business orientation (D) characterizes your level of competence, ability to make independent decisions, and your personal productivity.
Focus on relationships with people (P) characterizes your educational, humane orientation, ability to delegate authority, and involve team members in the decision-making process.
Orientation towards official subordination (O) characterizes your desire to comply with the external manifestations of the leader’s activities, appear to be a leader, maintain a great distance from subordinates, and maintain authority at any cost.
Self-orientation (C) characterizes your desire to realize yourself in leadership work, achieve personal goals, and the desire for autonomy and independence.
Task 11. Test “Your success at work”
Read nine questions that may seem far from official concerns to you. Choose the most appropriate answer from the three options. In the end, you will evaluate your success in professional activity,
1. Tomorrow you are supposed to go on vacation, but you still need to get ready and do a lot of things. Suddenly, your boss assigns you urgent work. What will you do?
a) Sit down and work, even if it’s all night long, just to finish on time and leave with a pure soul;
b) Postpone departure for several days;
2. A street stall is selling fashionable clothes at a very low price. Do you decide to buy something on the spot?
a) Yes, such a case does not present itself every day;
b) No, because the clothes may not fit, and there is nowhere to try them on;
c) Yes, provided that replacement is possible.
3. B big company you met a person who interested you in something. What will you do?
| A |
) You will immediately find a reason to talk to him;
b) You will wait for the right opportunity to be introduced to him;
c) If you don’t do anything, come what may.
4. Not only you, but two more of your colleagues are applying for a vacancy with a salary higher than yours. What will you do in such a situation?
a) You will calmly continue to work, believing that your business qualities do not require “advertising”;
b) Be indifferent to everything;
c) You will do everything to prove to others that you are better than other applicants.
5. Your spouse loves classical music, you love light music (or vice versa). How to reconcile these very different tastes?
a) Try to fall in love with classical music yourself;
b) You will persistently buy CDs with light music and try to “re-educate” your spouse;
c) Leave your spouse alone along with his affection.
6. The police are looking for witnesses to a street incident that occurred in your presence. Do you intend to announce this and act as a witness?
a) Of course, it cannot be otherwise;
b) No, because you don’t like to get involved in any “stories”;
c) No, because we are not sure that we know exactly what happened.
7. You are in a hurry, but there is a long line at the taxi stand. What will you do in this situation?
a) Contrary to the queue, try to get into the first car that arrives and ask the taxi driver to drive away quickly, promising to “thank you”;
b) You will be nervous, but stand in line and wait;
c) Ask the queue to let you go ahead, explaining the reason.
8. You won a large sum of money in the lottery. How will you manage them?
a) You will start spending with pleasure on things that you have long wanted to buy, but did not have the opportunity;
b) On family council decide what to do with the winnings;
c) Put part of the money in a bank account, and spend part at your own discretion.
9. You ran into someone on the street. What's your reaction?
a) Say in an icy tone: “Sorry!”;
b) Throwing an unflattering remark at the person you meet;
c) “It happens,” say to yourself and silently move on.
Calculate your points using the table
Table 2.3.
| Question | Possible answer | ||
| A | b | V | |
Your result:
Up to 9 points (inclusive). The thought of a career almost certainly doesn't cross your mind. By nature, you are an easy-going person, shy and try not to draw attention to yourself. successes and great fame others do not make you envious; you have long come to terms with your inconspicuous role. However, you should not be upset by this characteristic. The main thing is that these qualities do not give rise to laziness of the soul in us, do not lead to indifferent contemplation of life instead of active participation in it.
10-15 points. From time to time you happen to dream about success at work, about promotion, but almost immediately, doubting your capabilities, you convince yourself that this will require too much effort and sacrifice. You probably value satisfaction of your desires in your personal life much more. Your modest successes at work do not seriously upset you. “To each his own,” you say. However, it happens that you reproach yourself for lethargy and envy the achievements of your colleagues. But in general, it does not take you out of your peace of mind for long.
16-23 points. You don't view your job responsibilities as a heavy burden. Work gives you satisfaction, it is for you - perceived need, and success at work has become important life goal. Despite this, the qualities of a careerist are alien to you. No, you don’t think that all means are good to achieve your goal. You are a good diplomat and know how to behave flexibly and tactfully in difficult situations. Most likely, you manage to soberly and wisely combine work interests with your personal life.
Over 24 points. It seems that you belong to the ambitious optimists, to good organizers who know perfectly well what they want and what they must achieve. You have sufficient willpower and are a little more persistent than others. But for complete success, other qualities are also needed: composure, broad-mindedness, objectivity, restraint. And last but not least - the ability to work with people, to find a language with them. Do you have it all? If only in embryo, develop these qualities in every possible way, without them there will be no rush. And another piece of advice: beware of narcissism, do not believe in your infallibility. Don't forget that life has many other attractive sides.
Task 12. Test “Do you consider yourself a valuable employee?”
Most of us want to get ahead career ladder, but relatively few reach the desired heights. Few people think about this, but from the very first hour of work, the boss has a good or bad opinion about us. And our career depends on it.
This test is based on requirements that are used by many large companies, considering the issue of promoting a particular employee. If you answer all the questions honestly, you will be able to determine your chances;
Questions should be answered “yes” or “no”.
1. You rarely miss more than five working days a year without a good reason.
2. You come to work minute by minute.
3. You do about the same amount as anyone else would do in your position.
1. If a colleague performing the same duties becomes ill, you are free time you will do part of his work.
2. If you are criticized, even deservedly so, you try to defend yourself.
3. It seems like more bad things happen to you than to your colleagues.
4. You often fail to find a common language with your colleagues.
5. In an emergency, you will wait for instructions and then act.
6. Even if you think of a way to increase productivity or improve quality, you will remain silent.
7. Do people who work overtime without extra pay do the right thing?
8. If you are asked to do urgent work, will you work at normal speed?
9. You always have lunch at work.
10. You are convinced that large companies often try to deceive their employees.
11. You make many minor mistakes in your work.
Check your answers against the choices that numerous organizational experts have found to be correct. The coincidence of your answer with the specified option is worth three points.
Answers
1. Yes. Since employers are interested in continuous work, good attendance will be in your favor
2. No. Candidates for promotion must show greater interest in the job than those who simply sit through the call.
3. No. If you want to be considered for nomination, the speed and quality of your work must be above average.
4. . Yes. The desire and ability to take on additional responsibilities of a rare chef will leave you indifferent.
1. No. The ability to accept criticism and take into account comments is considered a sign of maturity and a willingness to improve one's level.
2. No. If unpleasant accidents often happen to you, you will most likely be left without a job, because management is not happy with rising hospital bills.
3. No, quarrelsomeness is considered a serious obstacle to good performance and can be an obstacle to promotion.
4. No: The ability to think quickly and act in a critical situation is considered essential for a leader.
5. No. Most firms welcome proposals that improve working conditions. It's not wise to keep them to yourself.
6. Yes. Such People are rare, and therefore they are always nominated for promotion.
7. No. You will be expected to perform at a higher speed.
8. No. There are times when a conscientious worker simply cannot afford to be distracted by lunch if he wants to finish work on time.
9. No. This attitude is based on denial and is therefore easily noticed.
10. No. If you make too many mistakes, forget about your dream of advancement.
Result
The points received must be summed up.
A score of 36-42 points is considered excellent, 18-33 is considered average, and less than 18 is considered low.
Thus, having learned your weak spots, you can turn them into strong ones
Whether you're looking for a job or want to move up to the next level, the test will help you identify your strengths and weaknesses.
With each of the above statements you need to express your agreement or disagreement - “true” or “false”.
1. 1.When you go for a job interview, it's a good idea to take someone with you for moral support.
2. Most managers respect assertive candidates who immediately seize the initiative during an interview.
3. If you want to get a job for a short time, don't tell anyone about it.
4. You must work for next to nothing if you want to gain experience.
5. You've got some trouble brewing, so you need to make a couple of friends to let off steam on.
6. If you are an excellent specialist in the task assigned to you, you do not have to adhere to a set work schedule.
7. Grading systems, formal and informal, do not play a role in modern production and business.
8. Anyone can do any job if they put their minds to it.
9. You should always try to get ahead.
10. You don’t ask unnecessary questions, but keep them to yourself.
11. You must develop the belief that work is the most important thing in your life.
12. The less your boss knows you, the better.
13. Your boss will be very happy if you sometimes give him unexpected gifts.
14. There are so many people looking for work now that you don’t need to warn your boss in advance if you are going to leave.
15. With the increasing use of on-site training programs, it is not at all necessary to obtain a college degree.
According to large number leaders representing different areas activities, from trade to industry, all answers must be “False”. Thus, for each “wrong” answer, count yourself 1 point.
Your result
From 0 to 3 points. With a result like this, you have little hope of ever even getting an interview.
From 4 to 7 points. You still have a long way to go before you become a truly good employee. If you really want to get a job, you need to think carefully, ask around knowledgeable people and listen carefully to their advice. You should contact an employment consultant and read the relevant literature I
From 8 to 12 points. In general, you are on the right track. Think about the questions you answered incorrectly. If you don't understand something, go to a boss you trust to find out where you're going wrong.
From 13 to 15 points. You have a mature approach to work and will make a good specialist. If you have problems, they are due to other reasons, so try to deal with them too.
Task 14. Test “Can you work in a tense environment?”
What do you do when the atmosphere gets tense? Are you staying calm? Or are you losing your temper? A person's character is best revealed at a critical moment. Knowing this, some large companies, when hiring new employees for management positions, specifically arrange stressful situations and see how the job candidate can handle them. Try to pass this test at least on paper. You must express your agreement or disagreement (“yes” or “no”) with each of the statements given.
1. If you are faced with a difficult personal problem, you try to eat something, drink or smoke, or perform some other extraneous action in order to delay time and not immediately take on the solution.
2. If you unexpectedly lose your job, it will take you a long time to recover before you start looking for a new one.
3. If you are very upset, for example, after losing someone close, it unsettles you for a week, or even more.
4. If you just went to the doctor for a routine examination, and he gives you a referral for tests, you will be very worried until you get a favorable result.
5. If an accident occurs in your presence, you will be able to provide first aid to the victims until the ambulance arrives.
6. If you are told to do a job faster than you expected, the quality of the work will noticeably suffer.
7. You perform worse on exams and tests than usual.
8. You have difficulty speaking in front of an audience.
9. Even if you firmly believe in something, you will remain silent if an opposing opinion is discussed.
10. It happens that you make a long-distance call and, trying to speak briefly, forget to say something important.
11. When you are going to go somewhere, you are so worried that you might forget something at home.
12. If you need to do several important things in one day, you are very worried.
Your result
According to most experts, there are absolutely clear correct answers to each of the above questions. If your answer matches theirs, you get 4 points; if not, you get one point. So, “no” is considered the correct answer to questions 1 to 4 and 6 to 12. “Yes” is the best answer to question 5.
If you score from 36 to 48 points, this is an above average result; it shows that you can work well under pressure.
A result from 15 to 35 points is average, 14 or less is low. You need to take charge of yourself to face life's inevitable challenges.
Task 2
A) considers the first two situations indicated in his version from the position of a self-oriented leader;
B) considers the following two situations from the position of a business-oriented leader;
C) considers the last two situations from the position of a leader focused on relationships with people. Psychological climate in the team.
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 consider your tasks urgent.
A. Without challenging the boss’s assignment, I will strictly adhere to the chain of command and invite the subordinate to postpone the execution of my assignment.
B. It all depends on how authoritative the boss is for me.
C. I will express to my subordinate my disagreement with the boss’s assignment, and I will warn him that in future in such cases I will cancel tasks assigned without my consent.
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 superior and from your superior. You don’t have time to agree on deadlines for completing tasks; you need to start working urgently.
A. First of all, I will begin to carry out the task of the one I respect more.
B. First I will complete the building that is most important in my opinion.
C. First, I will complete the task of my superior.
D. I will carry out the assignment of my immediate superior.
Situation3
A conflict has arisen between two of your subordinates that is preventing them from working. Each of them individually turned to you with a request that you sort it out and support his position.
A. I must stop conflict at work, but resolving conflicting relationships is their own business.
B. It is best to ask representatives of public organizations to sort out the conflict.
C. First of all, I will personally try to understand the motives of the conflict and find a way of reconciliation acceptable to both.
D. Find out which member of the team serves as an authority for those in conflict, and try to influence these people through him.
Task 3
Develop your own model of personal and business qualities that a manager must have. Describe character traits a manager known to you, confirm their presence by his behavior in specific situations. (Can be described from a newspaper article, indicating the newspaper, number and date of issue).
List of sources used
Your superior boss prefers to communicate with your subordinates directly, avoiding your mediation. How to get your direct powers back?
This situation threatens to lead to big problems.
First, your boss's actions undermine your authority. Secondly, the communication system itself in the company is disrupted, and in the event of any important issue, the employee simply will not know who to turn to for help: to you or, ultimately, to your boss. The situation becomes more complicated if you and your boss have certain, albeit minor, disagreements - for example, regarding methods for solving a problem. Besides, it's just unpleasant. Nevertheless, there is always a way out.
Dot the i's
Find out the reasons for your boss's behavior. Often, managers turn directly to subordinates due to lack of time. It is easier for the boss to explain the task to the employee himself in order to shorten the information chain.
The boss has the best intentions, but you need to prove that the consequences of his decisions are not as wonderful as he thinks. Start the conversation with specific facts and arguments. Very often, a senior manager, transferring a task to an employee, refrains from doing it. detailed explanation. The subordinate does not understand what is required of him and comes to his immediate superior for clarification and further instructions. And then you have to go to the boss and once again clarify all the details. The circle closes. Even if your boss intended to speed up the process, he only slowed it down.
It is necessary to explain to the boss that his actions lead to confusion and disrupt the normal work schedule. Just don’t blame him for what happened under any circumstances.
Intimate talk
Offer your version of communication. Communicate your wishes gently but confidently: “Perhaps it will be much more effective for the work of the department if I myself begin to give orders to my subordinates.”
As a rule (with rare exceptions), companies do not live in a state of constant emergency. For this purpose, there is an advance setting of tasks. And if your company hasn’t thought of this yet, which is unlikely, suggest a system long-term planning. Explain to your boss that his actions undermine your leadership position. Just don’t overdo it by pushing for pity.
Riot on the ship
It is better if your subordinates do not know about the current situation. Such frankness will only discredit you as a boss in their eyes.
But if the boss continues to ignore all your appeals, prove his guilt in practice. Hold a meeting with your employees and talk about the problem that has arisen. Explain that you can’t do anything, and instruct your subordinates to clarify all the details of the tasks with the manager themselves, and not touch you.
In this case, employees will start asking the boss questions immediately after receiving instructions, or they will run to his office during the decision process and distract him with their problems. In this way, you will demonstrate that responsibility for the implementation of issues should lie with the one who sets the tasks, and you do not have the appropriate authority to do this.
Situation 4.
Situation 3.
Situation 2.
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 consider your tasks urgent.
You received two urgent tasks at the same time: from your immediate and higher-ranking boss. You don’t have time to agree on deadlines for completing tasks; you need to start working urgently.
A conflict has arisen between two of your subordinates that is preventing them from working. Each of them individually appeals to you with a request to sort it out and support his position.
During the most intense period of completing a production task, an unseemly act was committed in the team, labor discipline was violated, which resulted in a defect. The foreman does not know the culprit, but he must be identified and punished.
What would you do if you were the foreman?
Situation 5. You are given the opportunity to choose your deputy. There are several candidates. Each applicant has the following qualities:
| A. The first one strives, first of all, to establish friendly, friendly relations in the team, to create an atmosphere of trust and friendship at work, prefers to avoid conflicts, which is not understood correctly by everyone. B. The second often prefers, in the interests of the cause, to aggravate relations (regardless of the person involved), and is distinguished by a heightened sense of responsibility for the assigned task. B. The third one prefers to work strictly according to the rules and is always careful in his job responsibilities, demanding of subordinates. D. The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always strives to complete the job, and does not pay much attention to possible complications in relationships with subordinates. |
Situation 6. You are given the opportunity to choose your deputy. There are several candidates. Each applicant is distinguished by the following features of his relationship with his superior:
Situation 7. When you happen to communicate with employees or subordinates in an informal setting, during leisure, what are you more inclined to do?
Situation 8. The subordinate did not complete your task on time for the second time, although he promised and gave his word that such an incident would not happen again.
Situation 9. The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to comments, without correcting what you point out to him.
Situation 10. A new leader, invited from outside, came to the work collective, where there is a conflict between two groups over the introduction of innovations.
How, in your opinion, should he act better to normalize the psychological climate in the team?
| A. First of all, establish contact with supporters of the new, without accepting the arguments of supporters of the old order, work to introduce innovations, influencing rivals by the power of your example and the example of others. B. First of all, try to dissuade and win over supporters of the previous style of work, opponents of perestroika, and influence them with persuasion during the discussion process. B. First of all, choose an asset, instruct him to figure it out and propose measures to normalize the situation in the team, rely on the asset, the support of the administration and public organizations. D. Study the prospects for the development of the team and improving the quality of products, set new promising tasks for the team in joint work, rely on the best achievements and labor traditions of the team, and do not contrast the new with the old. |
Situation 11. During the most intense period of completing the production program, one of your team members fell ill. Each subordinate is busy doing his job. The work of the absentee must also be completed on time.
Situation 12. You have a strained relationship with a colleague. Let's say that the reasons for this are not entirely clear, but it is necessary to normalize relations so that work does not suffer.
Situation 13. You have recently been chosen as the head of a work team in which you have worked for several years as an ordinary employee. At 8 o'clock 15 minutes. You called a subordinate to your office to find out the reasons for his private lateness to work, but you yourself were unexpectedly late for work by 15 minutes. The subordinate arrived on time and is waiting for you.
Situation 14. You have been working as a foreman for the second year. A young worker appeals to you with a request to let him go from work for 4 days at his own expense in connection with his marriage. “Why 4?” you ask.
“And when Ivanov got married, you allowed him 4,” the worker answers calmly and submits an application. You sign an application for three days, according to the current regulations.
However, the subordinate returns to work 4 days later. What will you do?
Situation 15. You are the head of a production team. During night duty, one of your workers, while intoxicated, damaged expensive equipment. Another was injured while trying to repair it. The culprit calls you on the phone and anxiously asks what they should do now?
Situation 16. One day you found yourself participating in a discussion between several production managers about how best to treat subordinates.
One of the points of view you liked the most. Which?
Situation 17. You are the head of the workshop. After the reorganization, you urgently need to re-staff several teams according to the new staffing schedule.
Situation 18. There is an employee in your team who is more likely to be registered than to work. He is happy with this situation, but you are not.
Situation 19. When distributing the labor participation coefficient (LPC), some members of the team felt that they had been undeservedly “bypassed”; this was the reason for their complaints to the shop manager.
Situation 20. You recently started working as the head of a modern workshop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight yet. There are still two hours before the lunch break. Walking along the corridor, you see three workers from your workshop, who are animatedly talking about something, not paying attention to you. Returning 20 minutes later, you see the same picture.
1. The concept of management. Manager and entrepreneur.
2. The essence and characteristic features of modern management.
3. Functions, management cycle.
4. History of management development.
5. Classical school of management.
6. Behavioral school of management.
7. Situational school of management.
8. Systems approach to management.
9. Strategic planning.
10. Mission of the organization. Taking into account the external environment (environment) when developing a strategy.
11. Internal environment organizations.
12. Identifying strengths and weaknesses companies.
13. Organizational structures.
14. Bureaucratic and adaptive organizational structures.
15. Functional (classical) organizational structure.
16. Divisional structure.
17. Organizational structure based on product characteristics.
18. Project and matrix organizational structures.
19. Groups and their significance. Formal and informal groups.
20. Motivation and needs. Theories of motivation.
21. Herzberg’s two-factor theory of motivation.
22. Theory human needs Maslow.
23. Process theories of motivation.
24. Expectancy theory and equity theory.
25. Control, concept and essence.
26. Stages of control.
27. Leadership, influence, power. Types of power. Balance of power. Partnership.
28. Leadership, leadership styles.
29. Management grid and its use.
30. Management methods.
31. Self-management of the leader. Work time. Time management.
32. Problems of optimal use of working time. Principles
Pareto and Eisenhower.
33. Information and communications.
34. Business conversation, essence and content, types.
35. Organization of business communication.
37. Requirements for management decisions.
38. Decision making process.
39. Methods of decision making.
40. Conflict and stress management. Types, essence. Methods