Social Psychology of Management

1. Leader and his role in management activities.

2. Power and influence, the main types of power.

3. Fundamentals of motivation.

The leader, including in the field of physical culture and sports, works with people, and the efficiency and effectiveness of the entire organization depends on the characteristics of his impact on the team and on the individual. One of the main functions of a leader is such an impact and influence on people, in which their group and individual activities will be as productive as possible. But in order to manage effectively, the leader needs power in addition to formal authority. After all, he depends on people, on his immediate superiors, subordinates and colleagues. These groups are part of the manager's environment. Without the assistance, without the help and support of others, the leader is not able to perform his functions.

Even with certain powers, the leader is not always able to direct the activities of his subordinates. This is due to the socio-psychological phenomenon of leadership, lies in the special relationship between people in the organization. These relationships have their own specifics:

1. Leadership as a special kind of relationship between different statuses or levels. Each person has his own status, i.e. fixed place in the organization, expressed through the position. The position of the leader allows him to influence and influence the lower levels.

2. Leadership as a relationship is expressed through the range of work performed and job responsibilities. Job Responsibilities leaders give him the opportunity to influence other people in order to coordinate their activities.

3. Leadership as a relationship between individuals, as a certain type of communication. This type of communication, its nature and direction forms a certain socio-psychological climate in the team, which actively influences both the effectiveness of management and the performance of the organization.

Leadership is based on the use of the mechanism of power, i.e. ability to influence the behavior of others. Power can take many forms and be based on various grounds.

American scientists have developed the following classification of the foundations of power.

The leader needs power in order to organize and direct the activities of other people or organizations. The motivation for activity and labor behavior is carried out through guiding influence. There are two types of leadership:

1. Direct way - through an order, instruction, instruction (in this case, the goals of the manager may not coincide with the goals of the employee, and the efficiency of the work performed will be low. For example, the labor of slaves in Ancient Rome was extremely ineffective despite the brutal level of enforcement. By coercion, no more than 50% of the return can be achieved from a person doing any work, i.e. his productivity will be half of what he is capable of).

2. Indirect way - through the impact on the inner world of a person, through his motivation ( the only way to make a person do something is to make him want to do it).

Motivation is an internal motivation for activity, which includes goals, interests, motives, needs, social attitudes, etc.

Power and influence

The potential or real possibility of influencing others is called power. Leadership is based on influence, i.e. psychological (emotional or rational) influence that is exerted on them in order to change behavior. Specific forms of influence are very diverse.

1. Power based on coercion. The subordinate is convinced that the leader can interfere with the satisfaction of his needs. This influence through fear, this form leads to a certain result, but it does not contribute to the disclosure of the potential of employees. In addition, under conditions of strict control, employees have a desire to deceive managers and distort reporting data.

2. Power based on reward. The subordinate believes that the leader has the ability to satisfy his needs. Considered as the most effective form of power. However, its application is possible if the manager has sufficient resources. In addition, the manager must be well aware of the needs of subordinates, and they can vary greatly from employee to employee.

3. Traditional (legal) authority. In this case, the person responds to the position, i.e. follows the recommendations of the boss, because it is customary.

4. Expert power. The subordinate believes in the leader and the value of his knowledge, the special knowledge of the leader allows him to satisfy his needs.

5. Reference power. Built not on logic, tradition, but on the strength of the personal qualities and abilities of a leader. The subordinate follows the orders of the leader, because he wants to imitate him. If subordinates see ideal traits in their understanding of the leader, worthy of emulation They obey him implicitly.

Leaders in their activities use all forms of power in various combinations.

The belief in the need to obey and comply with the requirements of the leader is considered the most solid foundation authorities. Using various methods of influencing subordinates, one should follow the rules of business conduct and the norms of professional ethics. In any case, the influence should not cause subordinate feelings of irritation, hatred, annoyance and stress.

Proper formation of employee motivation is one of the most important funds improving labor efficiency.

A modern manager daily faces the problems of motivating the activities of his employees. It is important to channel their energy into doing the work that is available and necessary to achieve the goals and success of the organization.

The science of management has always been concerned with the conditions and under what circumstances a person is motivated to work on someone else's assignment. The freer a person becomes, the more important is the awareness of the motives that drive a person in work and make him bring great benefits. As learning, advanced training, acquiring skills and gaining experience, a person awakens more and more desire to apply his skills in work for the benefit of himself and society. The better this is done, the more satisfaction a person receives, and, accordingly, the stronger the motivation for effective work is manifested. The desire to express yourself in your business needs support. Where the management and organization of labor provide employees with opportunities for this, the work will be highly effective, and the motives for work, respectively, will be high.

The essence of motivation is the knowledge and realization of personal interests, providing opportunities to realize oneself in the process of achieving the goals of the organization.

The true urges that make you give your best effort are extremely complex. It is estimated that between 30 and 50% of workers are motivated to work by money. The rest are driven to action by higher needs: for knowledge, for authority, for creativity. People are driven by moral ideals, great goals, moral beliefs, traditions, and so on.

The old method of influencing people is known - the "carrot and stick" method.

In conditions when most people were fighting for survival, the conclusion made by Adam Smith that a person always, when he has such an opportunity, seeks to improve his economic situation.

The carrot was understood as an opportunity to survive, and money was considered the only motivating factor.

Taylor and his contemporaries at the beginning of the 20th century already realized the inconsistency of earnings on the verge of starvation, and made the motivation according to the principle of "carrot and stick" more effective. Therefore, the increase in labor productivity, which is the result of the use of evidence-based specialization and standardization, was quite impressive. And the more this life improved, the faster managers began to understand the failure of motivation according to the principle of "carrot and stick".

At the beginning of the 20th century, the theory Z. Freud received its continuation that people do not always act rationally. Not always good wages and well-designed work procedures lead to increased productivity, and managers did not immediately begin to take it seriously. With the advent of the scale of human relations came the realization that the motivation of the type of "carrot and stick" is not enough. E. Mayo's works say that it is important to take into account human psychology, its certain illogicality, that human factors, especially social impact and group behavior, significantly affect the productivity of individual labor.

Speaking of motivation, it must be said that there is no one “best” way. People have many different needs and goals. They behave differently. What is acceptable for one person may not be suitable for another.

The work of a manager is carried out in such directions:

Work to improve the material remuneration of employees;

Development and implementation of systems and measures of moral incentives for work;

Creation of conditions for attractiveness, interesting work, aesthetics of the workplace and labor operations;

Guarantee of employment, business career, training opportunities.

In addition, the manager must evaluate the level of labor participation of each employee. There are several ways to reward people for their work: financial incentives, recognition, freedom (do part of the work at home), new types of work schedules (rolling hours), perspective (growth opportunities), better working conditions.

It is important that any decision in the field of labor motivation be public, understandable and correct, even if at first this decision infringes on someone's interests, and it is also important to know personal and public interest employees, the motivational structure of human behavior, to know what consequences the measures introduced by them can lead to.

- procedural- are based on how people behave, taking into account their perception and knowledge.

Needs reflect a feeling of physical or psychological insufficiency of something. When a need is felt by a person, it awakens in him a state of aspiration to satisfy it (an impulse to action). Needs are divided into: physiological (sleep, eat, sexual needs) and psychological (needs for success, respect, power, belonging to someone or something). Needs cannot be directly observed and measured. Needs serve only as a motive for action.

Motivation- this is a feeling of lack of something, which has a certain direction to action. Motivation is a behavioral manifestation of a need.

The degree of satisfaction received in achieving the set goal affects the behavior of a person under similar circumstances. In the future, people tend to repeat the behavior that they associate with the satisfaction of the need, and avoid the other, which is associated with insufficient satisfaction. The complexity of motivation through needs is a consequence of the fact that not all workers have a high need for achievement and independence.

Managers must create situations that allow people to feel that they can satisfy their needs through behavior that leads to the achievement of the goals of the organization.

Reward considered and used in theories of motivation as a means to encourage people to effective human activity. Distinguish between internal (creation of appropriate working conditions) and external remuneration (salary, promotion, official status, prestige).

Fanis Vagizovich Sharipov

Psychological foundations of management

Instead of a preface

In the context of the transition of the economy to market relations, the problem of increasing the efficiency of managing enterprises, organizations and their divisions is of paramount importance. The success of its solution largely depends on the managerial and socio-psychological competence of managers, on their ability to cooperate with people.

As is known, modern systems management of the economy in developed capitalist countries are based on management. The essence of the concept of "management" initially reflected the ability to go around horses and rule them. This word is based on the English verb "to manage" (manage), which comes from the Latin "manus" (hand). Literally, the term "management" means "management of people."

In the scientific literature devoted to the issues of economic management, the concept of "management" is considered as a science, practice and art of management.

Management as a science management of an organization and people is a system of knowledge about the principles, methods and forms of management, management style, requirements for the personality of a leader, employee motivation, etc.

Management as practice management refers to the process carried out by managers to achieve the goals of the organization. In this context, management is a certain type of activity to guide people employed in a particular area of ​​public life, the national economy.

The art of management as a fusion of science and management practice means effective management of people, the ability of a manager to achieve goals using the knowledge, experience and abilities of other people, organizing and directing their activities.

In my opinion, the poor preparedness of managers of all ranks in the field of management, that is, the theory and practice of management, is one of the reasons for the prolonged economic crisis in Russia. Our leaders, being trained in the conditions of the administrative-command system of management, are usually accustomed to command people (to command, rule). They were not particularly interested in the personality of the employee, his interests, needs, desires, attitudes, state of mind, abilities and other components of the human psyche. For the chief, his personal success remained the main concern, at best the success of the organization associated with the implementation of the plan. Fulfill the plan at any cost - this is the motto of previous years.

The market economy requires from modern leaders, i.e. managers, different approaches, a new culture and management and leadership. The main task of the manager is to create conditions for highly effective activity and social development each employee individually and the managed group (organization) as a whole. To successfully solve this problem, the manager must know well, on the one hand, the content, technology of the labor or other activity itself and everything connected with it (goals, means, process, etc.), and on the other hand, the subject of activity, the level his preparedness, abilities, motives, character traits and other personality traits.

The psychological knowledge of a manager allows him to better study (know), understand himself and other people, especially subordinates. Cognition of the human psyche involves the identification and evaluation of its psychological properties, state, orientation, relations and features of the cognitive, emotional and volitional spheres. Psychological knowledge helps the manager and entrepreneur to better interact with people, establish psychological contact with them, influence them if necessary, communicate effectively with people, manage staff (subordinates), train and educate young employees, establish a favorable psychological climate in the group (team). ), form and develop positive motivation for labor and creative activity.

The textbook attempts to summarize domestic and foreign experience in the field of theory and practice of managing people based on the use of psychological knowledge.

It reveals the individual psychological characteristics of a person, the requirements for a manager and an entrepreneur, the functions of managerial activity, methods and styles of leadership. The problems of employee motivation and business communication in organizations are considered; the socio-psychological characteristics of a small group and a labor collective are given. Particular attention is paid to the issues of managerial ethics, the preparation and adoption of managerial decisions, the psychology of working with personnel and the problem of manager's health.

I would especially like to note that chapter seven was written jointly with Associate Professor R. A. Nasybullin; I express my sincere gratitude to him for his assistance in preparing the manuscript.

Professor F. V. Sharipov

Chapter 1. SUBJECT AND OBJECTIVES OF MANAGEMENT PSYCHOLOGY

1. The subject of management psychology

The word "psychology" comes from two Greek words: psyche - soul and logos - science. In other words, the science of the soul, that is, of inner world person. This is the science of laws, mechanisms and facts mental life man and animals. Having arisen as a branch of philosophy, psychology later acquired complete independence. Moreover, a number of branches have emerged from it: psychophysiology, animal psychology, comparative psychology, social psychology, child psychology, educational psychology, age-related psychology, psychology of work, psychology of management, psychology of creativity, medical psychology, pathopsychology, neuropsychology, engineering psychology, psycholinguistics, ethnopsychology, etc.

One of the most important concepts in psychology psyche. It is used as a characteristic of a living system (animals, humans) specific signal interaction with the environment. The essence of the psyche it is a subjective image of the objective world, an ideal reflection of reality. The whole variety of forms of mental existence is usually combined into four groups.

1. Human mental processes: cognitive (attention, perception, memory, thinking, etc.); emotional (feelings); strong-willed.

2. Mental formations of a person (knowledge, skills, habits, worldview, etc.).

3. Mental properties of a person (orientation, temperament, character, abilities).

4. Mental states: functional (emotional, cognitive and volitional) and general (mood, readiness for action, confidence, activity or passivity, etc.).

From the point of view of influencing human activity and behavior, two interrelated regulatory functions of the psyche are distinguished: motivation (the motivational sphere of the psyche) and execution (the activity sphere). Other functions include: reflection, image formation, meaning formation, relationship function, accumulation of experience, goal setting, etc.

As for the question of the origin of the human psyche in ontogenesis, it should be emphasized: the human psyche is the result of his communication with other people and inclusion in a variety of activities (play, study, work, reflection, evaluation, etc.). A special role in the development of the organism is played by the second signal system - language and speech as an external form of human thinking.

Control- the function of organized systems of various nature (biological, social, technical), ensuring the preservation of their specific structure, maintaining the mode of activity, the implementation of their programs and goals.

Social management - purposeful impact on any social system for its streamlining, preservation, improvement and development. Management is one of the most important functions of any organized system, without which it cannot exist and inevitably dies. Social management includes the processes of collecting and analyzing data on the functioning and activities of the team, the development and implementation of decisions, the processes of monitoring the implementation of decisions made and evaluating the results and motivation of employees of the organization. All these processes are based on the knowledge and practical experience of managers and are implemented with the help of thinking, memory, perception, attention, communication, speech, volitional efforts, etc. In other words, management is a mental process of interaction between the leader and subordinates in the preparation and implementation of organizational solutions. Consequently, the subject of management psychology is the psyche of people involved in management processes, namely managers and performers (subordinates).

Main stages management process: collection and processing of information; its analysis, diagnosis of the state of the control object, forecast of its further change (development); goal setting; development of a solution aimed at achieving the goal; consistent specification of the overall solution in the form of planning, design, programming; development of specific (private) management decisions; organizing activities to implement decisions; control over this activity; collection and processing of information on the results of activities (then the cycle is repeated).

In management, as you know, a huge role is played by working with people who need to be successfully managed, and for this you need to know their psychology, their capabilities, desires, needs, etc. In addition, you need to know your own capabilities, abilities and prospects for your own development.

2. Goals, objectives and meaning of the discipline

The main goal of the course "Psychology of Management" is the formation of a system of knowledge and methods of activity (skills) necessary for the successful solution of social and managerial and psychological and pedagogical tasks in labor collectives. As a result of studying the course, students must know:

Socio-psychological functions and tasks of management;

Requirements for the personality and activities of the leader;

Methods and leadership style; ways to motivate the labor activity of employees;

Technology and psychological features preparation, adoption and implementation of management decisions;

Types of business communication; requirements for oral presentation (public speech); features of conversation, discussions, negotiations; ways of dealing with people;

The main features, functions and characteristics of the workforce; ways of forming a favorable socio-psychological climate in the team;

Socio-psychological aspects of the formation of personnel potential.

Students should be able to:

To reveal and explain the theoretical issues of management psychology;

Compose a socio-psychological portrait of a leader, manager; using various methods to assess the managerial potential of a specialist;

Use psychological and pedagogical methods of influencing the consciousness and behavior of people;

Make management decisions and organize the work of people for their implementation;

Conduct business conversations, negotiations, discussions; speak publicly (without text); write business letters;

To study and evaluate the state of the socio-psychological climate in the team;

Prepare and conduct a lesson (lesson) in the system of training workers; participate in staff appraisals. The study of psychology in general and, in particular, the psychology of management is of great importance for the future specialist, since the study of its problems and issues is designed to provide psychological preparation managers, managers of various levels, to form or develop their psychological management culture, to create the necessary prerequisites for theoretical understanding and practical application The most important issues in the field of management, which include:

Understanding the psychological nature of management processes;

Knowledge of the basics of organizational structure;

A clear understanding of the basic principles and styles of management and leadership, as well as ways to improve management efficiency;

Knowledge information processes and means of communication necessary for personnel management;

Knowledge of heuristic methods for solving managerial problems;

Ability to express your thoughts orally and in writing;

Competence in managing people, selecting and appropriately training specialists, in optimizing formal and informal relationships among employees of the organization;

The ability to evaluate their own activities, draw adequate conclusions and improve their skills, based on the requirements of the current day and predicted changes;

A clear understanding of the structural features of the organization, the motives and mechanisms of behavior of employees.

Psychological knowledge is necessary for managers of all levels of management to successfully solve the following tasks:

Self-knowledge, self-analysis and self-assessment of behavior and psychological properties (reflexive tasks);

Study, identification and assessment of individual psychological characteristics of employees in the organization; communication and cooperation with employees, taking into account their psychological properties;

Improvement of communicative qualities;

Managing people using modern management methods, including personnel work(selection and placement of personnel, their certification and advanced training);

Employee motivation and self-motivation;

Performance of pedagogical functions (training and education of young employees);

Participation in public work and solving social issues; increase in civil and legal activity (of one's own and subordinates);

Self-education, systematic professional development, development of personal qualities.

In modern conditions of complication of information, technical, technological, organizational and managerial tasks in all spheres of human activity, the psychological literacy of a specialist becomes part of his professional culture.

3. Connections of management psychology with other sciences

The psychology of management is closely connected with other social, humanitarian and natural sciences (see diagram 1).

What do these connections mean? As you know, philosophy is the methodological basis of other sciences, including psychology. It defines such categories as personality, activities, needs, interests, value orientations, worldview, etc., which are widely used in psychology and sociology. Philosophy develops research methodology and equips psychology and other sciences with scientific methods (observation, theoretical analysis, synthesis, modeling, experiment, etc.).

It contributes to the understanding of the most general laws of the development of objective reality, the origins of life, the meaning human existence, as well as understanding the causes of ongoing processes and phenomena in the human mind. Philosophy makes a decisive contribution to the formation of a person's worldview.

General psychology is the basic science for all psychological disciplines, including management psychology. It studies and reveals the patterns of emergence, formation, development, functioning and manifestation of the individual and group psyche, individual mental phenomena and mechanisms in various conditions life and activities of people.

At the intersection of psychology and sociology is social psychology, the subject of which is: personality in a group, interpersonal relationships and communication, socio-psychological phenomena and processes in a team, etc. The connection between ethics and psychology of management is reflected in the ethics of the leader, in his relationship with subordinates , in the manifestation of moral qualities, in actions.

Speaking about the importance of the discipline, one cannot help but dwell on psychodiagnostics, which acts as a branch of psychological science and at the same time is the most important form of psychological practice, which is associated with the development and use of various methods for recognizing individual psychological characteristics of a person. The term "diagnostics" itself is derived from well-known Greek roots ("dia" and "gnosis") and is literally interpreted as "discriminative knowledge".

Scheme 1

The structure of relations between management psychology and other sciences

Psychodiagnostics is currently actively used in management psychology. We talk about psychodiagnostics when we are talking about a special kind of objects of diagnostic knowledge - about specific people endowed with the psyche. The manager must master the elementary methods of psychodiagnostics and apply them in their practical activities.

Management psychology as an applied discipline is closely related to industrial pedagogy, since the task of training and educating young employees is one of the professional functions of a manager. In his activities, the manager relies on labor and economic law, for he is obliged to strictly comply with the relevant laws ( Labor Code, Tax Code, etc.). A modern manager should be well versed in economic issues, own such concepts as “production profitability”, “profit”, “production cost”, etc. Great value in management activities, they acquire the knowledge and skills of a manager in the field of informatics and information technology.

Thus, the psychology of management is associated with many sciences, the knowledge of which contributes to the improvement of the social management system in organizations.

Questions for self-control

1. What is the subject of psychology of management (management)?

2. What are the goals and objectives of studying the psychology of management?

3. What is the importance of psychological knowledge for the life of a manager?

4. What sciences are associated with the psychology of management and what impact do they have on management activities?

Chapter 2. SOCIO-PSYCHOLOGICAL FOUNDATIONS

1. Concept, types and structure of activities

In philosophy and psychology, the concept "activity" is defined as a specific type of human activity aimed at the knowledge and creative transformation of the surrounding world, including oneself and the conditions of one's existence. In activity, a person creates objects of material and spiritual culture, develops his abilities, preserves and improves nature, transforms society, etc.

Human activity has a social, socio-historical nature. It is determined by social and personal needs, the level of socio-economic, cultural, scientific and technological development of society. For example, the transition of our country to market relations creates conditions for the development of various types of entrepreneurial activity (commercial, industrial, financial, intermediary, etc.)

There are four main types of human activities: communication, games, knowledge And work. All of them are of a developmental nature, i.e., with the active participation of a person in them, starting from childhood, his intellectual, moral, emotional, aesthetic and physical development takes place.

If we take the key areas of public life as the basis for the classification, then all types of labor and cognitive activities can be included in following groups: 1) material and production, including the sphere of trade and services; 2) spiritual; 3) socio-political; 4) managerial; 5) social reproduction of people (education, education, disease prevention and treatment).

Material and production activity (labor) people covers the entire sphere of the national economy (industry, Agriculture, transport, etc.) and is the main condition for the existence of society.

To species spiritual activity include educational and scientific-cognitive activities - self-education of the individual, value-oriented activities (evaluation of events, phenomena, objects, people's behavior, etc.; motivation of one's actions and actions; development of life plans, orientations), emotional-sensory (experiences , empathy, expression of feelings and emotions) and artistic and aesthetic (initiation to art and literature, artistic creativity, perception of the beauty of the world, etc.).

Any activity is aimed at creating a certain material or spiritual product. A. N. Leontiev proceeded from the distinction between external and internal activities.External - it is a material, sensual-objective activity, internal - this is the activity of operating with images, ideas about objects (mental activity).

An analysis of activity as an object of study shows that it is characterized by a number of features. Among them:

Socio-historical nature of the activity;

Objectivity of activity;

Purposefulness and motivation of activity;

The mediated nature of the activity;

Productive nature of the activity;

Hierarchy, structured activity;

The procedural nature of the activity.

Of course, human activity is associated with such areas of the personality (subject of activity) as emotions and feelings, morality, culture (aesthetics), health, knowledge, skills, abilities, interests, etc. It is in various types of activity that personality traits; creative potential, self-realization, self-expression of the personality are carried out.

2. The essence and structure of managerial activities

The activity of a manager (leader) is to carry out organizational work related to the integration and synchronization of the efforts of individual members and links of the labor collective. According to L. I. Umansky, organizational activity is the knowledge of the psychology of people and the application of the direct impact on them learned in practice and interaction with them in the process labor activity. The influence of the leader on subordinates is in the nature of administrative, economic, psychological and pedagogical methods, means and techniques.

A distinctive feature of managerial activity is the management of people, this is the achievement of the goals of the enterprise by organizing the coordinated work of the personnel (the team of the enterprise).

Schematically, the managerial activity of a manager can be represented as follows (see diagram 2).

Scheme 2

Elementary scheme of management activities

Relying on the overall structure activity, we will reveal the generalized content of the structural elements of managerial activity.

The subject of this activity is a manager (in the primary group) or a group of managers (in the organization as a whole). The need-motivational sphere of managers is associated with the desire to dominate (dominate) people, with material incentives, the desire to show their abilities, etc. As object of management activity the personnel (a group of employees or the collective of the organization), the labor activity of the personnel and the relations of people in the organization act.

It should be emphasized that each employee in a group, collective is himself the subject of labor, communication and knowledge, therefore, in managerial activity, the relationship between the manager and subordinates is not subject-object, but subject-subject (this will be discussed in more detail on p. 144).

The purpose of management activities is to ensure effective, collective (joint) work of the organization's personnel. The efficiency of the work of employees is determined by the result, expressed in the economic and social indicators of the organization. The content of the economic indicators of the functioning of the organization depends on its purpose and the scope of production (services). For example, this includes the quantity and quality of manufactured and sold products, labor productivity, the amount of income received, etc. The social indicators of the organization are: the level of education, qualifications and professional skills of employees, their state of health, wages, the state of labor discipline, turnover personnel, working conditions, life and rest of workers, the state of the psychological climate in the primary working groups and many other indicators.

Management activities manager are: oral speech(“living” word), written speech (orders, orders, memos), regulatory documents (enterprise charter, laws, instructions, etc.), labor incentives (material and spiritual incentives), technical means of information transmission. In addition, the manager, when interacting with subordinates, relies on group norms, values, opinions and traditions.

The complexity and intensive nature of the manager's activity should be emphasized. During the working day, he performs many different actions. Among them, the most important are: setting goals and objectives, distributing tasks among employees, briefing, conducting conversations, meetings, negotiations, preparing and making decisions, attention to labor discipline, checking assignments, labor motivation, representation, dissemination of information, permission conflict situations etc. As we see, most of of which refers to control actions (to direct connection). Feedback in this control system means the receipt of information about the results collective labor personnel to the manager (management), on the basis of which he develops new management decisions. To implement feedback, it is necessary to systematically monitor the work of personnel, collect and process information about the main indicators of the production activities of a unit or organization as a whole.

Management activity (just like any other) is carried out under certain conditions: material and technical, socio-psychological, sanitary and hygienic, etc.

One of the main results of the manager's organizational activity is the new state of the labor collective and each employee. With the skillful, high-quality organizational activity of the leader, the team develops, its social structure, the socio-psychological climate, the well-being and mood of people improve, their attitude to work, working time, equipment, etc. changes for the better, the labor and social activity of people increases, exactingness to each other, and vice versa, with the manager's inept organizational activity, the production, social, socio-psychological and moral indicators of the work collective worsen.

3. Management functions

For the first time, the functions and principles of management were described by the famous French manager Henri Fayol (1841–1925). Based on his many years of management experience as the head of a large mining company, he developed a management system for a large organization, which he outlined in the book "Fundamentals of Industrial Management" (1916). It defines the main functions of management - planning, organization, leadership, coordination and control. A. Fayol developed following principles controls:

1. Division of labor. The work should be distributed among the performers in accordance with the technology.

2. Power powers. The right to give orders and the duty of employees to obey.

3. Labor discipline.

4. Unity of command. The contractor must receive orders from only one person.

5. Submission of personal interests to the general. The goals of the organization are above all.

6. Unity of purpose. Actions to achieve the goal must be defined for each performer.

7. Labor reward.

8. Centralization. The degree of centralization should be appropriate to the situation.

9. Hierarchy of subordination. It is required from top to bottom.

10. Order. Every thing, every worker in his place at the right time.

11. Justice. Fairness and respect for every employee.

12. Job stability. Each employee should be calm for his workplace.

13. Initiative. Managers must encourage employees to take initiative

14. corporate spirit. The need to instill in employees a sense of belonging to their organization.

Among many modern approaches to management, as to the theory and practice of management, the theory of system and situational (operational) management is predominant. It is based on five main functions: planning, organizing, staffing (personnel), leadership and control.

Planning is a function that managers and relevant services perform when they make decisions about the selection of people, objects, technologies, methods of organizing work. It also serves to select the appropriate moment of action, conditions, place and determine the amount of costs for effective use resources. To plan means to develop a scheme for the future activities of the organization.

The process of planning the activity of an enterprise includes the following stages: clarification of opportunities (resources, production, capacities); definition of the goals of specific plans (end results); setting the main parameters of the plan; selection of the optimal variant of the direction of activity; evaluation of alternative activities; development of programs and rules for the implementation of the plan, and also includes forecasting, modeling and programming.

The second function of management is organization of work collective activity: determination of the types of activities necessary to achieve the goal of each unit; their grouping; assigning created groups to certain departments and managers; issuing tasks and briefing on the implementation of relevant activities; ensuring the coordination of powers and information links horizontally and vertically (the structure of organizational activity was disclosed by us above).

personnel function is to ensure the staffing, to appoint to the positions provided for organizational structure, competent professionals. This function includes: accounting, evaluation and selection of candidates for the position; wage setting; professional training and various types of advanced training; professional growth, certification of personnel; promotion and transfer of personnel; modern approaches to staff training, including managers.

The following function is management - concerns the issues of delegation of authority, interpersonal relations between managers and subordinates in teams, the choice of methods and leadership style. Management involves stimulation and motivation, i.e., activities to create sustainable incentives for highly efficient work (the activities of specialists and managers to motivate labor activity are disclosed in a separate paragraph).

Final function - control - means evaluating and adjusting the activities of subordinates to ensure that the results of the work correspond to the planned ones. At the same time, the results are compared with the goals and plans, negative deviations appear, and through measures to correct them, the implementation of the planned programs and goals is achieved. The most important elements of control are accounting and analysis. With the help of accounting, observations, collection and processing of data characterizing the controlled process are carried out.

Control, as one of the main functions of management, has a number of requirements. It must be systematic, operative, objective and economical. Control does not have to be total. Otherwise, it suppresses the independence and innovative activity of employees. Well-organized control is carried out openly. Subordinates know who controls them, in what form control is exercised, what are its main means. Control is a manifestation of attention to the employee, to his labor achievements. It is unacceptable to use control as a punitive means in working with personnel. The results of the control should be communicated to the contractor, they are important for the employee as significant production information, as an assessment of labor and an incentive for further work.

Specific functions and tasks, the content of the manager's activities depend on his status, position held and the specifics of production. At the same time, the functions noted above are performed by managers of all ranks, including leaders of primary labor collectives (teams of brigades, sections, laboratories, departments, etc.), which are, as a rule, graduates of technical universities.

In order to successfully manage people, it is necessary to systematically study and evaluate their qualifications, personal qualities, individual psychological characteristics and, taking into account these characteristics, use adequate methods and techniques of influencing individual members of the team, distribute duties and tasks, organize their high-quality implementation, in a timely manner. exercise control, evaluation and stimulation of labor. The head of the primary team must also take care of maintaining a normal socio-psychological climate, improving interpersonal relations, shaping a healthy public opinion, strengthening labor discipline, and eradicating all kinds of violations in people's activities. Thus, the head of the labor collective simultaneously acts as a technical specialist, and as an organizer (manager), and as an educator (psychologist and teacher).

There are other approaches to the analysis of managerial activity of a manager. According to G. Mintzberg, in the process of professional activity, the manager plays a series of specific roles, combined into three groups - interpersonal, informational and decision-making roles. They look like this:

1. Interpersonal roles.Manager as head of department carries out representative actions of legal and social content; as group leader– conducts business communication with employees, educates them and forms labor motivation; as organization representative- maintains relationships with other organizations and the public.

2. informational roles. The manager collects and analyzes all information relevant to his organization and then passes it on to his employees. In addition, he acts as a speaker (speaker, lecturer, presenter) at meetings, seminars, conferences, presentations, exhibitions, etc.

3. Making decisions.Manager as Entrepreneur carries out actions on innovation and reorganization, takes the necessary measures in the face of complications and difficulties. As a manager, he distributes material, financial and other resources between people and departments. The manager is also a participant in business negotiations.

How much time do managers spend performing certain functions? It depends on the level of management and the specifics of production. Studies conducted by Charles MacDonald in American enterprises showed that the working time of a middle-level manager (head of a department or workshop, director of a small firm) is approximately distributed as follows (see Table 1).

Table I

Manager's working hours

The table shows that the middle-level manager spends 53% of working time on the performance of managerial functions (1, 3, 4, 6, 10); for various forms of business communication (5, 8, 9, 11, 12, 13, 14) - 28%, for the performance of pedagogical functions (2, 7) - 19%.

Academician R. X. Shakurov, analyzing the activities of the leader, identifies three groups of management functions: 1) target, 2) socio-psychological and 3) operational. TO target functions, in his opinion, include the production functions of the manager (creation of the necessary conditions and organization of the production process); social function, focused on meeting the material and spiritual needs and interests of workers.

Socio-psychological functions include: organization of the labor collective for joint activities, its rallying; activation and motivation of labor activity; its improvement; development of self-management in the team.

Among operating rooms Management functions are highlighted: planning, instruction and control.

Thus, in the approach of P. Kh. Shakurov to the analysis of the managerial activity of a manager, along with the traditional functions of management, social and socio-psychological functions are traced, aimed at developing the personality of each employee and the labor collective as a whole.

We have also made an attempt to clarify the functions performed by the heads of departments in industrial enterprises. By analyzing management activities, studying the relevant domestic and foreign literature, and interviewing managers at enterprises, a list of tasks that they solve in the performance of their functions has been compiled. These include:

1. Management tasks:

- determination of the goals of the work team;

– teamwork planning;

- issuing tasks to employees; organization of their joint activities;

– control of work performance and evaluation of results;

– motivation of labor activity of employees, material and moral stimulation of labor;

– ensuring labor discipline and law and order;

– collection, processing and analysis of information; preparation and adoption of managerial decisions.

2. Communication tasks:

– establishing normal relationships with people; business and informal communication with them; emotion management; understanding the psychological state of the interlocutor and an adequate response to it;

- taking into account social and psychological characteristics of people in communication (age, gender, profession, level of education and general culture, nationality, lifestyle, range of interests, character traits, etc.);

- preparation and conduct of conversations, meetings, briefings, discussions, negotiations, brainstorming, business games; oral presentations ( public speech) without text, use of technical means of communication;

- drafting business letters memos, plans, reports, etc., correspondence analysis;

3. Socio-psychological tasks:

- study and identification of the individual psychological characteristics of each employee in the primary team, the implementation of an individual approach to employees;

- timely assessment of the psychological state of the workforce, the formation of a favorable socio-psychological climate, the resolution of conflict situations;

- analysis and improvement of the social and socio-psychological structure of the workforce, the study and formation of public opinion; participation in the planning and implementation of the social development of the workforce;

4. Tasks of staffing:

– selection, placement and promotion of personnel, optimization of staff turnover;

– participation in the training, advanced training and retraining of personnel;

– acceleration of professional and socio-psychological adaptation of young people in the workforce;

- study and evaluation of the work and personality traits of each employee, compilation of an oral or written description of the activities and personality of a specialist, participation in the certification of personnel;

– formation of a reserve of management staff;

5. Socio-pedagogical tasks:

- creation of conditions for the development and use of the creative potential, qualifications, experience and abilities of each employee;

– improving the general educational, professional and cultural level of employees;

- involving them in various forms of self-government, community service, amateur creativity, physical culture and sports;

– improvement of working conditions, life and rest of employees, development of the social infrastructure of the enterprise, taking care of the normal psychological and physical condition of each employee;

- labor and moral education young workers, mentoring;

- preparation and conduct of classes in the system of economic and technical education of workers.

To successfully solve managerial problems in work collectives, managers must know the social psychology of the team, the psychology of the individual, the social psychology of management, the psychology of communication and industrial pedagogy; they must be able to use this knowledge in working with people.

4. Methods and leadership style

When solving production and social management problems, managers (managers) use various methods. Leadership (management) methods are a set of methods of purposeful influence of the manager on employees, ensuring the coordination of their work. In management psychology, there are three groups of management methods: administrative, economic, and socio-psychological.

Administrative methods involve the direct impact of the leader on subordinates, higher authorities on lower ones. Such an impact is manifested in administrative orders, orders and instructions, in various regulations, instructions, standards and other official instructions that organizationally regulate the activities of subordinates and ensure their responsibility.

The specific forms and scale of application of administrative methods are determined by the tasks of management, the level of organization of production, the level of development of the workforce and personal qualities leaders. The higher the level of organization of labor and social development of the team, the better trained and authoritative managers, the relatively less need for the use of administrative management methods.

Economic methods are based on the use of a set of incentives that provide for material interest and liability workforce and leaders. These include: regulation of the wages of workers depending on the quantity and quality of products, material incentives or punishment, the use of such levers as profit, price, credit, etc. The market economy creates conditions for expanding the methods of economic stimulation of the labor activity of workers by transferring them part of the property (shares) of the enterprise, their receipt of income (dividends) from profits, etc.

Socio-psychological management methods are based on the psychological and pedagogical knowledge and skills of the leader, his personal authority among employees. These include: persuasion, clarification, suggestion, conversation, advice, request, personal example of the leader, methods of moral encouragement and punishment, requirements for compliance with labor discipline, etc. Psychological knowledge of the manager is also necessary for an individual approach to employees, taking into account the characteristics of character, temperament, the abilities of each of them. In the conditions of group (collective) labor activity, criticism and self-criticism, the formation of a healthy public opinion, ensuring publicity, organizing and holding meetings, discussions and other group events, competition between employees and between groups (divisions) are effective methods and techniques for influencing human consciousness and behavior. organizations), the use of visual aids (posters, stands), the media, etc.

When solving managerial problems, all management methods should be used in combination, depending on the specific situation, the level of development of the team, the individual psychological characteristics of people and other factors. Consequently, the effectiveness of the use of various management methods primarily depends on how much the leader takes into account the components of the human factor. A necessary condition for the creation and implementation of effective management methods in practice is the social, psychological and pedagogical competence of leaders at all levels of management. However, as the data of sociological research show, the preparedness of managers to work with people is often low. For example, 60% of the shop managers surveyed have a poor idea of ​​how to organize a discussion, hold a meeting, or have a personal conversation. The self-assessment data of shop managers show that they are more confident in their ability to use administrative methods, less so in socio-psychological ones. Meanwhile, a psychologically competent leader treats his subordinate as a person, shows respect for his subordinates, takes into account their interests, opinions, assessments, suggestions, strives to create an atmosphere of mutual understanding, cooperation and co-creation.

Leadership style- the usual manner of behavior of a leader in relation to subordinates in order to influence them and encourage them to achieve the goals of the organization, this is a certain system of management methods and techniques used by the manager in solving managerial, socio-psychological and other tasks.

In the 1930s, the German psychologist Kurt Lewin (1890–1947), who emigrated from Nazi Germany to the United States, conducted a series of experiments, on the basis of which he identified three leadership styles that have become classic: authoritarian, democratic, and liberal. So far, his approach to the analysis of leadership styles is the most common. Although now they are more characterized as directive, collegial and conniving.

Authoritarian (directive) the style is based on the assumption that people are inherently lazy, do not like to take responsibility and can only be controlled with the help of money, threats and punishment. It is characterized by high centralization of leadership, unity of command in decision-making, and strict control over the activities of subordinates. Employees should only do what they are ordered to do. At the same time, they receive a minimum of information. A leader of this style, as a rule, refuses the services of experts, the opinions of subordinates, and does not submit his proposals for preliminary discussion. He seeks to avoid such situations in which his incompetence could manifest itself. Due to constant monitoring, this management style provides quite acceptable results of work (according to non-psychological criteria: profit, productivity, product quality can be good), but there are more disadvantages than advantages: 1) high probability of erroneous decisions; 2) suppression of initiative, creativity of subordinates, slowing down innovations, stagnation, passivity of employees; 3) people's dissatisfaction with their work, their position in the team; 4) an unfavorable psychological climate causes an increased psychological stress load, is harmful to psychological health.

Democratic (collegial) style is characterized by the leader's desire to develop decisions taking into account the opinions of subordinates, the distribution of authority and responsibility between the leader and subordinates. The head of the collegiate style discusses with the deputy and employees the most important production problems and based on the discussion, a decision is made. At the same time, he strongly encourages the initiative on the part of subordinates. Regularly and timely informs the team on issues that are important to them. Communication with subordinates is friendly and polite. The implementation of the decisions made is controlled by both the manager and the employees themselves.

The democratic style is the most effective, as it provides a high probability of correct balanced decisions, high production results of labor, initiative, activity of employees, satisfaction of people with their work, a favorable psychological climate and team cohesion. However, the implementation of a democratic style is possible with high intellectual, organizational, and communicative abilities of the leader.

The most convincing data on the effectiveness of the democratic leadership style was obtained by R. Likert, director of the Institute for Social Research at the University of Michigan, on the basis of large industrial enterprises. He applied the technique of transition from an authoritarian to a democratic system of decision-making. Motivation, communication, goal setting, control, and performance standards have become major factors that are reflected in group participation in decision making.

The democratic leadership style has led to an increase in labor productivity, cost reduction, reduction of unproductive losses, improvement of labor relations, reduction of staff turnover, increase in income. Likert's conclusion is simple: high labor productivity and the economic success of the company can only be achieved if all employees, participating in the development of fundamental goals, strive to achieve them.

Liberal (permissive) leadership style is characterized by minimal participation of the head in the management of the team. Such a manager usually lets things take their course, acting occasionally or when pressure is put on him either from above or below. He prefers not to take risks, move away from a difficult task, shift his functions and responsibilities to others. Subordinates are left to themselves; their work is rarely supervised.

Communication with subordinates is conducted in a confidential tone, acts by persuasion and establishing personal contacts. He is tolerant of criticism, agrees with it, but, as a rule, does nothing. This style of leadership can only be acceptable under certain circumstances: in creative teams in which employees are distinguished by independence and creative individuality, or when there are one or two people in the group who actually manage it.

With a liberal leadership style, the results are usually low, people are not satisfied with their work, the leader, the psychological climate in the team is unfavorable, there is no cooperation, there is no incentive to work conscientiously, sections of work consist of individual interests of the leaders of the subgroup, hidden and obvious conflicts are possible, there is a stratification into conflicting subgroups.

When choosing a leadership style, as E. V. Ksenchuk and M. K. Kiyanova point out, the following three factors should be taken into account:

1. Situation (stressful, calm, uncertain). With a shortage of time, extreme situations, in conditions of the most acute market competition, the authoritarian style is fully justified.

2. Task (clearly structured). When solving complex problems that require a plurality of solutions, theoretical analysis and high professionalism of execution, the collegial style is most acceptable.

3. Group (its characteristics by gender, age, ethnicity, time of existence, personal characteristics). To unite a group interested in the success of an activity, in solving a problem, a democratic, and in creative teams, even a liberal leadership style will be adequate.

From this it can be concluded that important quality of a leader possession of different styles and the ability to apply them depending on the specific situation, the specifics of the tasks being solved, the socio-psychological characteristics of both employees and their personal qualities. Leaders in their activities should also take into account that people are very different in their culture, temperament, outlook on life. Therefore, their reaction to the same leadership style can be far from unambiguous.

Notes

Cm.: Ksenchuk E. V., Kiyanova M. K. Success technology. - M., 1993.

End of free trial.

A person, no matter how autonomous and independent he may be, cannot exist, cannot express his essence outside of communication with other people, outside of interaction with a group of people. At the beginning of life, the very first social group in which a person resides and where the foundations of his personality are laid is the family, then there are friendly peer groups, study groups, amateur associations, etc.

The individual is always associated with someone from the immediate environment. By thousands of threads, each of us is also connected with a gigantic human society, experiencing its influence. So, the word “group” comes from the Italian gruppo - a bunch. Many definitions are currently known. social group.

Under social group is understood as a large group, whose members are united by a common social activity and are in direct personal communication, which is the basis for the emergence of emotional relationships, group norms and group processes.

In American management, a group is understood as two or more people interacting with each other in such a way that each of them both influences the other and is influenced by him.

In domestic social psychology, the definition given by G. M. Andreeva, that a small group is a group in which social relations act in the form of direct personal contacts, is still generally accepted and significant.

The most common qualities of a social group in terms of management are as follows:

• 1. Orientation of the group (social value of the goals adopted by it, motives of activity, value orientations and group norms).
• 2. The organization of the group (as its ability to self-govern) and its integrativity (as a measure of unity, unity, commonality of group members with each other, as opposed to disunity).
• 3. The microclimate, or psychological climate, of the group, which determines the well-being of each individual, his satisfaction with the group, the comfort of being in it. Everyone strives to be among other people, to be a member of a good group, to have the desire to experience and receive friendly feelings in return.
• 4. Reference (as the degree of acceptance by group members of group standards) and leadership (as the degree of leading influence of some members of the group on the group as a whole to solve the tasks defined by it).
• 5. Intellectual activity and communication (the nature of interpersonal perception and the establishment of mutual understanding, finding a common language).
• 6. Emotional communication (interpersonal relationships of an emotional nature, satisfaction of the social need for emotionally rich contacts).
• 7. Volitional communication (the ability of the group to resist the influence of other groups, circumstances, stress resistance, the reliability of the group in extreme situations, its aspiration and perseverance in competitive conditions).

In common sense, a group is any collection of people. The groups are very dissimilar, and therefore differ in types.

• 1. On the reality of existence real and conditional groups are distinguished. In real groups, people are actually together and something really unites them: joint activities, leisure activities, the same conditions, situation, etc. Conditional groups exist on paper, are distinguished by analysts or accountants, for example, a group of rent debtors, a group of advanced students, a group of people who have made an appointment with the director, etc. Recently, virtual groups have been identified that arise among users of the Internet information web based on common interests and communication in it.
• 2. By contact - tightness, frequency and variety of interactions and communication - groups are contact, low-contact and practically non-contact. For example, study group belongs to the first type, all students of a large educational institution (of different courses and faculties) are a low-contact group, all students of the country are practically a non-contact group. The greater the contact, the richer, more pronounced, more influential and more dynamic the psychology of groups.
• 3. Groups are different and by way of organization. Thus, official groups are established on legal basis, under licenses, openly, publicly, and their structure and functioning are usually provided for in different regulations, staffing tables, charters, etc. These are state, commercial, educational and public organizations. An informal group arises spontaneously, independently, and its functioning is based on psychological rather than legal regulation. These are groups of friends, buddies, collectors, sports, dance, leisure activities, tourists, drug addicts, etc. There are unorganized, random groups, for example, spectators, onlookers, shoppers, market crowds, queuing, passengers on a bus. The association of people in them is accidental, temporary and is determined by the similarity of a one-time, passing interest.
• 4. According to the number of people in the group, large (classes, nations, nationalities, professional, population of the country, etc.) and small (student class, production team, workshop, sports team, family, etc.) are distinguished. Sometimes they distinguish the middle between them - mesogroups (midi-groups).

In theory, sociology and psychology of management, there are different approaches to the object, which is explained by the difference in the subjects of study in each science. Management theory takes the organization, its structure, system as an object. Sociology and psychology consider a social organization, social groups as an object of management.

The following definition of an organization as a labor cell is well-established and generally recognized: organization - it is a group of people (two or more) whose activities are consciously coordinated to achieve a common goal or goals. The most significant characteristics of the organization consider the following:

• 1. Specialization of each of its members in any labor operation, synchronicity and one-pointedness.
• 2. The desire for stability, which is ensured by unity and strict hierarchy.
• 3. Acting as a powerful tool in achieving a variety of goals.

IN domestic psychology a lot of attention was paid to the study of the collective. Western psychology did not recognize such a concept as a collective, and operated with the concept of a small social group. IN last years there is a mutual enrichment of these two areas of research, and now the existence of both a social group and a collective is recognized both in foreign and in domestic psychology. A number of studies argue that the collective is the highest form of internal organization of the group. In this case, it is necessary to consider the social organization as an object of management, as well as the whole range of issues related to formal and informal social groups.

The success of a social organization is influenced by many factors, including formal and informal groups. English management experts M. Woodcock and D. Francis identified the most typical restrictions that hinder the effective operation of social organizations :

• 1. Leader incompetence. Leadership is probably the most important factor in determining the quality of the work of a social group. Not everyone has organizational skills. It has been established that such giftedness is several dozen times less common than musical or mathematical abilities. Psychologists now have a number of methods for assessing the organizational abilities of managers. But the team always assumes a high responsibility, inviting specialist organizers under a contract.
• 2. unqualified employees. An effective organization should be a balanced and full-blooded ensemble, where everyone plays his role and everyone solves a common problem. Therefore, we need such a composition of employees who can work fruitfully together.
• 3. abnormal microclimate. The organization is made up of people with different values ​​and passions. And they are united not only by common goals, but also by common emotions. Loyalty to the organization is one of the hallmarks of a healthy group climate. A high degree of mutual support is also the natural state of an efficient organization. Distrust, suspicion of people towards each other corrode the social organization.
• 4. Lack of clarity of goals. If there is no clear vision of a common goal, then individual members of the group will not be able to contribute to the common cause. A study of the economic giants of the United States and Japan has shown that their success is largely due to the presence of a business credo, that is, the set of basic goals facing them. These goals are concretely formulated for the grass-roots collectives in the form of some principles, rules, and even slogans, and then constantly and skillfully brought to the consciousness and feelings of all workers. In today's dynamic environment, it may be necessary to change goals in new circumstances. An organization that looks ahead and adjusts its goals accordingly usually succeeds.
• 5. Unsatisfactory performance. It happens that a good microclimate, high competence of employees, etc. do not give good results. In this case, apparently, there is not enough assertiveness, the desire of employees for excellence, and there are no proper incentives.
• 6. Inefficiency of methods of preparation and decision-making. There is, however, a "collective" intelligence - "brainstorming" (idea fairs, etc.), the mastery of which will help to improve these methods.
• 7. Closeness and confrontation. When there is no freedom of opinion in an organization, it creates an unhealthy climate. Group members should be able to express their opinions about each other, discuss all differences without fear of being ridiculous or fear of revenge. Effective organizations do not avoid sensitive and unpleasant issues, but discuss them honestly and directly, without fear of clash of views and conflicts. Ceteris paribus, the organization with the most high level individual abilities of its members. “Developed employees”, as defined by Woodcock and Francis, are energetic, able to cope with their emotions, are ready to express their opinion openly, can change their point of view only under the influence of arguments, and express their opinion well.
• 8. Low creativity of the organization. An effective organization has the ability to generate creative ideas and implement them. Collective creativity has its own stages: defining the task, generating ideas, selecting and developing the most valuable ideas, testing ideas, introducing innovations. Inclusion in creativity requires not only a craving for something new, but also appropriate actions.
• 9. Unconstructive relations with other social groups. The quality of interaction with other organizations is unsatisfactory. The manager has a responsibility to build relationships, seek opportunities for constant joint problem solving, achieve personal understanding and create a climate of trust to prevent hostility and build cooperation.

In any kind of groups, except for conditional ones, there can exist, be detected and influence the life of people, if not all, then most of the socio-psychological phenomena. In order to understand and describe the psychology of a particular group, it is necessary to identify and give a meaningful description of these phenomena, identify its features, take into account the classification features of the group and evaluate the psychology of the group as a complex, holistic phenomenon.

Most often, the following socio-psychological systemic phenomena *:

1. Socio-psychological climate(atmosphere) in a group - a group psychological state, an integral indicator of favorable / unfavorable for its members of socio-psychological phenomena prevailing in it at a given time, giving rise to feelings of psychological comfort or discomfort in its members, a desire to stay in it

or leave. This is an indicator of how the group "breathes psychologically" to its members - easily or they "psychologically suffocate." The socio-psychological climate can have varying degrees of favorable / unfavorable for all members of the group, part of them, or even for an individual.

2. Moral and psychological climate - a special case of the socio-psychological climate, a kind of group mental state characterized by the degree of satisfaction / dissatisfaction of group members with the observance of moral norms in it, the level of morality and culture in relationships, manifestations of justice / injustice towards group members, goodness (understanding, respect for rights and personal dignity, attention, support, care, help, etc.) or indifference, hostility, disrespect, evil.

Group psychology, socio-psychological and moral-psychological climate, depending on their characteristics, attract people to the group or repel them, play a rallying or destructive role, increase or decrease the effectiveness of the group and each of its members, have a favorable or unfavorable effect on changes in the psychology of individuals included in it.

So, each organization in which there is a direct interaction of workers can be considered as a social group. Knowledge of the socio-psychological characteristics of the laws operating in it helps an ordinary member of the organization to navigate the situation, and is an important help for a leader of any rank. The ability to manage a team, groups of people is a necessary quality of a manager.

• See: Andreeva G. M. Social Psychology: Textbook. - M., 2004; Stolyarenko A.M. Psychology and Pedagogy: Textbook, manual. - M., 2004; Social psychology: Textbook / Responsible. ed. A. L. Zhuravlev.-M., 2002; Rats with VG Social psychology: Textbook. - M., 2003; Social psychology: Textbook, manual for universities / Ed. A. M. Stolyarenko. - M., 2001, etc.
• See: Podolya. B. Psychology of management: theory and practice of management; Urbanovich A. A. Psychology of management: Textbook, manual, etc.
• See: Stolyarenko A. M. General and professional psychology: Study guide for secondary vocational schools. - M., 2003, - S. 77.

One aspect of the division of labor is the division into leaders and subordinates. Long time in our literature leadership was considered only as a kind of socio-political and legal activity. At present, the activity of a leader is considered as professional, namely managerial, which has its own psychological, ethical and pedagogical features. The activity of the manager is defined as a type of professional executive and administrative work in the field of managerial relations.

To lead is to be able to manage the people, economic resources and time that an organization has to perform its specific tasks. The head of the team in our society is an employee who has clearly defined functions, rights and obligations, as well as professional principles of work. Special literature for managers is published, there is educational establishments, which train professional managers, improve scientific methods for the selection of assessment and active psychological training of managerial personnel.

As noted by the authors of the book "Psychology and collegiality" D. Kaidalov and E. Suimenko, the psychology of leadership involves the study of the socio-psychological aspects of managerial activity of the head. its basis is the power of unity of command, and the way to solve it is the methods and style of leadership. Solving the problems of optimization of leadership, both in theoretical and practical aspects, begins with the study of the functions of the leader. First we need to define what we will consider under the function of the leader.

The function in this case is a set of homogeneous tasks that are repeated and that need to be solved in order to ensure the normal functioning of a certain system and its transfer from one state to another, which better meets the requirements.

There are several classifications of managerial functions, where different criteria are used. Many researchers talk about the function, consistently considering the stages of the management cycle. This approach was started by the founder of the scientific organization of labor in the West, A. Fayol, who singled out such elements of the so-called administrative operations: foresight; organization; order; agreement; control.

The researcher Yu. Tikhomirov in the function of a leader includes: the organization of the management system; choice of goals; forecasting; planning; information; decision making; organizational and mass-like activity; control; assessment of management effectiveness.

V. Afanasiev names the following main managerial functions: development and adoption of a managerial decision; organization; regulation and adjustment; accounting and control.

V. Afanasiev and Yu. Tikhomirov emphasize the relativity of the solution of the above functions based on the division into management cycles, since in real management practice all these functions are inextricably linked, or, in other words, are closely interconnected and interdependent.

Psychologists and sociologists (unlike management specialists), highlighting the functions of a leader, take as a basis for classification not only the managerial cycle, but the entire structure of the leader's activity in the work collective. The head is considered not only as the performer of an administrative role, but also take into account the variety of social and educational duties that he performs.

Considering the general block diagram of the functions of a leader in organizational systems, V. Rubakhin and A. Filippov single out general and special functions.

General management functions:

Implementation of the decisions of state bodies;

Determination of the purpose and main directions of activity, as well as the prospects for the development of the organization of the team and production as a whole;

Creation of a cohesive, efficient team;

Formation of a rational organizational structure;

Distribution functional duties available resources and funds within the team;

Development and implementation of effective labor organization and management.

Special functions are planning and economic, personnel, technological and managerial.

The planning and economic function is associated with:

Determining the need for human and material resources, monitoring their availability and use;

General coordination of the activities of subordinates in order to ensure the effective use of human, material resources, technology;

Forecasting possible so-called bottlenecks and planning activities to eliminate them;

Self-control of their work;

Social planning of production in general.

The HR function is related to:

Staffing and general management of personnel in the performance of their functional duties;

Organization of work in order to study personnel and determine the prospects for their further use;

Ensuring staff development, optimal working conditions and safety;

Development of a system of moral and material incentives for subordinates;

Elimination of production conflicts;

Caring about household maintenance problems of employees.

Technological and managerial function includes:

Definition of tasks and assessment of the production situation;

Determination of methods and means of performing tasks in accordance with the capabilities of the production team (quantity, qualifications, time, material, technology);

Making decisions, defining tasks for subordinates;

Implementation of coordination in the team, in the organization;

Control of execution with the definition of tasks;

Maneuvering available reserves;

Evaluation, summing up, solving tasks.

As you can see, the subject of management activity is forecasting, organization, administration, coordination and control. Special meaning in the process of implementing these functions, it is provided to the decision-making processes, coordination and communication of all links of production.

In general, the activities of the manager, according to V. Rubakhin and A. Filippov, are determined by two components: the managerial, associated with the general organization of the activities of the production team, and the organizational, associated with the performance of production tasks that are cyclically repeated.

So, management activity is multi-level and diverse, comes down to continuous solution some set of tasks.

What are the general psychological features of this activity?

1. Management activity has a socio-technical nature associated with the management, management of technical and technological systems and social production organizations.

2. Mediation and remote control of real objects and processes.

3. Large volume and variety of operational tasks and activities.

4. non-algorithmic nature of many operations, which is associated with a lack of information and activities in conditions that change frequently.

5. Rigid determination of parts of operations by the time parameters of the organizational system as a whole.

6. High mental tension associated with great responsibility for making decisions. Let's notice activity of the head of the greatest degree is socially caused. It is based on the widespread use of social information, as well as socio-psychological knowledge about the team in which management is carried out.

Performing its functions in accordance with the various interests of employees, each leader influences their behavior in accordance with the requirements of society, involves them in the process of social development, in management and forms public consciousness and ensures the high efficiency of each employee.

Some researchers note that the effectiveness of the leader's activity depends on the efficiency and stability of the team of low-level managers and the quality of relationships in the team.

Other researchers, such as L. Umansky, consider organizational activity as the final link in the people management system. He notes that in the primary team, leadership activity is combined with organizational activity.

The first function of organizational activity is the integration of individuals by familiarizing employees with common tasks, goals, determining the means and conditions for their achievement, as well as through planning, coordinating teamwork, accounting and control.

The second function is communications. This refers to the establishment of horizontal communications within the primary team and external vertical communications with the highest levels of management.

The third and fourth functions of organizational activity are training and education (in the broadest sense).

As L. Umansky notes, in each specific organizational activity, all the above functions are in unity and interdependence.

E. Kuzmin, I. Volkov, Yu. Emelyanov distinguish the following functions:

Administrative (work orders, coordination of individual actions and control over execution);

Strategic (defining goals and choosing methods to achieve them, planning and forecasting)

Expert advisory;

Communication and regulatory;

Representations of the group in the external environment;

disciplinary;

educational;

Psychotherapeutic.

A. Kovalev considers the following managerial functions:

goal setting;

Planning and forecasting;

Coordination;

stimulation;

Control;

Upbringing.

According to L. Blyakhman, the content of the leader's activity is manifested in such functions:

goal setting;

Administrative and organizational (formation of management bodies, distribution of tasks among subordinates, coordination of their actions and control of execution);

Expert (consultations of employees and specialists);

Disciplinary and stimulating (evaluating the quality of work of subordinates, determining rewards and penalties)

Representative (to external organizations);

Educational and propaganda (creation of a favorable socio-psychological climate in the team, development of the abilities and initiatives of subordinates, selection and placement of personnel, participation in the training of the reserve for promotion).

The Slovak psychologist I. Siposha believes that the content of managerial activity is to provide for the optimal operation of the organization system and implement it. Psychology in the field of management should help predict people's behavior and ensure its optimization.

The Slovak psychologist F. Liptak classifies all human actions in systems that relate to the leader as follows:

1. A person acts in mixed systems and in most cases is an element of many systems, but the relationships differ in terms of time and space.

2. From an organizational point of view, each person appears in three aspects:

Auto-organization (man organizes himself)

Sub-organizations (as an organizer of other systems and subsystems);

Meta-organizations (the person himself is the subject of organization of other people who organize it).

3. When solving tasks on the organization of labor, it is necessary to take into account the following two points:

The ability of a person to be an element of any system (personal characteristics);

The conditions under which a person can act as such an element.

Regulation mechanisms are created at each level of the system. Psychologists should be interested in precisely those systems that a person controls.

Systems run by humans fall into two categories:

Management of technical means (man-machine)

Management of socio-economic systems (man - man).

The second type of management is complex, since the individuals who are managed (as units) have certain abilities to manage, their own goals, and make their own decisions.

According to the two types of management, there is a dual strategy for regulating the system (which refers to the function of leadership):

Biotechnological - which takes into account the material environment of the individual worker and is based on objective criteria that can be measured;

Psychosociological - aimed at modifying the collective activities of social and professional groups that generally create the team of the enterprise.

In the psychological literature there are other lists of managerial functions, which differ to some extent from those given.

An urgent task today is to analyze the functions of a leader on the basis of empirical research.

One of the first attempts at such an approach was made by A. Zhuravlev, V. Rubakhin, V. Shorin, who discovered twelve managerial functions according to the assessments of the leaders themselves and divided them into two groups:

Production;

Socio-psychological.

It was found that managers at different levels pay more attention to production functions than to socio-psychological ones. However, middle managers (for example, heads of shops), compared with the lower level of management, provide greater importance to socio-psychological functions. With the age of managers and work experience, their attention to socio-psychological factors also grows.

In a study conducted by L. Pochebut, the functions of a manager in a production team were divided into two types:

Production and technological (special professional);

Socio-psychological.

In the process of performing the production and technological function, the manager acts as a specialist in a particular production, solves problems within the framework of the "man-technique" system. Under the socio-psychological functions understand all those functions that are implemented in the "man-man" system. In order to detail the structure of the socio-psychological function, a questionnaire survey of 232 managers of various levels (from foremen to the head of the workshop) of the Svetlana association was conducted. With the help of correlation and factor analyzes, the structure of the socio-psychological functions of the activities of managers was revealed, which contains the following components:

Informational;

Organizational;

Socializing;

Making decisions.

In each of the functions, a central feature was noted (the so-called core of the function), which closely correlated with all the features of a particular function and the responsibilities of the manager.

Of interest is the work of A. Kitov, which raises the question of the so-called blocks social activity manager (meeting, studying documents, receiving visitors, etc.) are considered as empirical units of activity. A. Kitov notes that in each such unit of activity, three theoretical units of activity can be distinguished:

Diagnostics and forecasting, that is, the study of the state of affairs and the prediction of their course in the future

Development of an action program for subordinates that would direct this activity in the right direction;

Encourage subordinates to carry out a specific program.

The share of these units of activity varies depending on the situation.

Kharkiv sociologists found that low-level managers pay very little attention to the development and implementation of advanced labor methods, rationalization activities, advanced training of their subordinates and general education, as well as their own and raising the cultural and political level. On average, it takes six minutes a day. Namely, the work of such a plan primarily determines the qualifications of lower-level managers, leads to a decrease in efficiency in the activities of the primary team.

Knowledge of functions and responsibilities should coincide with the moral readiness of the leader to fulfill them. Then the official requirements are reinforced by their own exactingness to themselves.

Analyzing the structure of the manager’s activity, one must also take into account subjective elements, that is, the manager’s own needs in such activities, and the formation on their basis of a system of attitudes towards one’s work, towards oneself, subordinates and senior managers. As special studies show, the indicator of the activity of managers in communication and contacts with subordinates, in informing, decision-making significantly depends on the content of the work of the leader and experience, the degree of independence in the performance of certain functions. For example, within the framework of shop management, a higher satisfaction of special needs in management (decision-making, forecasting, control) was found, but less satisfaction of needs in non-specific activities - in contacts and communication with subordinates.

So, with an increase in the level of leadership in the structure of the leader's activity, its components and functions are redistributed to expand independence in decision-making.

The head, his personality and activities as subjects of management. Management- purposeful influence on led people and their communities, which leads to their conscious and active behavior and activities, in accordance with the intentions of the leader. Therefore, leadership can be called management, but not all management is leadership. Leadership is a special case of management. Its main differences are that leadership: 1) is limited to influencing people and their communities; 2) involves the interaction of the leader with subordinates; 3) is designed to cause someone's activity in accordance with the intentions of the leader.

Leadership to a greater extent is a social characteristic of relations in a group, in terms of the distribution of management and subordination roles. The leadership is based on the principles of legal relations, social control and the application of disciplinary practice.

Supervisor- a person who is officially entrusted with the functions of managing the team and organizing its activities. The head is legally responsible for the functioning of the group (team) to the authority that appointed (elected, approved) him and has strictly defined opportunities for sanctioning - punishment and encouragement, subordinates to influence their productive (scientific, creative) activity.

The leader in his activities constantly carries out three types of communication: subordinate, or communication in the interaction of the leader and subordinates; service-comradely - this is communication between the leaders-colleagues; friendly - this is communication based on moral and psychological norms of relationships.

Leader functions:

goal setting- the main function of the manager is the formulation or choice of the purpose of the functioning of the organization, as well as its concretization into sub-goals and their coordination.

Forecasting- a managerial function aimed at anticipating possible changes in the external and internal environment organization and their consideration in managing it.

Planning - development and implementation of organization plans.

Organization function has three main meanings: 1) it is a general process of creating a certain organizational structure; 2) this is a functional division and subsequent coordination of the main types of work between individuals in a controlled system; 3) certain coordinating processes necessary for the implementation of any other management function.

Decision function- this is any process of choice, realized either in the individual activities of the leader, or in various forms of collegial decisions.

Motivation function- Encouraging performers to achieve the overall goals of the organization.

Communicative function ensures the coordination of joint activities in the process of the organization's activities based on the exchange of information by its members.

Control and correction function ensures that the organization achieves its goals.

Personnel functions of the head are in the formation and implementation of the personnel policy of the organization (determination of wage systems and benefits).

Production and technological functions is a set of managerial functions related to the management of the operating subsystem of the organization.

Derived (complex) functions management: integration, strategic, stabilization, representative.

The criterion for the effectiveness of leadership is the degree of authority of the leader. Authority- this is the moral and psychological influence that a person has on people, this is the recognition that she enjoys among them.

Management and leadership, leadership styles in group management.Management - intellectual and physical activity in order to perform the actions prescribed by subordinates and solve certain problems. Leadership is realized through well-defined formal (official) relationships. Leadership The process by which one person influences another person or group. Leadership is generated by the system informal relationships in the process of influencing people. As a phenomenon, leadership is based on socio-psychological mechanisms.

Depending on the official position in the organization, the existence of rights and obligations, the concepts of "manager" and "leader" differ in the following:

1. The leader is mainly called upon to regulate interpersonal relations in the group, while the leader regulates the official relations of the group as some kind of official organization.

2. Leadership can be stated in a microenvironment, since it is connected with the entire system of social relations.

3. Leadership arises spontaneously, the leader of a real social group is either appointed or elected. But this process is not spontaneous, but purposeful, carried out under the control of various elements of the social structure.

4. The phenomenon of leadership is less stable, the nomination of a leader is more dependent on the mood of the group, while leadership is a more stable phenomenon.

5. Management of subordinates, unlike leadership, has a more specific system of various sanctions, which are not in the hands of the leader.

6. The decision-making process of the leader (and in general in the leadership system) is much more complex and mediated by many different circumstances and considerations, not necessarily rooted in this group, while the leader makes more direct decisions regarding group activities.

7. The leader's field of activity is basically a small group, where he is the leader. The scope of the leader is wider because he represents a small group in a larger social system.

The work of a leader is mainly mental in nature. The result of this work are managerial decisions and actions of the leader. The purpose of his work is the organization of joint efforts of the team aimed at achieving effective final results. The work of a leader includes two main aspects: 1) ensuring the technological process, which is denoted by the concept of an instrumental control loop; 2) the organization of interpersonal interactions, - the concept of an expressive contour. These contours are not always harmoniously combined with each other and, moreover, require the manager to implement qualitatively different ways and forms of behavior.

The usual behavior of a leader who influences subordinates and encourages them to achieve the goals of the organization is called leadership style. Management style is considered as individually typical features of a holistic, relatively stable system of priorities, as well as ways, methods, techniques of managerial interaction in the structure of the implementation of management functions. Leadership Style- this is a set of typical and relatively stable methods of influencing a leader on subordinates in order to effectively perform managerial functions and tasks.

The most famous was the classification of management styles by K. Levin, who described autocratic, democratic and liberal styles.

Psychology of power-subordination in managerial interaction. The psychological basis of leadership and leadership is power and influence. Power as a psychological phenomenon, it is characterized by the ability of a leader to induce a person to do something that he otherwise would not do, i.e. require a person to perform some action or not to perform it in achieving the general goals of the activity, organization (group). Psychological impact- this is the impact on the mental state, feelings, thoughts and actions of other people with the help of psychological means: verbal, paralinguistic and non-verbal. The behavioral level comes to the fore when we talk about influence, we note the focus of this phenomenon on changing the internal psychological attitudes, opinions, and needs of a person.

If power is the prerogative of the manager, and not the leader, then it can be characterized as a legitimate, legitimate right to give orders to subordinates, as well as the right to reward or punish them. Types of power:

1) The power of reward.

2) The power of coercion or punishment.

3) Regulatory (formal) power based on the contract implies that the employee has a certain set of analysis, and the manager has the right to control compliance with duties, if necessary, insist using sanctions.

4) Reference power. The leader acts on subordinates by the power of his personal qualities and abilities. He is a model for subordinates.

5) Expert power is built on the reasonable faith of the subordinate in the correctness of the leader's activities.

6) Information power. The leader has information available only to the "elected", which allow him to make qualified decisions.

Psychology of managerial decision making. Of key importance for characterizing the entire system of decisions made is the concept of a managerial (organizational) decision, which is collective in nature and determines the entire set of normatively prescribed decisions of the head, directly related to his official and formal organizational status.

Management decision is a choice that a manager must make in order to fulfill the duties of his position. The most effective management decision is the choice that will be implemented and will make the greatest contribution to the achievement of the ultimate goal.

Typology of management decisions:

1. Programmed management decisions are the result of the implementation of a certain sequence of actions. Non-programmed solutions have the same features, but with the opposite sign.

2. Depending on the implementation of which management functions are carried out, such types of decisions as target, predictive, planned, motivating, control, organizational, corrective, production and technological decisions are distinguished.

3. On the basis of the initial uncertainty of the situation in making managerial decisions and the processes of choice in them, managerial decisions are divided into structured and unstructured. The former differ from the latter in the following ways: a) the subject has all the necessary and sufficient information to make a decision; b) a set of alternatives for getting out of the situation is known in advance; c) for each alternative, there are known sets of "wins" and "losses" that the adoption of this alternative will lead to, i.e., a system of consequences.

4. Deterministic ones are characterized by the use of regulatory procedures in their preparation and focus on the maximum elimination of risk elements from their process. Probabilistic ones are characterized by the use of soft - non-normative development procedures, and often - intuitive means and allow risk as a necessary parameter of the final decision.

5. According to the breadth of coverage, management decisions are divided into general and private.

6. On the basis of innovative forms, management decisions are differentiated into:

a) routine (reduced to recognizing the problem and overcoming it well known way);

b) selective (involving the choice of one of a number of known methods);

c) adaptive (require changes in known methods, taking into account the specifics of the situation);

d) innovative (they take place when the situation cannot be overcome by any known method and it is required to create a fundamentally new way to solve it).

7. Prohibiting, permissive, constructive solutions are distinguished on the basis of content.

8. On a functional basis, there are those aimed at improving planning, organization, motivation and control.

9. According to their orientation, there are political, technical, technological, economic, social, etc.

10. In relation to the personality, there are intellectual, strong-willed, emotional.

11. The most general typology is the division into: individual and collegiate (group).

Signs of a "good decision" are: efficiency; validity; consistency; timeliness; eligibility; feasibility; combination of rigidity and flexibility; specificity and regulation.

Stages of development of managerial decisions:

1. Clarification of the problem (collection of information; clarification of relevance; determination of the conditions under which this problem will be solved).

2. Drawing up a solution plan (development alternative options solutions; comparison of solution options with available resources; assessment of alternative options for social consequences; evaluation of alternative options for economic efficiency; drawing up solution programs; development and preparation of a detailed solution plan).

3. Implementation of the decision (bringing the decision to specific executors; development of incentives and punishments; control over the implementation of the decision).

managerial communication. Managerial communication ensures the effectiveness and even the very possibility of managerial actions and at the same time a component of this very activity, a specific managerial action.

Managerial communication- a special type of communication, the purpose and result of which is the solution of specific management tasks. Communication can be managerial only if there are at least two conditions: through it, managerial tasks are solved and its participants receive opportunities for self-realization, self-improvement, and success.

There are several classifications of types of managerial communication: formal and informal types of managerial communication; individual and group; individual formal, individual informal, group formal, group informal.

Management communication is, first of all, communication, transmission and acceptance of various kinds of messages. In the process of communication, the leader uses various information flows. Information flow- these are ways of transmitting information that ensure the existence of a social system (institutional enterprise) within which they move. These are the processes of information transfer to ensure the interconnection of all parts of the social system. There are two types of information flows: 1) horizontal - between employees or groups of employees equal in official position and status, for example, between heads of departments; 2) vertical - between employees or groups of employees located at different levels of the hierarchy, for example, between a boss and a subordinate.

In turn, vertical information flows are divided into descending (from management to ordinary workers in the hierarchy) and ascending (from lower workers to higher ones). Each type of information flows has its own psychological characteristics.

Thus, managerial communication is extremely important and necessary for any leader. It has its own specifics and structure. Managerial communication becomes full-fledged if it is focused not only on solving a managerial problem, but also on a person, on the realization of his capabilities.