The main subject of a manager’s work is management information, so he needs to apply modern information technologies in enterprise management.
The manager needs:
1. Have knowledge in the field of theory and practice of management (macro-, microeconomic, training, advanced training);
2. Communication and the ability to work with people, since the manager is the link in the communication system at the enterprise (between different levels of management);
3. Competence in the field of specialization of the enterprise (issues of production process technology).
The nature of the activities of a particular manager at an enterprise is determined by the composition of the powers delegated to him in making management decisions. This composition is established in accordance with the system of division of labor and specialization of management personnel adopted at the enterprise.
In general, division of labor– the process of isolation and mutually conditioning existence of various types of labor activity in a single system of social production. The nature and forms of the division of labor are determined by the development of productive forces, and itself, characterizing the degree of this development, causes a further increase in labor productivity and contributes to the improvement and change in the types of production relations. In the process of historical development, several stages are distinguished that influence the evolution of production and production relations and the division of labor: at the primitive level, this is hunting and gathering; under the slave system - cattle breeding, the allocation of crafts, trade, there is also a territorial, professional, international, mental and physical division of labor; During the period of development of manufactories, the division of labor penetrates into the enterprise and appears in the form of a partial, detailed division of labor. With the advent of machine technology, the latter is consolidated and deepened.
Fundamentally, in the structure of any enterprise there are two types of division of labor:
– horizontal;
– vertical.
The horizontal division of labor in management is associated with the specialization of managers mainly on a functional basis, i.e. assigning one or more subject functions to it. This division of labor determines the creation at the enterprise of special strategic management services, planning and control departments and departments, etc.
The vertical division of labor of managers depends on the nature of the processes being carried out, the scale of activity, and its industry. It is expressed in the organizational structure of the enterprise and the composition of management levels. As a rule, an enterprise can distinguish three levels of management: top, middle and lower. The volume and significance of the consequences of management decisions made at each level increases as we move from level to level.
The nature of the manager’s main decisions depends on the scope of his activity, as well as on the subject range of functions assigned to him in a particular organization. It should be noted that the composition of the manager’s subject functions varies significantly depending on his hierarchical level in the organization in accordance with the scheme,
shown in Fig. 1.6.
The higher the hierarchical level of the manager, the more the functions of goal setting, strategic planning and systemic organization of innovation are present in his activities.
Management functions
All types and directions of management activities are implemented and manifested in its functions(lat. function– duty, work, activity, external manifestation of the properties of an object in a given system of relations) (Fig. 1.7).
Function- this is an objective component of management, a specific type of management activity, which is carried out with special techniques and methods, as well as the corresponding organization of work and control of activities. This is a systematic approach to the formation of the concept and structure of management functions.
Control– overall implementation of functions. Management functions can be represented as types of managerial work associated with the impact on the managed object. There are authoritarian,
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liberal and democratic leadership styles (Table 1.1).
Table 1.1
Characteristics of leadership styles
| Democratic style | Liberal style | ||
| Decision Making Techniques | Solve all issues single-handedly | When making a decision, consult with the team | Waits for instructions from management or gives initiative to subordinates |
| Continuation of the table. 1.1 | |||
| Parameters of interaction between a manager and subordinates | Authoritarian (directive) style | Democratic style | Liberal style |
| Method of bringing the decision to the executors | Orders, disposes, commands | Offers, asks, approves proposals of subordinates | Asks, begs |
| Responsibility | Takes over or shifts to a specific performer | Distributes in accordance with delegated powers | Absolves himself of all responsibility |
| Attitude to initiative | Suppresses completely | Encourages, uses in the interests of the cause | Places initiative in the hands of subordinates |
| Attitude to recruitment | Afraid of qualified workers, trying to get rid of them | Selects business, competent workers | Does not engage in personnel selection |
| Attitude towards lack of own knowledge | Knows and can do everything, hypertrophied conceit | Constantly improves his skills and takes criticism into account | Increases his knowledge and encourages this trait in his subordinates |
| Communication style | Rigidly formal, uncommunicative | Friendly, loves to communicate | Afraid of communication, communicates with subordinates only on their initiative, tolerates familiar address |
| The nature of relationships with subordinates | Dictated by mood | Smooth demeanor, constant self-control | Soft, flexible, sometimes gullible |
| End of table. 1.1 | |||
| Parameters of interaction between a manager and subordinates | Authoritarian (directive) style | Democratic style | Liberal style |
| Attitude to discipline | Adherent to formal, strict discipline | Supporter of reasonable discipline, carries out a differentiated approach to people | Requires formal discipline without being able to maintain it |
| Attitude towards moral influence on subordinates | Considers punishment to be the main method of stimulation, rewards selected people only on holidays | Constantly uses different stimuli | Uses rewards more often than punishment |
Thus, authoritarian style characterized by tough management, sole adoption by the leader of all kinds of decisions in the team, weak interest in the employee as an individual, and rejection of informal relationships with subordinates.
Democratic style is the complete opposite of authoritarian - it uses collective discussion when making decisions, allows the manager to maintain friendly formal and trusting informal relationships with subordinates.
Liberal style relies on minimal interference from the manager in the affairs of subordinates, demonstrates detachment from solving management problems and in this sense is passive.
The entire set of management actions at any level and in any system can be reduced to a limited list of relatively strictly localized actions that make up a closed management cycle:
§ making management decisions:
– forecasting;
– planning;
§ implementation of the decision:
– organization;
– coordination;
– regulation;
– activation;
– stimulation;
§ control:
- analysis.
As a result of this cycle, a person performs a number of functions:
1. Planning. In the planning process, the manager determines the goals and objectives of the enterprise, the material, financial and labor resources and reserves necessary to achieve them, sets the deadlines for the implementation of the goals, those responsible for their implementation and the performers themselves. Planning allows the manager to act consciously, guided by both the long-term perspective and the problems that arise in the current work.
Typically, an organization forms a single plan to manage its overall activities, and individual managers, within certain limits, use various methods to achieve their goals. The planning process is carried out according to the levels of the organization (Fig. 1.8):
– strategic planning is carried out at the highest level – a long-term perspective on the fundamental components of the organization;
– at the middle level, tactical planning is carried out – intermediate goals are determined on the way to achieving final results (strategic goals and objectives);
- at the lower level of the organization, operational planning occurs - in operational plans, a system is created in which each employee directs his efforts to achieve the general and main goals of the organization.
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All three types of planning constitute a common system - general, general or business plan functioning of the organization.
2. Organizational function . Planned actions must be put into practice and their implementation organized. Organization as a management function (Fig. 1.9) ensures the streamlining of the technical, economic, socio-psychological and legal aspects of the activities of any organization (Fig. 1.10). It is aimed at streamlining the activities of the manager and performers: to determine who exactly should perform each specific task from a large number of tasks and what funds will be required for this.
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This work is related to the creation of the organization itself, its structure, management and communications, as well as providing people with all the necessary tools, documentation and information. This is a solution to a wide range of issues of the production process, supply and sales, etc. (Figure 1.11).
3. Coordination. During the organization as a process, there is a need to adjust the work of people, coordinate their efforts, and ensure the necessary rhythm and sequence of work operations. In this regard coordination is also a management function.
4.Communications. Management in an organization is carried out through the people who make it up. A very important management tool is information flowing to the manager. By transmitting this information and receiving feedback signals to it, the manager organizes, motivates and controls the work of subordinates. The process of transferring information from one person to another is called communications.
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The term “communication” comes from the Latin “communis”, meaning “common”: the transmitter of information tries to establish “commonality” with the recipient. Subjects of communications can be both individuals and organizations as a whole.
In the communication process, four basic elements can be distinguished:
1. Sender - a person who generates ideas or collects information and transmits it;
2. Message or information itself, encoded using symbols;
3. Channel or means of transmitting information;
4. Recipient of information - the person for whom it is intended and who perceives and interprets it.
The communication process consists of several stages:
1. At the first stage, the sender determines the content of the information intended to be transmitted, the need for its transmission, with mandatory consideration of the possible nature of its perception by subordinates (the dialogue must be conducted “in the same language”);
2. In the second stage, the sender must express the information in appropriate symbols, i.e. choose the appropriate words, means or transmission channel;
3. At the third stage, there is a direct transfer of information from the sender to the recipient;
4. At the fourth stage, the recipient perceives the information (“translates” it into a language he understands). If the recipient correctly understood the information conveyed to him, then the transmission of information can be considered effective.
In addition to simple direct communication relationships, there are so-called “ communication networks“- connection of individuals participating in the communication process in a certain way using information flows (Fig. 1.12). In this case, it is not individuals as such that are considered, but communication relations between individuals. A communication network involves the flow of messages or signals between two or more individuals.
The network created by the leader consists of vertical, horizontal and diagonal connections. Vertical connections are built along the line of leadership from superior to subordinates. Horizontal connections carried out between individuals or parts of an organization of equal levels. Diagonal connections– connections with other superiors (upward) or subordinates (downward). The network of these connections creates a really existing system of organization.
Personal satisfaction from a job well done and pride in the fruits of their labor instill a sense of purpose in workers. From the point of view of motivation, this is no less important than the monetary equivalent of the work performed. Managers have always been interested in the conditions under which a person shows interest in working on someone else’s assignment. These developments come down to a number of theories, for example, A. Maslow’s theory of needs (Fig. 1.13), F. Herzberg’s theory of duality (Fig. 1.14), Porter-Lawler theory, theory of justice, etc.
A person who has acquired knowledge and skills in the process of training and advanced training, accumulation of production experience, wants to apply his skills in work. And the more he succeeds, the greater the degree of his satisfaction, and, accordingly, the degree of expression of his motives. In this case, the employee considers the goals of the organization to be his goals.
Where management and labor organization provide employees with opportunities to realize themselves in their business, their work will be highly effective and their motivation to work will be high.
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6. Control. Any work of a manager or performer needs control. Control as a function of management allows you to timely detect bottlenecks, discrepancies between norms and standards and reality, correct them or correct the actions of employees. Control is usually associated with power, “command”.
Management control is a continuous process that involves monitoring and regulating various activities to facilitate the accomplishment of management tasks. Effective management control is created by connecting it with the strategic planning process. It monitors the implementation of strategic plans so that managers can determine how well they are being implemented and where changes or adjustments need to be made (Figure 1.15).
In the most general terms control can be defined as the process of measuring (comparing) actually achieved results with planned ones.
In classical management control function should be understood as a type of management activity, thanks to which it is possible to keep the organization on the right path by comparing its indicators
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activities with those established in the plans.
All control systems are based on the idea of feedback, that is, they compare actual achievements with predicted ones. As a result, deviations are established to either correct negative influences or enhance action in case of positive results. It is difficult to identify the main function, since at different times, but at different stages, the meaning of the functions may change. For example, the final stage of analysis may stimulate new planning or coordination, activation, etc.
Along with the management functions of a specific object as a whole, certain functions-tasks can be identified for individual units of the apparatus, for example, technical preparation of production; different types of services; quality control of products, etc.
Each function-task, on the one hand, is relatively independent, and on the other hand, it is woven into the general outline of the implementation of all management functions as a whole.
Management principles
The principles of organizational management determine the requirements for the system, structure and organization of the management process, that is, the management of the organization is carried out through the basic assumptions and rules that guide managers at all levels. These rules determine the manager's line of conduct.
Thus, management principles one can imagine as fundamental ideas, patterns and rules of conduct for managers in the implementation of management functions .
The principles of management were first formulated by G. Emerson. A. Fayol continued his work, developing 14 principles of management, which he followed during his practice and on which, as he believed, the success of management depended:
1. Division of labor(allows you to improve your skills, increase the volume and improve the quality of the product produced with the same labor costs);
2. Power and responsibility(the right to give orders and not be responsible for the results of one’s actions).
3. Discipline(obedience and interaction between managers and workers, based on compliance with the rules and procedures established in the organization. Discipline depends entirely on managers).
4. Unity of management(only one boss can give orders regarding any action, and his subordinates bear responsibility for the execution only to him).
5. Unity of leadership(one leader and one plan of action, one program for a set of operations that pursue one goal).
6. Subordination of individual interests to common ones(in an enterprise, the interests of employees or a group of employees should not be higher than the interests of the enterprise. When interests collide, the most difficult task for managers is to reconcile them).
7. Staff remuneration(payment for work performed must be fair and satisfy both employees and management).
8. Centralization(centralization or decentralization is a matter of measure, which must be in accordance with the situation and methods of leadership).
9. Hierarchy(managerial positions from low to high).
10. Order(every thing and every employee must always be in its place).
11. Justice(a benevolent attitude towards employees in their desire to perform their duties in the best possible way. Justice is a combination of benevolence and justice).
12. Staff stability(violation of staff stability, staff turnover is a consequence of the poor state of affairs at the enterprise).
13. Initiative(managers should encourage initiative that will create and implement the proposed plan).
14. Personnel unity(creating a corporate spirit and unity of staff at work. Dividing hostile forces in order to weaken them is a necessary matter, but dividing one’s own forces in an enterprise is a gross mistake).
All management principles are usually divided into two large groups: private and general.
General principles management: applicability, consistency, multifunctionality, integration, value orientation.
TO private principles management include: the optimal combination of centralization and decentralization in management; collegiality; scientific validity of management; planning; combination of rights, duties and responsibilities; autonomy and freedom; hierarchy and the presence of feedback; motivation; democratization of governance; state legality; organic integrity of the object and subject of management; stability and mobility of the control system.
Related information.
Recognition of the special role of managers raised the question of their professional isolation and special training. The professionalism of a manager lies, first of all, in mastering special knowledge and skills in the field of organizing production (commerce) and management, and the ability to work with people in various fields. According to research, a modern leader should only be 15-20% a specialist in his field, and, above all, an organizer, psychologist, and sociologist.
The following requirements apply to any manager:
- - knowledge in the field of enterprise management;
- - competence in industry technology issues;
- - possession of entrepreneurship skills, the ability to control the market situation, actively redistribute the company's resources;
- - the ability to make informed decisions with the participation of lower-level employees, to involve them in execution;
- - experience and knowledge in the field of analyzing the economic situation in the markets or their segments in which it operates;
- - ability to analyze the activities of competitors;
- -the ability to foresee the development of the market situation and state regulation of the economy.
Managers must have organizational skills, which are understood as individual psychological characteristics of a person that allow a person to master methods of organizational activity and successfully implement them. Organizational skills include:
- - adaptive mobility (propensity for creative forms of activity, deepening knowledge, initiative, willingness to take risks, desire for innovation, entrepreneurship);
- - contact (sociability, ability to understand and convince people);
- - stress resistance (intellectual and emotional security in problematic situations, self-control);
- - dominance (power, ambition, desire for leadership, strong-willed character).
The most important requirement for a manager is the ability to manage people. Knowledge of your direct subordinates, their abilities and capabilities to perform the work entrusted to them, knowledge of the conditions connecting the enterprise and employees, protecting the interests of both on a fair basis. Also, the manager must be psychologically competent and must be able to eliminate those who are incapable in order for the company to function effectively.
The manager must also have leadership qualities. A leader has a different character of action than an ordinary manager-administrator. He does not command, but leads others, and they act in relation to him not as subordinates, but as followers who share his views and are ready to follow him. In this case, the leader finds himself in the role of an inspirer; he does not control those around him, but builds relationships with them on trust.
Managers direct the work of subordinates in accordance with plans, while taking a passive position, clearly regulating rights and responsibilities. Leaders determine what goals to strive for, formulating them independently, without going into unnecessary details. At the same time, the leader must be psychologically recognized by others as the only one who is able to ensure the satisfaction of their needs. To do this, a person claiming to be a leader must have a clear vision of the future and the paths to move towards it.
A manager's special talent is the ability to make decisions quickly and correctly. Problem solving is never easy, but the skills involved can be developed to a great extent. A manager suffering from the problem-solving problem habitually allows unresolved problems to be left for tomorrow. As a result, a large range of problems accumulate that the manager is no longer able to solve. Naturally, such a manager fails.
One can give a great many examples when this or that manager shows a creative (non-standard) approach in his activities. This quality is especially necessary for modern managers, when the search for ways to effectively transition to a market economy is underway everywhere. Creativity in management has always been highly valued. A creative person is prepared to work in conditions of uncertainty. Managers who use a situational (unforeseen) approach in their activities are able to play many roles and modernly adjust their actions depending on the current situation.
To achieve the strategic goals of the organization, they can break with traditions, use innovative ideas, and take justifiable risks. In turn, a manager with relatively low ingenuity rarely comes up with new ideas and is unable to force others to think creatively and use new approaches to work. A leader who is unwilling to experiment, take risks, or remain creative in his or her work is limited by a lack of creativity.
Every leader must take care of improving the competence of those he manages. A good leader, among other things, also acts as a teacher. Advanced training, no matter what form it takes, is an essential element of managerial effectiveness. Therefore, a manager who lacks the ability and patience to help others develop is limited by his inability to teach.
When a manager fails to transform a group into a skilled and productive team, the manager is said to be limited by poor group building skills.
A manager must be an excellent diplomat, able to establish contact both with subordinates and other employees, as well as with authorities and partners. Rigidly pursuing your line is necessary, but not in all situations. Sometimes it is useful to give in and compromise. This is especially important if strictly pursuing one’s line can lead to the destruction or deterioration of relations with a person who is important for the existence of the organization. This applies to both people from the external environment and employees.
A manager has to be an innovator - a person who is able to implement plans that may seem unreasonable. First of all, this concerns the choice of a new area of activity of the organization or the introduction of a new product. This role of the manager cannot be fulfilled if he is not sufficiently competent and professional.
Work is unthinkable without contact with other people. In the process of work, the manager is forced to communicate with both employees and clients. Therefore, a manager must be a good communicator. The word "communicator" appeared not so long ago; used to denote a person who knows how to communicate effectively, has a high level of communication culture and knows how to influence people. This role of a manager requires a wide variety of skills and abilities. Firstly, this is linguistic literacy, the ability to speak correctly and beautifully, write correctly and express one’s thoughts accurately, succinctly and concisely. Not a single person has ever made a career without being able to write business letters well. Secondly, this is a high level of general culture, familiarity with the main achievements of mankind in the spiritual and material spheres, the ability to speak not only on special, but also on general topics. A person who knows how to carry on a conversation and unobtrusively shows his deep knowledge has always aroused respect, sympathy and interest. When dealing with business partners, it is realized that the success of a transaction often depends not only on its profitability for the parties, but also on the impression that a person leaves about himself. Finally, a manager must be a role model for other people. The manager's activities take place in full view of the majority of people; employees, subordinates, clients, partners. Therefore, a good manager should not have qualities that could serve as a basis for his condemnation. If a manager embodies positive qualities, it will be easy for him to win people over and achieve what he really needs.
Thus, a market economy requires a manager to:
- - ability to manage oneself;
- - reasonable personal values;
- - constant personal growth (development);
- - problem solving skills;
- - ingenuity and ability to innovate;
- - ability to influence others;
- - knowledge of modern management approaches;
- - ability to train subordinates.
Abstract topic
Manager: functions, tasks, requirements for a manager,
Ulanova Maria Nikolaevna,
8th grade student
Main part…………………………………………………………….5- 20 pp.
Manager and requirements for him………. 5-6 pp.
- perfect knowledge of your direct subordinates, their characteristics and capabilities for performing the specific work assigned to them;
Knowledge of the conditions connecting the enterprise and the employee and protecting the interests of both parties on a fair basis;
♦ elimination of the incapable in order to maintain the unity and correct functioning of the company.
According to A. Fayol, the manager must eliminate or propose the elimination of any functionary who, for any reason, has become unable to perform the tasks assigned to him. This requirement of duty is always difficult, often painful. This duty calls for the highest moral qualities of the commander and, in particular, for a certain civic courage, which is sometimes more difficult to demonstrate than military courage.
The market economy creates a need for managers who are creative, well-informed, know how to make the best use of resources and ensure the efficiency of the company.
Among the main manager functions highlight:
* Planning - determining the goals of the organization and actions to achieve them;
* Organization - structuring the work of employees, increasing work efficiency;
* Directing is the process of communicating decisions from the manager to his employees;
* Coordination - coordination and establishment of relationships to achieve set goals;
* Motivation - creating conditions that encourage employees to effectively perform work in accordance with their responsibilities;
* Control - ensuring the achievement of set goals by tracking the work process, deadlines for its completion and timely correction of errors.
Managing an individual employee (junior manager or specialist) includes the following minimum set of actions and procedures performed by the manager:
* Transfer of rights and resources: subordinate managers are given the right to manage employees and the right to manage resources, subordinate specialists are given only the right to manage resources.
* Analysis of results and formation of an assessment of the effectiveness of subordinates.
* Preparation and implementation of corrective management actions.
Experts note that, in functional terms, all the actions of a manager can be conditionally distributed into three groups. We can assume that the performance of functions assigned to one of the three groups corresponds to one of the three roles of the leader.
In this system, the main place is occupied by the “Administrator”, who carries out the necessary actions to manage the employees subordinate to him and create the necessary microenvironment. The “Technologist” provides technological support for the manager’s actions and preparation of decisions, and the “Specialist” is engaged in related activities of a non-managerial nature.
In some cases, specific actions of a manager cannot be unambiguously attributed to one or another role. The conventionality of the role-based approach manifests itself in situations where a manager has to solve problems that are simultaneously within the responsibilities of different roles. For example, decision making is an activity in which both the “Administrator” and the “Technologist” participate. However, the distribution of managerial functions in the form of a system of three roles allows, ideally, to provide all the functional needs of the manager.
A manager's resources represent a set of funds that he has and that can be used by him in the process of management activities. The manager's resource system is formed from several sources and includes: administrative, professional resources and psychological resources of the individual.
The source of administrative resources is the management hierarchy. The personal administrative resources of a manager include the right to supervise subordinates and manage resources corresponding to his position. Obtaining this resource occurs at the moment when the manager “enters the hierarchy”; this process can be called the manager’s hierarchization.
A manager's professional resources include accumulated experience in practical management activities and special knowledge.
The structure of professional resources should be focused on providing role requirements. One of the sources of these resources is the individual himself, who independently initiates the processes of acquiring knowledge, and the hierarchy as a source of managerial experience and knowledge.
A manager's psychological resources include his style of business behavior and way of thinking. The source of this resource is the personality itself, given by the structure of basic components, including abilities, temperament, character, volitional qualities, emotions and motivation.
The balance of the resource system is one of the conditions for good managerial performance: the professional and psychological resources of the manager must correspond to the administrative resources that will be provided to him as a result of hierarchization.
VPSH -> Thematic plan
VPSH -> Genetics as the scientific foundation of biotechnology
VPSH -> Lecture 2 Speech etiquette as a rule of verbal communication. Rules of speech etiquette
VPSH -> Laws and rules of effective communication
VPSH -> Human genetics (anthropogenetics)
VPSH -> Biotechnology Basics of biotechnology Objectives of biotechnology Structure of modern biotechnology Biotechnology is an area of human activity that is characterized by
The distinctive features of a modern manager include competence, dignity and high responsibility, a sense of the new, the ability to take risks, sensitivity to change, mobility, and high efficiency.
In modern conditions, a leader who knows his business, knows how to organize and manage well, achieves his goals at the lowest cost, and who has a high educational level and professional qualifications is valued. A full-fledged manager in our country must have a good knowledge of the Russian language and perfect command of English, master the situation in the business world, know a computer and be able to use global information systems.
A manager must take on problems at the limit or beyond his capabilities. “Second wind” will allow you to achieve your goal.
Modern requirements for a manager are pleasantness and courtesy with subordinates, benevolence, trust, commitment and revenue, openness. The manager must make compromises that have the least negative consequences.
An effective leader must understand and accept as a fact that the alternative he chooses may have disadvantages. However, it should be the most attractive in terms of the final effect and not paralyze their will to achieve success. When making decisions, be guided by intuition, knowledge, accumulated experience, and rationality. The modern activity of a manager presupposes high self-organization of his actions, demonstrating an example of executive discipline and exactingness.
The listed features of a modern manager include the practicality of the mind, its depth, clarity, insight, which allows not everyone to comprehend what is accessible, as well as activity, initiative, perseverance, self-control, observation, independence, responsibility.
Table - Modern requirements for a manager
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Name of requirements |
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Competence |
Perseverance |
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Dignity and high responsibility |
Self-control |
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Feeling new |
Responsibility |
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Ability to take risks |
Organizational flair |
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Sensitivity to change |
Be guided by empathy |
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Mobility |
Selective staff incentives |
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High efficiency |
Constantly demanding of subordinates |
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Pleasantness and courtesy with subordinates |
Ability to find talent in employees |
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Benevolence |
Modesty |
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Sincerity |
|
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Mandatory |
Compassion |
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Openness |
Courage |
|
Ability to make compromises |
Patience |
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Practicality of mind, its depth |
Doubts |
|
Clarity, insight |
Caution |
|
Activity |
Skepticism |
|
Initiative |
Paying close attention to control |
A modern manager must emphasize organizational sense. This term refers to the ability to quickly delve deeply into the psychology of other people. Organizational sense allows a manager to determine the abilities of employees, to detect changes in relationships in the team, and to group people depending on their likes and dislikes.
A manager must be guided by empathy in his activities, developing the ability to empathize, the ability to put himself in the place of a subordinate and experience his condition.
Very important in the activities of a manager is selective stimulation of staff and constant demands on subordinates, the ability to find in employees the abilities that they can do best.
The necessary qualities of a modern manager are also: courage, patience, kind envy, doubt, caution, modesty, sincerity, compassion, conscience. Courage counters the fear of failure and the fear of moving towards success. A manager needs patience to achieve success, and it cannot be achieved instantly. Only perseverance and conscious overcoming of difficulties leads to the goal. The feeling of annoyance caused by the well-being and success of another should be benevolent and liberating from anger. Skepticism, doubt, and caution accompany making responsible decisions. A humble manager sees himself as an integral part of his surroundings. Sincerity is the basis of self-confidence. A worker who believes his own lies does great harm. Pity and sympathy for others increase a person’s energy. “Conscience and untruth do not get along.”
The code of honor of a modern manager should be like this. Respect for authority and elders. Respect for employees at all levels of management. The ability to keep their word. Clear and correct speech. The ability to relax and reflect on your life. Respect for the culture and traditions of one’s country and other states, human life, dignity and human rights. The use of company property and information belonging to it for personal gain is unacceptable. Honesty and truthfulness. Respect for even property rights. Respect, prestige of the manager, his well-being should be results, but not the goal. A strong and prosperous family of a manager is the key to the prosperity of the company.
Manager's code of honor may also state that work that violates the law or ethical standards should not be performed. A manager should not agree to work that is not within his competence.
For a modern manager, it is unacceptable to renounce personal responsibility and support the growth of employee qualifications, to be a boss and not a friend. He should not be overly principled in assessing the actions of employees and manage all of them equally, focus on problems rather than goals, and forget about the importance of profit for the organization. Negative traits of a manager will be considered to be the use of privileges, suppression of criticism, punishment for initiative, and failure to fulfill promises.
Managerial failure is caused by excessive desire for salary increases, status symbols, excessive self-concern, self-isolation and hiding thoughts and feelings.
A modern manager must pay close attention to control. Lack of control makes management insolvent. Control by the manager should not be limited to one-time events, but be a daily task. At the same time, total control creates negligence and makes workers dependent. Hidden control only causes frustration among subordinates. A manager should not control out of mistrust and keep his benefits to himself.
Other materials from the section
With the development of a market economy, in particular in our country, the terms “management” and “manager” quickly and firmly entered into our lives and into our vocabulary, replacing such terms as “management”, “managerial activity”, “leader” , "director". Although all these words are synonymous with each other, the term “management” has a broader meaning. In general, “control” is the influence of the control system (the subject of control) on the controlled system (the object of control) in order to transfer the controlled system to the required state. In particular, the manager acts as the subject of management.
Management concept.
Before talking about the manager and his functions, it is necessary to introduce the concept of “management”. This term comes from the American management – management. Management is an independent type of professional activity aimed at achieving, in the course of any business activity of a company operating in market conditions, certain intended goals through the rational use of material and labor resources using the principles, functions and methods of the economic management mechanism.
This concept is narrower and applies only to the management of socio-economic processes at the level of a company operating in market conditions, although recently it has begun to be applied in the United States to non-entrepreneurial organizations.
If we expand the definition of “management” a little, we will see what it includes:
market research (demand, consumption), i.e. marketing and forecasting;
producing products with minimal costs and selling them with maximum profits;
personnel management, therefore, knowledge of sociology, psychology, as well as analysis of information and development of programs to achieve the goal.
I believe that the main function of management is the ability to achieve goals. In small firms, this role is performed by the director himself, and in large firms - by the manager (organizer, manager, leader). On the one hand, due to the multi-level management system, the director cannot finalize his decisions himself and control their implementation at lower levels; moreover, he has many other things to do, more global tasks and problems. On the other hand, a professional manager will often solve many problems better than a director. So the manager is sometimes the most important person in the company. I would like to give one example of this:
In 1981 Chrysler invited the famous professional manager Lee Iaccoca to the position of senior manager. The essence of the deal was that Chrysler in 1980. suffered losses of $1.1 billion, finding itself on the brink of bankruptcy. Lee Iaccoca at that time occupied 1st place on the list of the most successful businessmen. The negotiations did not go well, because Lee Iaccoca did not agree to move to Chrysler, despite the fantastic salary offered to him. The disagreement was over his management rights at Chrysler. Until these rights were guaranteed, Lee Iaccoca did not want to hear about the transition. In the end, Chrysler agreed that it was better to give unlimited rights to a person who knew how to lead the company out of crisis than to lose prestige, and then the company. And what? Within three years of its decline, Chrysler achieved the highest level of vehicle production and quality in its entire history, and since 1985. from year to year began to win additional shares of the American and world markets.
This example shows how important the profession of manager is, and what a professional can do in this matter. But in order to achieve a high level in management, you need to clearly know your functions and what they mean. About this, i.e. The functions of a manager will be discussed in this essay.
Requirements for a manager
The term “manager” is quite widespread and is used in relation to:
the organizer of specific types of work within individual divisions or program-target groups;
the head of the enterprise as a whole or its divisions (divisions, divisions, divisions);
leader in relation to subordinates;
an administrator at any level of management who organizes work, guided by modern methods, etc.
High demands are placed on managers at any level. There are several roles that a manager plays:
Manager-diplomat.
Among the skills and abilities of a manager, the ability to negotiate acts as a significant property. Today, senior managers spend most of their time networking.
Innovative manager.
It is much easier to increase labor productivity using new equipment and technologies than to constantly repair old equipment.
Manager-Manager.
In particular, he is required to:
availability of general knowledge in the field of enterprise management;
competence in the matter of production technology in the branch of production to which the company belongs by the type and nature of its activities;
possession of not only administrative skills, but also entrepreneurship, the ability to control the market situation, take initiative and actively redistribute the company's resources in the most profitable areas of application;
making informed and competent decisions based on agreement with subordinate managers and employees and distributing everyone’s participation in their implementation.
Since making a management decision is a complex process, I would like to look at it in more detail.