§ 4. Organizational abilities of a modern leader
To achieve high performance in the work of the team, a modern leader needs effective organizational skills, which are combined into three types 1:
1. Organizational acumen, including:
psychological selectivity - the ability to pay attention to the subtleties of relationships, the synchronicity of the emotional states of the leader and subordinates, the ability to put oneself in the place of another;
the practical orientation of the intellect, i.e. the pragmatic orientation of the leader to use data about the psychological state of the team to solve practical problems;
psychological tact is the ability to maintain a sense of proportion in one’s psychological selectivity and pragmatic orientation.
2. Emotional-volitional effectiveness– the ability to influence, the ability to influence other people with will and emotions. It consists of the following factors:
energy, the ability to direct the activities of his subordinates in accordance with his desires, to charge them with aspiration, faith and optimism in moving towards the goal;
exactingness, the ability to achieve solutions to one’s problems with psychologically competent formulation and implementation of requirements for subordinates;
the ability to critically evaluate one’s activities, detect and adequately evaluate deviations from the planned program in the activities of employees.
3. Tendency to organize, i.e. readiness for organizational activities, starting from motivational factors and ending with professional preparedness.
A good leader must have the following personal qualities:
broad-minded, thirst for knowledge, professionalism, innovation, creative approach to work;
a sense of understanding of the situation;
creative attitude to work, perseverance, self-confidence and dedication;
unconventional thinking, ingenuity, initiative and the ability to generate ideas;
readiness for change, openness, flexibility and easy adaptability to ongoing changes;
desire for cooperation, communication skills and a sense of success;
emotional balance and resistance to stress, psychological abilities to influence people;
situational leadership and personal energy in corporate structures;
ability to work in a team and with a team;
the ability to foresee the result;
internal need for self-development and self-organization;
ability and ability to take risks;
ability to act independently;
responsibility for activities and decisions made;
the ability to see and highlight the essential;
the art of executing plans.
The organizational abilities of a leader should not diverge from his ethical standards. A leader's ethics is focused on a wide range of options for his behavior and includes the means he uses to achieve his goals. If “ethics” is a set of norms of behavior, morality (in this case of a leader), then the basic ethical norms in relation to solving organizational and economic problems can be reduced to the following:
the effectiveness of the organization's activities, achieving the highest productivity and obtaining maximum profits should not be achieved at the expense of environmental destruction;
competition must be carried out according to fair rules, that is, the “rules” of the market game must be observed;
the distribution of created total income and benefits obtained through labor should not lead to a sharp social stratification of society;
the use of various forms of employee participation in management in order to implement the corporation's strategy should not only increase the desire to work better, but also develop a sense of responsibility;
Technology should serve man, not man technology.
Currently, the following examples of leadership skills are identified that are necessary for a leader when forming and managing an organization:
the ability to take into account the behavior of subordinates when managing;
ability to establish and control discipline;
the desire to flexibly use different leadership styles, adapting them to change;
awareness of his role and effective use of his position;
developing and maintaining good relationships with others;
issuing clear, unambiguous instructions and orders;
regular analysis of the work of subordinates and recording of its results;
stimulating the activities of subordinates, encouraging the best examples in work;
systematic approach to job analysis;
qualified delegation of authority;
avoiding too frequent use of negative reinforcement;
creating effective feedback;
protecting the organization’s personnel from external threats;
finding ways to improve employee performance;
establishing a performance evaluation system and success criteria.
The function of the organization acts primarily as a form of establishing connections between managers at various levels. Taking into account the fact that each leader is a person with his own individuality, the function of the organization is associated with a variety of formal and informal relationships between people, with the interweaving of these types of relationships, with the personal qualities of people, with their ideas about professionalism, culture, ethics, morality and etc. Underestimation of these points is very detrimental to creative work, to the microclimate of the team, to achieving the goals of the organization.
Effective leadership involves people jointly coordinating resources, defining tasks, putting forward and supporting ideas, planning activities, etc. Teamwork allows you to open up huge new opportunities, a collective approach - solving problems together. Thus, more ideas are generated, innovative ability increases, and opportunities for stressful situations to arise are reduced.
Organizing an effectively working team is a complex and time-consuming process. The team lives its own business and emotional life. It cannot be created without effort, dedication and trust. Based on the goals and objectives facing the organization, the manager is called upon to ensure coordinated and purposeful actions of the personnel subordinate to him.
The influence of a manager on a team begins with the selection and placement of personnel in various areas. The placement of personnel should help to reveal the personal abilities of employees and ensure an increase in the efficiency of the total labor of the entire team.
In solving this problem, a large role belongs to the manager, his ability to take into account the individual abilities, interests and psychological characteristics of people when organizing their joint work. A leader must be able to analyze and take into account the motives of behavior of team members, apply a differentiated approach to people, taking into account their attitude to positive examples and existing shortcomings, taking into account their personal inclinations, interests and psychology. The success of management largely depends on the extent to which the manager relies on the team, on its experience and knowledge, and on the extent to which it supports and develops the business initiative.
The effectiveness of activities is greatly influenced by the psychological climate established in the team, which is understood as the nature of relationships between people, the prevailing mood in the team, the satisfaction of workers with the work performed, etc. The psychological climate of the team largely depends on the psychological compatibility of workers. Psychological compatibility is the ability of group members to work together, based on the optimal combination of their psychological properties.
The role of a leader in organizing a team largely depends on improving the style and methods of his leadership, on the leader’s behavior, and on the nature of his relationships with people. Numerous studies have shown that leaders are often hindered from effectively performing their functions by their inability to collaborate with people.
The multifactorial nature of modern organizational and management systems is objective in nature, therefore organizational activity synthesizes all types of activities in the systems. Organizational activities are very labor-intensive and have a significant share in the work of a manager (up to 60–80%). Item This activity includes socio-economic systems, taking into account economic, aesthetic, technological, professional and other connections and relationships, the formation of the team itself as an integral dynamic and sustainable system (Fig. 10.6) 1.
Rice. 10.6. Organizational activities
The result of organizational work should be only an executive organizational system. G. P. Shchedrovitsky drew attention to the fact that the organization can be viewed from two angles 1:
How artificial formation- an artificial view of the organization is characteristic of the organizer himself, since the one who designs and creates this organization always looks at it as his creation, which he made and is going to use as a means, as an instrument to achieve his goals (in this sense, organizations can be any depending on the goals and objectives of the organizer, while the organization itself does not have its own goals);
How naturally living- after the creation of the organization is completed, the organizer leaves, the manager remains, and the organization transforms into the form of life of the collective and begins to live its own life, which from a natural point of view makes it possible for other goals to emerge - the goals of the collective that is organized.
Along with a formalized executive organizational system, the manager has the ability to carry out work assignments through the creation of work groups. Working group- This is, as a rule, a temporary team formed to solve a specific short-term problem with the involvement of representatives of various services. The advantage of such a group is the ability to form it in a short time, which allows for prompt resolution of emerging issues.
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Any employee with authority must have organizational skills that influence work activity. How to develop them, what to pay attention to - read the article.
From the article you will learn:
Organizational skills: general information
Many people in high positions believe that subordinate employees must follow every order. But, as a rule, such actions quickly lead to a loss of authority and a deterioration in the psychological climate. The manager is no longer respected, and specialists lose the incentive to work efficiently. It becomes difficult to correct the situation, and staff turnover begins to increase. All this leads to a decrease in profitability, as employees who do not want to quit try to survive rather than complete projects efficiently, etc.
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Staff indignation can be suppressed with the help of fines, threats of loss of employment, cuts wages. But this will not make the work effective, as it will keep each person in tension and discomfort. If the manager has high organizational skills, such problems can be easily avoided by directing the team in the right direction.
In addition, a person with high organizational and communication skills has a broad outlook, free thinking, erudition, initiative, as well as perseverance, resistance to stressful situations, a willingness to learn or change, and the ability to predict the result of work.
A person with good organizational skills is a godsend for organization!
An individual's organizational abilities are a set of qualities that help organize the work of employees. Without this, normal interaction within the team is impossible, even if the leader is highly professional. As experts note, abilities can be not only innate, but also acquired, therefore managers must periodically attend trainings and work on themselves in other ways.
Communication and organizational skills include:
- authority;
- ability to resolve conflicts;
- fairness of the leader;
- severity;
- competent planning;
- ability to reward outstanding employees;
- delegation of authority;
- control of all processes.
We need to consider in more detail what organizational abilities and skills influence what. This will allow you to understand what to pay more attention to when starting self-development. It should be separately noted that it is impossible to improve qualities in one day, even if you make every effort.
You might be interested to know:
What organizational abilities of a manager influence what?
This is the main quality that a leader must have. It is necessary to ensure that orders are carried out without hesitation. Typically, employees take their cues from managers in high positions. Confident leader who shows restraint in communication with colleagues, is the best motivator.
2. Conflict resolution
Organizational skills include the ability to competently and quickly resolve conflicts that break out in a team, which are not excluded in companies of various types. Properly selected methods of influencing employees will smooth out acute situations and positively influence the psychological climate and corporate culture. A favorable atmosphere increases labor efficiency What a manager should remember!
3. Justice
Unfortunately, many leaders who come to power completely forget about justice. They are guided only by personal sympathies and single out employees they favor. This quality needs to be actively developed, pushing friendly relationships into the background. The subordinate must receive exactly what he deserves, and not be afraid of his leader.
4. Strictness
Organizational skills cannot be imagined without control and rigor. If an employee has the opportunity not to work, he will not make extra efforts. It is important to immediately stop laziness on the part of subordinates, and supervisor I just have to set an example for them. Employees need to be explained in a gentle manner that disobedience will result in punishment.
5. Promotion
The merits of subordinates cannot be ignored. It doesn't matter how, personally or publicly, but celebrate your successes. Otherwise, staff will lose motivation to work at full capacity. By praising one person, the entire team strives to distinguish themselves, carry out assignments better and not violate labor discipline. Reward does not necessarily have to be material, because not everyone begins to work better and receive more. Some people will appreciate personal praise and diplomas more.
6. Observation and control
One cannot be considered a good manager if he cannot timely track all processes in production, control the deadlines for the delivery of projects, etc. To keep up with everything, you need to be guided by a clear plan and not deviate from it. But this does not mean that the manager is obliged to do all the work independently, because no one has canceled the delegation of authority! This will not in any way affect the organizational abilities of the profession, but will allow you to relieve excess burden.
7. Planning
It is impossible not to note such an important quality as the ability plan things. This applies not only to managers, but also to subordinates. Each employee must receive a volume of tasks that must be completed by evening or within a certain period. For example, the team is given the task of taking the organization to a new level in six months.
8. Delegation of authority
One person cannot complete the entire amount of work. In this case, confusion arises in business, and the quality of completed tasks or projects will be much to be desired. The most reasonable option is delegation. But for this it is necessary to develop such qualities as observation and attentiveness so that employees really work. Each additional activity should be marked with verbal or material encouragement.
9. Attitude towards criticism
A person who is calm about criticism, does not take everything personally. Listen to your subordinates, evaluate their thoughts, ideas, and possible adjustments. As experts note, this can lead the company to greater success. Perhaps these organizational skills need to be actively developed first.
10. Getting rid of excess
The development of communication and organizational skills is not only possible, but also necessary - especially in cases where a low level of manifestation of CBS is established, identified by the test results. Otherwise, it negatively affects life and prevents you from realizing yourself. The most effective way to develop is to attend trainings or communicate with a coach, but self-study also gives tangible results.
The development of organizational skills is possible with the help of:
rehearsing emotions in front of a mirror - helps to correctly convey feelings or hide them, depending on the specific situation;
planning things in writing - allows you to develop the habit of managing time, implementing plans, and also eliminates procrastination;
singing is an exercise for adequately conveying emotions, when a person asks himself questions and answers them by singing the words;
increasing communication skills by initiating business and personal dialogues with subordinates or simply acquaintances.
Communication and organizational skills are needed not only
The personality of the leader, his experience, business and character characteristics play a leading role in the management of organizations. But the requirements and qualities of a leader’s personality cannot be considered separately from the type of his activity. For example, some qualities encountered when analyzing the activities of production managers are absent in the characteristics of leaders of scientific teams, and vice versa. In addition, the mutual correspondence between the leader’s personality and his activities is characterized by certain dynamics. The question of the manifestation and formation of the personality qualities of a leader and his activities should be considered in direct connection with the fact that the leader’s activities themselves also change significantly as a result of his acquiring new qualities and changing existing ones. However, the above does not exclude the possibility and necessity of defining in the most general terms the requirements that a leader of any managerial rank in various social organizations must meet.
Basic properties of a leader:
1. Social orientation of activities
The manager, as an official, must be well aware of the legislative and regulatory acts that regulate the activities of social organizations. He must have a good understanding of the main trends in the development of modern politics, economics, law and other spheres of state life.
2. High competence in a certain professional activity in accordance with the profile of the team being led (politics, science, production, law enforcement system, etc.), since the leader does not generally manage people, but manages their activities in solving professional problems. However, due to his work related to the organization of people, a leader must master a system of knowledge in a number of related fields: modern economics, law, philosophy, pedagogy, psychology, etc. Such leaders know how to communicate with people, combining word and deed. They often set goals for their activities, know how to justify them, and make people believe in the need to achieve them.
3. Organizational skills
One of the main qualities of a leader is the ability to organize joint work of people. However, combining solutions to organizational and technical problems with people is not so easy. Many leaders find it easier to do something themselves than to get others to do it. This is the easiest, but most unpromising path, since you cannot do everything yourself, and over time the manager discovers that his subordinates have become unaccustomed to independence and are unable or no longer want to make decisions on their own. Meanwhile, at present, one of the central tasks that managers have to solve in their teams is to create conditions for the manifestation of activity, initiative, creativity of people, and the development of their active motivation.
A number of studies have shown that organizational abilities include the following psychological properties of a person:
- the ability to reflect with sufficient completeness the psychology of the managed group in the course of solving joint problems;
- practical orientation of the mind - mastery of knowledge and skills in the field of practical psychology, readiness to apply them in the process of solving organizational problems;
- psychological tact - having a sense of proportion in relationships with people;
- presence of energy - the ability to charge organized people with one’s energy;
- demandingness - the ability to make adequate demands on people depending on the specifics of the situation;
- criticality - the ability to detect and express deviations from the conditions dictated by the task that are significant for a given activity;
- a penchant for organizational activity—a need for it.
4. High moral character: fairness and objectivity in assessing employees, humanity, sensitivity, tact, honesty. Not only in terms of his business competence, but also in his moral qualities, a leader must be a model for his subordinates. It would be a mistake to limit communication with subordinates to official matters only. You need to be interested in their personal problems, family, living conditions, health, employees’ opinions on various issues, listen to them carefully, even if their opinion seems wrong.
The character of a leader is reflected in his leadership style, for he also serves as a standard of behavior for subordinates. That is why it is so important to take into account character traits when appointing a person to a leadership position. Employees of production teams believe that it is difficult and unpleasant to work with a manager if he is unbalanced, rude, and unfair. This significantly reduces labor productivity.
5. Emotional-volitional character traits: purposefulness, integrity, perseverance, determination, discipline, passion, the ability to show these qualities to your subordinates and lead them. The volitional qualities of a person have long been considered his main management skills. Socrates, for example, believed that the main advantage of a leader is to be able to command people, and the main enemies of a leader are gluttony, laziness, passion for wine, and weakness for women. Strong-willed qualities include self-criticism, necessary to realize one’s weaknesses, and self-control, necessary to suppress them. An important role in the structure of these qualities is occupied by a sense of responsibility, which a leader must constantly experience, for the moral and physical condition of his subordinates, for the results of the activities of the team he leads.
6. Intellectual abilities: observation, analytical thinking, ability to predict situations and results of activities, efficiency and consistency of memory, stability and distribution of attention. A manager must constantly replenish and update his knowledge and be able to creatively and quickly use it in frequently changing, sometimes extreme situations characteristic of his non-standard activities. So, A.V. Suvorov believed that the knowledge in the commander’s memory should be systematized, as if laid out in boxes so that they could be quickly found and used in a certain situation. Napoleon highly valued intelligence, but believed that people with a lot of intelligence and little character are least suitable for the military profession, because for this you need to have more determination and less thinking.
There is an opinion that people with high creative intelligence prefer to work in solitude. People of average abilities are more inclined to work in a team and to lead people. In difficult modern conditions, a person aspiring to leadership must have highly and harmoniously developed characterological and intellectual properties.
- the official status occupied by the leader (position and power);
- recognition of his superiority and right to make responsible decisions in the context of joint activities.
8. Leader's image- an important component of his authority. The concept of image reflects modern requirements for the external appearance of a leader who not only communicates with subordinates, but also carries out the function of representing the group he leads in front of other social organizations. Therefore, the leader’s appearance, speech culture, manners are all elements of his image. In modern conditions, there are image makers who create the image of a leader, shaping this image in accordance with the expectations of the public.
9. Good health. The activities of a modern leader are characterized by extremely high nervous and physical stress. The causes of professional diseases among managers include increased nervous excitability, sleep disturbances, and cardiovascular disorders. Therefore, it is believed that, no matter how strong a person is, his health in a managerial position will last no more than 8 years. But many managers neglect their health, trying to show the team an example of professional zeal, not taking into account that their health is a factor that largely determines the effectiveness of the teams they lead. In addition to the fact that the manager must lead a healthy lifestyle, he must undergo systematic medical examinations. After all, the health of a highly competent, experienced leader is not only his personal asset, but also a social value for the team, organization and state.
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Introduction
The effectiveness of a manager's managerial activities depends on his abilities. According to the definition of psychologist A. N. Leontyev, abilities are those properties of an individual, the totality of which determines the success of performing some activity.
Psychologists involved in the theory of ability distinguish between specific abilities and general ability of the individual. But the success of a leader also depends on his experience (knowledge, skills, abilities), as well as on personality traits.
A strong leader is distinguished by a high degree of heterogeneity in the management techniques and methods used, and management skills. General management ability presupposes the following management traits and skills inherent in strong leaders:
The ability to solve “non-standard” management problems that do not have ready-made solution recipes and are associated with specific, sometimes conflicting situations. Decisions should be aimed at resolving conflicts. The stronger the leader, the less conflictual he is.
Ability to think big. The scale of a leader’s thinking is closely related to his official rank and is determined by what problems he works on and what categories he thinks in accordance with his position: one of the main psychological difficulties of a new leader appointed to a position is bringing the scale of his thinking in accordance with the new position rank. The degree of ease and effectiveness of restructuring the previous scale of thinking indicates the individual’s ability to manage. The more capable a leader is, the easier it is for him to change the scale of his thinking, and the stronger he is, the better he will be able to realize his abilities. To become a good high-ranking leader and acquire the self-awareness of such a leader, you usually need to go through all the steps of the job ladder. A strong leader has a creative approach to the orders of his superiors, and if he does not agree with them, then he carefully substantiates his counterarguments.
Ability to ensure positive self-regulation of the management system. The manager is given the right to decide issues of selection and placement of personnel in his department. The effectiveness of these decisions is directly dependent on the management abilities of the manager. A strong leader selects strong subordinates, a weak leader selects weak ones.
In the first case we can talk about positive, in the second - about negative self-regulation of the management system. It turns out that the harm from a weak leader is double: direct, from the low efficiency of his management activities, and indirect, associated with negative self-regulation. Each manager and specialist can only be assessed by his business and professional qualities by a manager or a more highly qualified specialist.
Ability to improve the functional placement of personnel. A strong leader knows how to correctly assess the effectiveness of his subordinates. He tries not to involve weak subordinates in solving complex or important issues; he helps them understand “non-standard” situations, relying on autocratic leadership methods. Sometimes he can delegate his authority to strong subordinates, setting before them tasks of a general form, while using democratic methods of leadership and focusing on their abilities and skills.
Other important personality traits and characteristics of a leader include:
His ability to dominate in a team;
Self confidence;
Emotional balance;
Responsibility;
Sociability and independence.
The relevance of this work lies in the fact that in the conditions of interaction between a manager and a subordinate, goals and objectives are formed that must be achieved in the process of functioning of an economic entity, and which will subsequently increase the financial potential of the company.
The object of this work will be the psychological abilities of the individual.
The subject is the organizational skills of a leader, their formation and development.
Objectives of this work:
Study the literature on this issue;
Consider the concept and essence of a leader’s organizational abilities;
Conduct an experimental study aimed at identifying the communication and organizational abilities and inclinations of managers.
The effectiveness of leadership activities largely depends on the authority of the leader. The opinion that with the receipt of a certain post a leader automatically acquires authority is erroneous.
Strong employee support is the key to effective leadership. To be a good leader is, first of all, to be on good terms with subordinates. They have the best idea of your leadership style. How you look in their eyes explains all your successes and failures. Subordinates are well aware of the difference between working with a bad and a good leader. With good leadership, their work becomes more interesting, and the results achieved reinforce a sense of professional pride. With poor leadership, subordinates serve their labor duties.
Professional ethics of a leader
Democratic communication between the manager and his subordinates and work colleagues;
His availability, attentiveness;
Ability to create a friendly atmosphere of trust;
Politeness and correctness in handling;
Accuracy and responsible attitude to this word.
Fit and neatness, clarity and organization in behavior are of considerable importance. But the external side of actions must correspond to the internal moral beliefs of the leader. Only under this condition can the norms of official etiquette help the leader communicate with people more effectively. Constant communication between a manager and his subordinates increases his authority and the level of trust in him, and affects the SEC in the team. Approximately 3/4 of a manager’s time is spent communicating with performers, as well as with higher and lower-ranking managers.
The sociability of a person is characterized by the ease of coming into contact with other people, the absence of isolation and isolation. Moreover, sociability as a personality quality must necessarily be accompanied by an emotionally positive “plan” of communication. A person who easily comes into contact, into business relationships with other people, but at the same time evokes an emotionally negative “plan” of communication in his partners, can be called contact, but cannot be called sociable. Unlike a sociable person, a contact person communicates out of necessity, depending on the conditions and circumstances of a particular production; his communication is obligatory, forced. The opposite quality of sociability is isolation, or unsociability. Based on the results of the research, psychologists have found that the requirements for the personality of a leader, formulated in general terms, are unlawful. For example, “a leader must be a highly sociable person.” Research has shown that only specific levels of sociability are associated with high levels of leadership effectiveness. Such effectiveness can be achieved by both highly sociable and low sociable managers, depending on the individual abilities of their subordinates.
Where the level of organization and teamwork of the team is quite high, low sociability of its leader is not only acceptable, but even desirable. An insufficiently high level of development of organization and teamwork will require the manager to demonstrate high sociability and constant organizational efforts. Therefore, low sociability in itself cannot be considered as a negative factor in a leader’s activities, especially since the leader’s over-communication interferes with the work of the team, distracting them with a large number of contacts. Depending on the level of sociability, the effectiveness of leadership is manifested in two directions: production and socio-psychological.
A culture of speech. Rules for communicating with people
Among the rules of decency that have the greatest practical importance, the culture of speech plays a special role. It involves linguistic skills and abilities, the ability to choose the right and necessary words to express your thoughts and construct phrases from them, the use of verbal formulas of politeness (thank you, excuse me, etc.), optimal speech rate, emotional coloring of words, texts, facial expressions, stylistic and spelling literacy, rich vocabulary. Speech that is incoherent, inexpressive, and cliché does not contribute to high efficiency of communication, does not convince and does not leave an impression in the souls of people.
An unacceptable element of a leader’s speech is foul language.
In order to learn to speak well, you need to learn to think clearly, and for this you need to be an erudite, educated person, be able to persuade, reflect, and analyze. You need to master your speech technique, constantly expand your vocabulary and practice public speaking.
Rules for communicating with people:
1. It is necessary to show interest in people and be attentive to them.
2. You need to be able to give instructions to your subordinates.
3. You should try to remember the names of your subordinates and address them casually.
4. In work relationships, it is important to develop and maintain a sense of personal dignity for each employee.
5. You cannot ridicule or condemn people; you must be able to put yourself in the place of those being condemned.
6. The ability to greet people also contributes to the authority of a leader.
7. The ability to listen is a criterion of communication skills.
Ability to understand people
This is one of the important qualities of a strong leader. A manager needs to know the people with whom he is in contact and whom he manages. To get to know your employees better, you must first familiarize yourself with their personal files in the HR department. But studying documents is a small part of what a manager needs to know about people, since documents cannot give a complete picture of the intellectual and psychological abilities and personal qualities of subordinates. The manager needs to know everything about them that can affect the process of their work and its results. But you still need to be able to operate with this knowledge in order to obtain a reliable forecast of an employee’s business behavior.
Modern science has methods that allow us to measure in people what is necessary to perform certain jobs and use this information. (Identification of individual characteristics of a person is carried out by such a branch of science as psychodiagnostics). To apply modern methods of psychodiagnostics, you need high professional training. If the manager is not a professional in the field of psychodiagnostics, he must find an opportunity to include such a professional in his staff, organize a special psychological service, one of the functions of which is the psychologically competent study of employees using various methods and techniques. The method (method) of studying the business and personal qualities of employees differs from the study methodology in that the methodology is the same method (method), but specialized for certain purposes. For example, there is such a method for studying the qualities of employees as the method of business games. Using this method, various abilities for managerial work are studied based on various techniques. For example, there is a method of business games “Intellectual maturity of a manager”, “Organizational maturity of a manager”, etc.
A leader must value autonomy and independence in people and avoid sycophants and sycophants who, with their behavior, morally corrupt not only their bosses, but also the entire atmosphere in the work collective.
In the process of communication between the manager and subordinates, an important role is played by the manifestations of emotions, the manners of the partners, their gestures, facial expressions, etc. Each gesture is like a word in a language. Words are combined into sentences, and coordinated gestures help us more accurately see the position of the person with whom we are communicating. By “reading” gestures, we provide feedback.
Ability to persuade
professional organizational leader culture
Of great importance in the activities of any leader is the ability to persuade, that is, the ability to achieve the desired changes in the views and beliefs of other people. A series of special experiments allowed scientists to identify the main factors that have a decisive influence on our choice of our position on a particular issue.
One of these most important factors is the personal authority of the author of the proposal. To avoid your colleagues making subjective judgments about your proposals, support your assumptions with references to an authoritative source, but be sure to justify your own proposals.
Psychologists have also discovered that the persuasiveness of information depends greatly on which method of transmission you choose first - oral or written. Written reports are a salvation for those who are not confident enough in themselves, but it is better to overcome your own shyness and prejudices against personal communication with your boss and first present your proposals orally, and submit a written report later, when the boss’s objections are clear and you can concentrate your attention to their consideration.
Organizational skills
A manager is not only a good specialist, but also an organizer of the work of his subordinates. Organizing the work of others means distributing specific tasks among them. This form of relationship between a superior and a subordinate is called delegation of authority. The effectiveness of the subordinate unit and, accordingly, the quality of the work of the manager himself depend on how well the manager masters the art of delegating authority. A leader who cannot or does not want to use delegation methods is not a real leader. He must learn to do the work with the hands of his subordinates. You can delegate responsibility and power, but you must not forget that if the work is not done or is done poorly, then the head of this unit will still bear the punishment as the sole commander.
Delegation should be used in the following cases: 1) when a subordinate can do the job better than the manager. At the same time, there is no need to be afraid of admitting that subordinates are better at something. There is nothing terrible in this for the leader’s reputation, especially since no one thinks that the leader knows everything better than everyone else without exception. The main thing is the ability to use the knowledge of your subordinates with maximum efficiency; 2) when excessive busyness does not allow the manager to deal with this problem himself; 3) when it is necessary to free up time and energy to do important things that are of paramount importance. During this time, all other tasks should be delegated to subordinates.
The effectiveness of using delegation methods depends on whether the manager manages to avoid the following mistakes:
1. Inability to explain. Whether the subordinate will cope with the task depends on how correctly the subordinate assimilates the primary information. Therefore, after the explanation, the manager must find out whether the subordinate understood everything. If at the same time he asks the question: “Did you understand everything?”, then you can be sure that the answer will follow: “Yes, because”, even if this is not the case, it will be difficult for the subordinate to admit that he did not understand anything so as not to question your intellectual abilities in the eyes of your manager. Therefore, it is better to ask: “Have I explained it to you clearly enough?” Such formulation will cause a response and the subordinate may say: “Yes, but I would like to clarify something.”
2. Refusal to use feedback. The manager needs to find an opportunity to attend one of the events assigned to the subordinate.
3. The manager's grumbling about dissatisfaction with the work done by his subordinate gets on his nerves. Therefore, before expressing your displeasure, make specific suggestions for changing the situation.
4. Fear of losing authority. A leader’s truthful admission that he doesn’t know something will not cause a strong blow to his authority, but if he ever says that he knows the only acceptable solution to problems, then it will be easier for him to be believed.
5. Loss of self-control. A leader should never lose control of himself, even in those (necessarily rare) cases when he scolds his subordinates for preventive purposes.
The effectiveness of delegation is ensured when the manager clearly understands what results he expects from his subordinates and in what form these results must be achieved, as well as in what time frame. Based on this, he must organize control, which, along with strict discipline, is the main prerequisite for effective delegation. Delegation is not a way to evade responsibility, it is a form of division of managerial labor that allows one to increase its efficiency and facilitate the work of a manager. But it does not remove the final decision from him, i.e., the responsibility that makes him responsible.
Conclusion
When they talk about a person’s abilities, they mean his ability to perform a particular activity. Hence, abilities can be defined as a synthesis of the properties of a human personality that meets the requirements of activity and ensures high achievements in it.
The successful completion of any specific type of activity is ensured, on the one hand, by a harmonious combination of general and special abilities, and, on the other hand, the nature of the relationship between these abilities will be determined by the specifics of the activity performed by a person. In most of the above studies, abilities for management activities are not fully analyzed from the point of view of the complex interaction of general and special abilities, and the specifics of the manifestation of these groups of abilities, both in various types of management activities, and the features of their implementation directly in management activities are not taken into account.
Organizational communication abilities are the main components, the core of the structure of abilities required in pedagogical management activities, while the nature of the relationship and the features of the manifestation of these types of abilities at individual stages of mastering professional activity remains insufficiently studied.
Thus, the issues of the relationship between general and special abilities, the features of their formation and development in management activities implemented at different levels of the management system are insufficiently developed and require further study.
Bibliography
Kudryasheva L. D. What should a leader be like? L., 2012
Shipunov V. G., Kishkel E. N. Fundamentals of management activities. M.: "Higher School", 2011.
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