Current page: 9 (In total, a book of 19 pages) [Available excerpt for reading: 5 pages]
8.3. Test "Ability to make decisions taking into account previous mistakes"
It is often said that people learn from their mistakes. But no less often pronounce the expression "stepped on the same rake ...". This test will show how much you can take into account the previous errors and make the right decisions.
"Yes" should be answered for this test, "no", "I do not know."
1. Did you ever make a vital mistake, the results of which you felt for several months or years?
2. Is it possible to avoid this error?
3. Do you insist on your own opinion if you are not 100% sure of its correctness?
4. Have you told someone from the closest about your biggest vital mistake?
5. Do you think that at a certain age, the character of a person can no longer change?
6. If someone delivered you a little chagrin, can you quickly forget about it?
7. Sometimes you consider yourself a loser?
8. Do you think yourself with a great sense of humor?
9. If you could change essential eventswho took place in the past would build your life otherwise?
10. Does you lead more of the case when making daily personal solutions than emotions?
11. Is it difficult for you to make small decisions on issues that every day puts life?
12. Did you use the Council or the help of people who are not among the closest persons when making vital decisions?
13. Do you often return to moments to minutes that were unpleasant for you?
14. Do you like your character?
15. Did you have to ask for someone for forgiveness, although you did not consider yourself to be guilty?
For each answer "Yes" to questions: 1, 3, 5, 7, 9, 11, 13 and "No" to questions: 2, 4, 6, 8, 10, 12, 14, 15 Get 10 points. For each answer, "I do not know" - 5 points.
From 100 to 150 points– You have an exceptional ability to complicate your life. You may already be at that stage when your own mistakes you rate as success. You are on the way to another vitality! Immediately find myself the adviser before take another erroneous decision, which neither you nor your surroundings will be satisfied again.
From 50 to 99 points– perhaps the fact that you call a great mistake you once allowed in life today is connected with another look at yourself and your past. Your caution is not always a guarantee of full life luck.
From 0 to 49 points– in the near future you do not threaten the danger to allow a vitality. Naturally, the guarantee of this is yourself. You have a lot of features that have people with great abilities of good planning and foresight of their own future. It seems that you fully feel yourself the Creator of your life.
1. Following the test, develop an individual decision-making model.
2. Implement the following questions:
What is meant by the "Management Decision"?
What is the importance of making a management decision?
What are the key points in decision-making?
How is the decision making algorithm?
8.4. SituationEmployees of the Sales Department and the Advertising Department cannot come to a common opinion on the issue requiring joint efforts. They come to the supervisor and describe him the situation. The long discussion begins with convincing arguments on both sides. Soon all participants in the conversation understand that its ultimate goal is not to develop optimal solution, and upholding your own point of view. How to enter the manager in this situation to take the right decision?
You, being the head of the Sales Department, independently, without the knowledge of your head and without a meeting with your colleagues, made a disposal to shipping your products to a completely new consumer, as you have been offered a favorable price for products. But your new partner was the "invisible company", and you did not receive payment for products. Your head in anger, since the company suffered tremendous damage. What is your mistake and how do you build your explanation with the head?
You, as a manager, offer a solution to an important problem in a shorter period, and even as a result and profit, but the implementation of this decision is very risky. What do you do?
You are the head of the enterprise. You need to go to a long business trip. Instead you have two deputies. The first works well in the team, but evades the achievement of the goal, another always achieves the goal, but has difficulties with delegation of authority. There is a conflict between them. Which of them should be appointed elders?
You entrust the important task competent, in your opinion, an employee. But suddenly you will learn about a person who is more competent in this matter and can fulfill this task much better. How do you do in this situation?
You suddenly learn that the employee who you instructed the development of an important project, on the same issue works in parallel in another company. What decision will you take in this situation?
Topic 9. Delegation of authority
Delegation should be considered one of the most important problems in management and, at the same time, one of the most complex and relevant. In general, under delegation, it is possible to understand the transfer of a subordinate task from the scope of the manager's actions.
Delegation of authority is the method of expanding the management capabilities of the head by transferring part of their rights and obligations to subordinate.
One of the most important advantages of delegation is that it, providing a certain independence in the work, makes it possible to find out if they have the depositors necessary for management activities, and if they are available, in this case delegation will allow them to develop them.
9.1. Test "How do you cope with delegation?"If you do not have time to do your job, if you constantly lack time, then some of your current work you need to convey subordinates. To find out the answers to these questions will help you the following test.
Answer questions "Yes" or "No".
1. Do you continue to work after the end of the working day?
2. Do you work longer than your employees?
3. Are you often performing for other work with which you could completely cope without your participation?
4. Do you manage to find, if necessary, a subordinate or colleague that would help you?
5. Does your subject know your tasks and the scope of activity well enough to replace you if you leave a long business trip?
6. Do you have enough time planning?
7. Is your written table be chosen when you come back from a business trip?
8. Do you still do business or problems from the scope of responsibility that was enshrined by you before promoting?
9. Do you often have forced to postpone the important task to perform others?
10. Do you often have to strain to meet on time?
11. Do you often dictate the secretary most of its memorable notes, correspondence and reports?
12. Do you spend time on the routine work that others can do?
13. Do you often address you about the tasks not made by your subordinates?
14. Do you have time for public and representative work?
15. Do you strive to keep up to date and have information about everything?
16. Do you have great effort to adhere to a sequence list of priority?
Calculate the number of answers "Yes" and "No". If a:
0 - 3 answers "Yes"– You delegate perfectly;
4 - 7 answers "Yes"– you have reserves for delegation;
8 andmore answers "yes" -it seems that delegation represents a serious problem for you. To solve this problem, you must give paramount attention.
9.2. Test "Do you know how to make rational solutions?"In order for the work to be productive and efficient, each manager should be considered with the opinion of its colleagues. A good specialist can come to the rescue and not interfere in foreign cases, if this does not require the situation.
1. You go abroad to relax, but do not speak any foreign language. Your actions:
a) hire the translator;
b) do not release the dictionary from the hands and are trying to explain;
b) Do not leave the hotel.
2. The boss went on a business trip, leaving the phone number of the hotel in which he stopped. Your actions:
a) constantly call him to agree on various issues;
b) Call to find out how to get;
b) Ask him when it returns.
3. Departure of your flight is postponed, and passengers are forced to sit on the plane. Your actions:
a) Meet the surrounding passengers and tell the jokes;
b) humble with the situation, but ask for an extra dinner in compensation for moral damage;
c) take the stewardess to the hostage.
4. In the campaign with the friend you lag behind the main group. Your actions:
a) take command on yourself, if not you, then who will find the road;
b) one give to study the map, the other is sending to learn the area: one head is good, and two better;
c) do not worry, you will not disappear.
5. The neighbor in the hostel you first ask:
a) only a name;
b) whether there are common acquaintances;
c) ask anything: if something needs, it will be suitable.
6. A couple of days you hurt and launched a little. Returning to work, you:
a) without raising the heads, deal with the affairs;
b) ask colleagues to help;
c) do not panic: everyone knows that you were sick.
7. You decide to buy an apartment. Your actions:
a) call the real estate agency;
b) buy ad newspaper;
c) decide how a housewarming will be held.
8. A friend has a party, he invited you. Your actions:
a) Interested to help;
b) just welcome this idea;
c) We buy everything you need, it will not be superfluous.
Table 28.
From 8 to 14 points– You really take too much. Be careful, it may not affect your health. Learn to make decisions correctly and distribute authority.
From 15 to 17 points– Your ability to use your strong and weak sides Decent imitation! You play the team wonderful and understand that the overall work brings a bigger result than a personal victory. You are attentive to others and are not afraid that you will be summed up, choosing those who can rely on. When you need, you go forward when it is necessary - you give way to the road. Do not promise unnecessary, balanced. All this only strengthens your leader's position.
From 18 to 24 points– do not be too passive in decision making. It certainly does not affect the beneficial on the results of your activity!
9.3. Test "Do you need to apply delegation methods?"To determine your degree of suitability for independent work, we suggest answer questions. Answers are as follows: "Yes" - 1; "I find it difficult to answer" - 2; "No" - 3.
1. Do you have enough professional knowledge in your favorite activities?
2. Are you capable of distributing work among subordinates by leaving yourself the most important?
3. Can you solve multiple control problems (formation of the order portfolio, predicting the financial condition and profitability of individual products, the use of a rational wage system, etc.)?
4. Do you trust yourself completely or will resort to the help of specialists in individual issues?
5. Will you control the execution of orders?
6. Will you trust your subordinate the choice of the work method?
7. Do you consider the expenditure of funds to advance the qualifications favorable investment?
8. Do you have a fairly clear idea of \u200b\u200byour activities for the next year or two?
9. If you have to share income with your comrade and partner, are you sure that you will save friendly relations with him?
10. Did you give a firm promise if you do not have confidence that you will be able to perform it?
11. Do your relatives and friends agree with your intentions to engage in entrepreneurial or management activities?
12. Are you able to highlight with a high load time to think about promising issues?
13. Do you have the necessary means to open a new case or the beginning of a new activity?
14. Do you make the records of what you have thought to implement?
15. Do you plan your working day?
16. Will you celebrate the achievements of your subordinates or try not to notice them?
17. Are you able to hide your irritation?
18. Have you guessed the certificates about similar production?
19. Can you profit, which is more than the profits of competitors?
20. When choosing legal form Do you have a tax system?
21. Do you take into account that business partners may not always be sincere?
Table 29.
From 80 to 124 points– boldly try to work yourself;
From 40 to 80 points– think again if you have enough delegation skills.
From 40 points and less– it is better to be achieved with the relevant helpers.
9.4. Test "Your Delegation Style when working with documents"Delegation is a very important part of the work of the head. But it is necessary to delegate authority correctly. This test task will help determine how correctly you can delegate authority on the example of working with documents.
The test consists of 4 groups, each of which includes 3 questions. For the answer "absolutely fair" 3 points relies; For the answer "perhaps, fairly" - 2; for the answer "not quite so" - 1; For the answer "absolutely wrong" - 0 points. Calculate the points you entered.
1. When I have a lot of urgent work, I often postpone new papers aside.
2. When I'm not too downloaded by other affairs, I processed most of the papers myself.
3. I personally disassemble the correspondence, because no one will handle it with her, and the type of unread papers is annoying.
1. I have to overcome the internal resistance when I assign the subordinate to prepare an important document.
2. Most of the documentation on less important issues are prepared by my subordinates.
3. I appeal for help to others only when the possibility of service trouble becomes very real.
1. It annoys me that you have to spend time on a paper routine, and when I'm busy, paper is moved to the side.
2. I do not consider myself obliged to respond to each piece of paper addressed to me.
3. I do not think that the volume and nature of the service correspondence reflects the success of my work and my position in the organization.
1. When I come across a crisis situation, I lack time to read all the documents.
2. Only the thought of dismissal can make me add a service report.
3. I always have more important things, so I postpone the routine documentation aside.
If you scored 7 or more points on the 1st group, you, most likely, "Superplate", and therefore tend to do more than necessary, the share of paper work, shortening its subordinates. True, some of the highest bosses like your permanent employment, but the label of the "starry servants" does not guarantee the promotion and respect for colleagues and solar.
If you scored 7 or more points on the 2nd group, then you are most likely a "decoder". Of course delegation of duties - one of the most important rules Modern management science, and it can greatly facilitate your work (naturally, if delegated correctly). Of course, over time, you will master the art of delegation, but it is better to reduce this process by shifting the management literature.
If you scored 7 or more points on the 3rd group, so you are inherent in the features of the "Antiburocrat" and you tend to ignore the importance of paper work. Such habits can be expensive, if in your organization the volume of paper work is great and it attached great importance. Therefore, you should reconsider your attitude towards "pieces" or search for a place in an organization where paper work is less.
If you scored 7 or more points on the 4th group, it means that you are too much from the "Vololchikchik" and you are doomed to constantly listen to reproaches for the delay in various documents. Only a more differentiated approach to incoming documentation and wider use of delegation can help out you.
Finally, if on the 4th group you scored 3 points and less, then you feel about paperwork too Eastivo, forgetting that there are more important things that require your personal presence.
1. In order to make the skills in delegation of authority, fill out the so-called register of instructions according to the sample, to which specific tasks must be made (in accordance with the priority of ABB), the execution time and the results of control.
2. On the basis of the studied material "delegation of authority" and the material "Secretary of the Head", make a job description for the secretary of the head of the commercial organization in accordance with the following sections:
Name of the department;
Title of office;
Requirements for education;
Requirement for work experience;
List of functions performed;
Requirements for professional qualities;
Rights and obligations.
9.5. SituationOn the conversation came to you, the subordinate to which you instructed to control the execution of an important decision. He claims that he does not have time to follow the activities of other people with his current work at the same time, and requires that this additional work He paid a premium. You firmly know that the main activity of this employee is less than half of all working time. You:
a) agree with his arguments and pay the award;
b) give him a few more people in the helpers and share the prize between them;
c) refuse to him in his demand, leading as an argument that he does not deserve the award;
d) instruct his work to another employee.
Choose the most suitable of the solutions or propose your own.
You laid on your subordinate, brigadier repair organization, responsibility for learning young workers. For this you provided him with certain rights. Some time later, passing by, you involuntarily witnessed how he is engaged in a newcomer, and discover what he does it completely wrong. What do you do?
There is an important point that requires an urgent decision. As you do in this situation:
a) you will find an employee for whom this case is of the greatest value, and assign it to those responsible for execution;
b) Tell the execution of a less downloaded employee?
You instruct the task of your subordinate, knowing that only it is able to fulfill it well. But suddenly you will learn that he reconciled the task to another person, and as a result, the task for a deadline was not fulfilled.
You call both both and say: ...
You gave an order regarding solving the problem. Your subordinate did not fulfill this order, but I solved the problem using other means. You understand that his solution is better than yours.
How to enroll in this situation?
Your immediate superior, bypassing you, gives urgent task to your subordinate, which is already busy with the fulfillment of your responsible task. You and your boss consider your tasks urgent.
Choose the most acceptable solution for you:
a) Without challenging the task of the head, I will strictly adhere to the subordination, I will suggest subordinate to postpone the execution of the current work;
b) it all depends on how much the boss is authoritative;
c) I will express my subordinate disagreement with the task of the chief, I will warn it that I will continue in such situations to cancel the tasks assigned to him without consent to me;
d) In the interests of the case, I will offer to subordinate to fulfill the work done.
Keys and test results
The key to the test 5.1 "Do you know how to give orders?"
Up to 60 points - your orders are ineffective;
61-85 points - the effectiveness of your orders is satisfactory;
86-92 points - you give the right orders;
93-100 points - your orders are literate, correct and highly efficient.
Key to test 5.2 "Manual Efficiency"
Calculate the number of answers "Yes" and "No".
Since the questions were the criteria for successful leadership, all 40 questions assumed the answer "yes". However, 40 answers "Yes" - the result of the ideal, highest management capacity. As every ideal he is practically unattainable, if you were sincere and did not try to present ourselves in a more advantageous light.
It is important to note how much you gave no answers "no" and which questions.
What the ratio of the answers "yes" and "no" is considered optimal? It depends on your levels of your claims. A good managerial potential characterizes the receipt of more than 33 answers "Yes."
Situation 1.
Your secretary is often late for work and each time explains this is a rather valid reason. She is good and responsibly fulfilling all the orders, but because of her delays you do not always have time to start the work scheduled on time. You would not want to dismiss her, but today everything happened again.
You speak:____________________
Situation 2.
In the reception director, three elderly visitors are long enough for permission to enter. On the clock 18.00. The director is very busy, constantly comes and leaves. After another 20 minutes, the head of another manufacturing association comes to him. After 30 minutes. The director comes out to be explained with visitors, one of which indicates a sign: "Reception for personal matters from 17.30 to 18.30."
How do you do on the site of the director?
Situation 3.
Your immediate superior, bypassing you, gives urgent task to your subordinate, which is already busy with the fulfillment of your responsible task. You and your boss consider your tasks urgent.
Choose the most acceptable solution for you:
a) Without challenging the task of the head, I will strictly adhere to the subordination, I will suggest subordinate to postpone the execution of the current work;
b) it all depends on how much the boss is authoritative;
c) I will express my subordinate disagreement with the task of the Chief, I will prevent it that I will continue in such cases, I will cancel the tasks assigned to him without consent to me;
d) In the interests of the case, I will offer to subordinate to fulfill the work done.
Situation 4.
There are three versions of the head of the head that gives the instructions to its secretary. What option do you think preferable and why?
1. I dictate a letter to you, which today needs to be sent.
2. It is necessary today to send a letter to such a supplier with further information about ... Could you make an abstract of the letter so that at three o'clock we could see it together?
3. It is necessary today to send a letter to the client I took in the morning, with further information about ... You do not take care of it? If you have questions, I am ready to listen.
Situation 5.
In the most busy period of completion of the manufacturing program, one of the employees of your team fell ill. Each subordinates are engaged in fulfilling their work. The work of the missing should also be performed on time. What to do in this situation?
A. I will see who from employees is less downloaded, and dispose of: "You will take this work, and you will help finish it."
B. Suggest a team: "Let's think together how to get out of the situation."
B. Let's ask for members of the asset to express their proposals, having previously discussed them with colleagues, then I will accept the decision.
The call to himself the most experienced and reliable employee and ask him to rescue the team by performing the lack of missing.
5.5. Practical task "Comparison various methods influence "
Give examples of effective and ineffective impact similar to those presented in the Workshop, and explain why it is impossible to use the same method in various situations and in various fields of authority and competence of employees.
Improve control quality; When expanding the scope of managerial duties of the head, delegation becomes one of the fundamental measures that allows the manager to cope with the sharply increased work.
Answer "Yes" or "No".
1. Do you continue to work after the end of the working day?
2. Do you work longer than your employees?
3. Do you often do other jobs with which you could easily cope?
4. Do you manage to find in case of the need for a subordinate or colleague that would help you?
5. Do your colleague know (or your chef) know your tasks and the scope of activity well enough to replace you if you leave your work?
6. Do you have time to plan your tasks and activities?
7. Is that "rolled" your desk when you return from a business trip?
8. Do you do other affairs and problems from the scope of responsibility that was enshrined by you until the last increase in service?
9. Do you often have forced to postpone the important task to perform others?
10. Do you often hurry to keep important time?
11. Do you spend time on the routine work that others can do?
12. Do you dictate most of your memorable notes, correspondence and reports?
13. Do you often address you about the tasks not made by your subordinates?
14. Do you have time to meet public and representative activities?
15. Do you want to keep up to date and have information about everything?
16. Is it worth a lot of effort to adhere to the list of priorities?
Keys and results of the test "Delegation of Powers"
Calculate the number of affirmative answers.Up to 3 - you delegate the powers great!
4-7 - You still have reserves for improvement and delegation.
8 or more - it seems that delegation presents for you a serious problem, the solution of which you should give paramount attention.
Test "Do you know how to give orders?" (7 min.)
The proposed test has a goal to determine the preliminary and current self-assessment of the effectiveness of the application of organizational and administrative manual methods.Mark the position table, most significant from your point of view. To do this, in the first column against each position, put an assessment of the importance (B) on the five-point system. After evaluating the importance against each recommendation, put a mark on a five-point system in the second column, reflecting the execution (s) of this recommendation.
The key to the test "Do you know how to give orders?"
Up to 60 points - your orders are ineffective;
61-85 points - the effectiveness of your orders is satisfactory;
86-92 points - you give the right orders;
93-100 points - your orders are literate, correct and highly efficient.
Showing slides and comments Trainer 5 minutes
Video "Why delegate authority" (8.15 min)
http://www.youtube.com/watch?v\u003d2hrcxbthlci.
Smash the group on the subgroups on the principle of puzzles.
Note colored balls. The task:
Marker on them to write the authority:
Red - powers that cannot be delegated
Blue - powers can be delegated, but should control the end result and coordinate the actions of the subordinates
Yellow - powers are transmitted forever, coordination and control is not required.
Discuss the opinion of groups (7 minutes for discussion)
Information for reflection (slides) "Success in foreign hands: Effective delegation of authority"
Video "What to delegate" (7.41 min)
http://www.youtube.com/watch?v\u003dav34gmhx9ve&feature\u003dchannel
Game "Delegation of Powers" (5 min.)
A volunteer is invited, it is given a capacity and 3 types of items differing in size: for example, apple, nuts and raisins and propose to put them in a container, such as a cup
Procedure. The coach offers the participant to place items in the container. The participant must do the following: first puts the apple into the cup, then the nuts and least raisins, and everything is perfectly placed.
If the items are laid in a different order, they do not fit, it turns out that the apples shove into the container with covered nuts and the raisins turn out to be very difficult: they lack the place. This analogy is: you as a manager first must fulfill "large" (important) cases, routine and less significant should be redistributed. But if the leader will take on routine affairs, then important things in its routine are no longer inside, the effectiveness of the manual falls.
Helps to distribute cases on important and secondary ABC analysis. In accordance with it, the tasks are divided into three categories:
And - the most important tasks and powers: 15% of all tasks brings 65% of the total contribution, the responsibility for them lies at the head.
B - Important tasks: 20% of the total number of tasks bring 20% \u200b\u200bof the contribution, may be delegated to substituents.
C - less important tasks: 65% of the total number of tasks bring 15% of the overall value of the result. These tasks can be delegated to a more subordinate level.
Case Stage (5 min. For preparation + 10 for discussion): divide the group to the subgroups on the principle of separation on seasons in which the birthdays of participants are located. Groups to give a task: Presidential elections were held and the chosen candidate should form a government, delegating the authority to manage various spheres. It is required to visualize the structure of the government and the principle of separation of powers.
Game "Babylonian Tower" (3 minutes)
■ combining all reviewed levels of planning;
■ Development of the ability to effectively plan the work of the Group, develop strategy, tactics and operational management;
■ Developing work skills, delegation and distribution of responsibilities;
■ reflection of the behavior of each in the team;
■ Detection of orientation on the task or process, leader's style.
Procedure. Participants are divided into 3 groups, each team has the same set of materials (100 sheets A4). Within 3 minutes, the team is planning to build a tower, then build it within 5 minutes. The team, which will build the highest tower, and this tower will slightly longer than others, will be recognized as the winner. The towers are measured by a centimeter ribbon. Then discusses construction and interaction strategies within teams.
Instruction. "Now, about 10 minutes, we will play a game called" Babylonian Tower ". Tale of the Babylonian tower is known to us since childhood: "People conceived to build a city and tower tall to heaven. But God decided to prevent their plans, mixing the languages \u200b\u200bof urban planners so that they stopped understanding each other. Grand construction stopped, the brick city and the tower turned into ruins , and builders dispersed throughout the land. "
In this game you will have the opportunity to build your "Babylonian towers", which should survive and not fall apart. To do this, you will need to combine all the planning levels studied and apply them to work in a team, as well as find a common language in order to act a single team and defeat.
So, now you need to divide on three the same team in terms of the number of people. It is better to unite on the principle of "with whom you have interacted the least". Each team I give out 100 sheets. This is the material from which you will build a tower. You are given 3 minutes to plan your work. At this time, you can work with sheets, but at the end of the planning, all the workpieces will return to the initial state, that is, will be deployed. Then within 5 minutes you will build your towers.
The team wins, whose tower will be the highest and just like others at the end of construction. "
Group discussion. Each team coach asks questions:
■ General impressions of the game? Are you satisfied with the result?
■ What tower construction strategy did you choose?
■ Was it possible to implement it?
■ What levels of planning were present? What was manifested?
■ How were the roles in the team?
■ Was the leader, how did the nomination occurred? What did he do?
■ What errors are allowed, what would be changed in a re-game? (Then analyzes the winner team strategy and its differences from other teams: which allowed them to be the first.)
■ What of the game can you move to your work?
The coach draws the attention of the participants to the fact that in the future they can transfer the survey and planning the work of their department. In addition, the changes are difficult to conduct alone, this requires a command and the ability to effectively distribute role roles, work for a single result.
Workout: The game "The sea is worried about ..."
Discussion of concrete situations:
Prepare a bag of S. various situations For the head, everyone should pull out one and in 60 seconds to think over behavior in this situation:
Specific situations:
Situation 1.You charge the task to your subordinate, knowing that only he can do it well. But suddenly you will learn that he reconciled the task to another person, as a result of which the task for a deadline was not fulfilled.
You call both both and say: _____________
Situation 2.
You gave an order regarding solving the problem. Your subordinate did not fulfill this order, but I solved the problem in my own way. You understand that his solution is better than yours.
You speak:______________
Situation 3.
The head gives a subordinate task to acquire the equipment of a certain brand. The subordinate is trying to explain that this type of equipment is not worth buying and for what reason. But the head leads externally weighty arguments in favor of his decision.
After a while, the opinion of the subordinate is confirmed, and the equipment is dismantled. The head calls the subordinate to analyze the cause of failure.
What do you answer on the place of the subordinate?
Situation 4.
Your immediate superior, bypassing you, gives urgent task to your subordinate, which is already busy with the fulfillment of your responsible task. You and your boss consider your tasks urgent.
Choose the most acceptable solution for you:
a) Without challenging the task of the head, I will strictly adhere to the subordination, I will suggest subordinate to postpone the execution of the current work;
c) I will express my subordinate disagreement with the task of the Chief, I will prevent it that I will continue in such cases, I will cancel the tasks assigned to him without consent to me;
d) In the interests of the case, I will offer to subordinate to fulfill the work done.
Situation 5.
There are three versions of the head of the head that gives the instructions to its secretary. What option do you think preferable and why?
1. I dictate a letter to you, which today needs to be sent.
2. It is necessary today to send a letter to such a supplier with further information about ... Could you make an abstract of the letter so that at three o'clock we could see it together?
3. It is necessary today to send a letter to the client I took in the morning, with further information about ... You do not take care of it? If you have questions, I am ready to listen.
Situation 6.
In the most busy period of completion of the manufacturing program, one of the employees of your team fell ill. Each subordinates are engaged in fulfilling their work. The work of the missing should also be performed on time. What to do in this situation?
A. I will see who from employees is less downloaded, and dispose of: "You will take this work, and you will help finish it."
B. Suggest a team: "Let's think together how to get out of the situation."
B. Let's ask for members of the asset to express their proposals, having previously discussed them with colleagues, then I will accept the decision.
The call to himself the most experienced and reliable employee and ask him to rescue the team by performing the lack of missing.
Situation 7.
The leader sends two employees on a business trip, but one roll-up from this refuses, motivating bad interpersonal relations between them.
You speak:_________________
Situation 8.
Your employee filed a dismissal application for his own request. When you ask him about the reasons in two days, he says: "Just with you I would not want to discuss this question."
You speak:_________________
Situation 9.
A new employee accepted the department headed by you. He works in good faith and tastefully dressed. Comparing mentally himself with him, you come to the conclusion that your appearance leaves much to be desired. And then there was still a joke among the subordinates about your trousers and cutting jacket.
How to behave in this situation?
Approximate time calculation of 90-100 minutes
Reserve:
Case Stadi:
In the administration of MO, within the framework of the municipal reform, a reduction in municipal employees is being prepared, therefore, it is required to prepare a program for holding certification and a qualifying exam in order to determine the compliance of the employee of the office. Using the principle of delegation of authority to organize working Group and distribute duties for training.
In the subgroup, it is necessary to distribute the roles of managers and subordinates and distribute the tasks between them to prepare the program.
Determine the roles in the department: Head, 2 deputy and 2-3 subordinates, to sketch them official instructions, work out the sections of the instructions of the head and subordinates.
Business game "Role Distribution"
Form the Working Group to solve different categories of tasks proposed by the coach using the role distribution technique. Analyze the experience gained.To organize, and then manage discussions, it is useful to distribute the roles between several of their participants in advance: two people receive the roles of people in opposition, and the third is an intermediate role. There may be several such triads.
Triad roles distributed on different stages Discussions:
1. Perception of the subject of the discussion.
Role: Integrator.
Actions: Perceives the subject of the discussion as a whole and creates a generalized representation about it.
Funds: generalized information, general scientific concepts and categories, installation on solving a problem as a whole.
Role: Analyst.
Actions: Perceives a special aspect of the subject of the discussion, creates a detailed view of one side of it.
Funds: Special knowledge, installation on solving a common task.
Role: System analyst.
Actions: The same as the integrator and analytics, but used in the optimal ratio.
Funds: the same as the integrator and analytics, but used in the optimal ratio.
2. Analysis of the subject of the discussion.
Role: futurologist.
Actions: complements the available information by forecasts, introduces the subject of discussion into the future script, analyzes the consequences and value for the future.
Funds: intuition, imagination, forecasting methods.
Role: historian.
Actions: complements the available information retrospective analysis, replaces the effect on the subject of the discussion from the past, determines the origin, continuity, the historical value of the subject of the discussion.
Funds: Knowledge of the history and development of the subject of the discussion.
Role: synchronist.
Actions: On the basis of available information, it creates a timeless idea of \u200b\u200bthe subject of the discussion, describes its overall structure.
Fundamental analysis, a generalized idea of \u200b\u200bthe subject of discussion, which it is, and will be.
3. Evaluation of the subject of the discussion.
Role: Optimist.
Actions: exaggeratedly praises and most highly appreciates the subject of discussions, prone to risky hasty actions and conclusions.
Funds: Installation to exaggerate all positive, lack of caution, risk and danger.
Role: Pessimist.
Actions: Careful in the assessments of the subject of the discussion, is not inclined to risk and hurrying with final conclusions, assesses new ideas at the lowest.
Funds: Installation to exaggerate all negative, tendency to extraordinary caution.
Role: Realist.
Actions: Realistic assessment of all components of the subject of discussion, risk weighing.
Funds: Installations allowing not to fall into extreme estimates, owning ways to compensate for possible negative revelations.
4. Decision making.
Role: critic.
Actions: summarizes the disadvantages of the subject of the discussion and formulates the decision "against" a new idea, nominates the accusation.
Funds: Conclusion from the analysis of deficiencies, their causes and consequences.
Role: Defender.
Actions: Sumbles advantages and formulates the decision "for" a new idea, rejects the charges.
Funds: Conclusion from the analysis of advantages, their causes and consequences.
Role: Judge.
Actions: summarizes the advantages and disadvantages, whenever possible compensates for the deficiencies of advantages and makes a decision.
Funds: ways to combine the structures of the merits and disadvantages.
1. What difficulties may face the head when implementing the role distribution techniques?
2. What strategies to combat destructive conflicts can be developed?
Summarizing. Brief conclusions of the training.
Zarekov V.A. Office SPB, 2010.
Mazur I.I., Shapiro V.D., Olderogge N.G., Polkovnikov A.V. Project management. M.: 2009.
Ivassenko A.G., Nikonova Ya., Karakavin M.V. Project Management. - SPB.: Peter. 2009.
Lokir K., D. Gordon Project Management. Steps of higher mastery. - M.: Publishing House: Grevtsov Publisher, 2008, 352 p.
Matveeva L.G., Nikitayeva A.Yu., Fischiks D.A., Chepanov E.F. Project management. - SPB.: Peter, 2009.
Nikitenko O.V., Bortnik E.M. Project Management in Non-Profit Organizations. - M.: Katalaksi, 2008.
Novikov D.A. Project management. Organizational mechanisms. - M.: Axis-89, 2008.
Mr. G.I. Project management. Tasks and solutions. - M.: Tandem, 2008.
Romanova M.V. Project Management. - M.: Uniti, 2010.
Satunina A.E., Sysiaeva L.A. Corporate project management information system Enterprises. - M.: Progress, 2009.
Management of projects in mechanical engineering. - M.: PRAYMS, 2010.
Pounds V.N. Basics of project management in the company. - M.: Practice, 2011.
Harper-Smith P., Derry S. Project Management. - M.: Infra-M, 2011.
http://www.ecoline.ru.
hTT: //WWW.ProjectManaJement. Ru
hTT: // www. Consultant. Ru
http://www.e2000.kyiv.org.
Basic concepts: Project Management, Project Management. System Presentation of Project Management.
2. The traces and strategies of the project. The relationship between the goals and objectives of the project.
3. Project structures. Principles of the structural decomposition of the project.
4. The name cycle and phase of the project. Varieties and examples of project life cycles.
5. Support and maintenance of the main phases of the project life cycle.
6. During the project. Internal project environment. The influence of the environment on different types of projects.
7. The project participants. The role and functions of the main participants.
8.And a project. The main tasks of the project team. The formation and development of the project team.
9. The management of the project. Modern requirements for the project manager. Qualifications and certification of the project manager.
10.Reopotypes and leadership. Guide styles. Leadership styles. Difference between management and leadership.
11.Ganization project structures. Types of organizational structures: Functional, project, matrix, mixed.
12.Standarts and norms. Standards and norms as the basis for the interaction of project participants. Examples of existing standards in the UE.
13.Information technologies in the project. Software for project management.
14. Project-oriented management. Types and types of organizations applying design-oriented management.
15. Project management. Mastering and using project management in the organization. Project management features in modern conditions of Russia.
16. Strades Project Management Process. The main tasks are solved at different stages of the project management.
17. The control of the subject area of \u200b\u200bthe project.
18. Project management by temporary parameters.
19. The management of the cost and finance of the project.
20.And quality in the project. The standards of quality management of the ISO-9000 family project.
21. Risk management in the project.
22. Personnel management in the project.
23. Security management in the project.
24. Office supply and contracts in the project.
25. The management of changes in the project.
26. History and development trends in project management.
27. Project management abroad. UE as a special area of \u200b\u200bprofessional activity. Certification systems.
28. Project management in Russia. Russian Project Management Association. Tasks and prospects for the development of project management.
Test tasks
Select one or more correct answers:
Option 1
1. All the following situations are the advantages of the design organizational structure except:
A. The project manager has full project management.
B. Equipment and people are combined through projects. +.
S. Communication lines are reduced.
D. Teamwork and sense of involvement ..
E. Team members are subordinate to one leader.
2. What factors from the following are not the advantages of the matrix project management structure?
A. Relations between functional units expanded
B. Duplication of resources minimized
S. Polytiki in the organization agreed
D. There are two groups of managers - Functional and administrative managers +
E. Command executives have functional areas after the project is developed
3. What of the following indicators are of interest in project management?
2. Cost
3. Availability of resources.
A. Only 1.
V. Only 2.
C. Only 3.
D.1 and 2 only. E.1.2, and 3.
4. For the critical path of project work, to be the most effective, work or objectives of the project must be:
A. Distinctly expressed.
B. Independent.
C. Ordered.
E. All of the above.
5. Early completion time of work equals:
A. The earliest possible time of starting work.
B. The earliest start time plus the time of performance.
C. The most recent time for work without reserve time.
D. The earliest time of activity minus work time.
E. The latest start time is minus the time of execution of work.
6. The critical path of the project can be characterized as follows:
A. Unfriendly time for each task in the zero project.
B. The chain of activity (start-up) has the greatest duration.
C. The early start date and the beginning of the end date is always the same for each activity in the critical path.
D. To reduce the duration of the project, you must reduce the incomprehensible task time in the critical path.
E. None of the above is not correct.
7. You are appointed by the project manager, which involves 100 employees and the design of the new machine, similar to the current product, will have two times higher efficiency and lower cost. The project duration of two years is supposed. You have incomplete certainty about the time required to complete this project. What project management technique will you use in this situation?
A. CPM with a single time estimate
C. CPM with three rating times
D. Gantt Chart
E. Any technology from the above will work.
8. What factor of the following is the main drawback of the matrix project management method?
A. The only project manager is recognized as responsible for the successful completion of the project.
B. The group members must leave their functional responsibilities in the company and make only career growth in the project management system.
C. The relationship between functional duties is strictly defined.
D. The project team members are subject to two leaders simultaneously, which creates the possibilities of potential conflict.
E. A combination of functional knowledge of many trained workers can give synergistic solutions to emerging problems.
9. Early work completion time is:
A. The earliest possible time of starting activities.
B. Early start time plus time completion.
C. The very long time of completion of work.
Option 2.
Choose the right answer to the question and circle it into the circle.
1. What do you understand under an investment project as a socio-economic system?
Business, activities, an event involving the implementation of a complex of any actions that ensure the achievement of certain purposes.
Economic event, work, project.
The system of organizational and legal and financial and financial documents necessary to implement any actions or describing such actions.
A set of events (technical, organizational, etc.) aimed at achieving certain goals (economic, social, environmental, etc.) and requiring capital resources for their implementation.
2. What are the groups of principles to which methods for assessing investment projects should be guided?
Methodological.
Methodical and methodological.
Methodological, methodical, operational.
3. What is the life cycle of the investment project?
The duration of the implementation of the project activities from the moment of the origin of the idea to its complete implementation.
The time interval characterizing the duration, work on this project.
4. What includes the life cycle of the project?
1) Stages and stages.
Stages.
Phases, stages and stages.
5. At what time period of the project's life cycle is calculated by the commercial project efficiency?
1) on the preinvestment.
2) on investment.
3) on operational.
4) at all.
6. Commercial project efficiency is:
The expediency of the project implementation from the standpoint of its initiators.
The profitability of the implementation of this project in terms of solving socio-economic tasks.
The effectiveness of the project implementation from the positions of budgets of various levels.
7. What periods of the project's life cycle spreads the problem of project management?
1) predinvesting.
Preinvestment, investment and operational.
Investment and operational. Classification of projects.
8. The concept of "investment attractiveness of the project" extends to:
interests and objectives of the project initiators;
short-term and long-term goals of the investor;
administration of the regions where the enterprise is valid - the initiator of the project;
5
) All listed above.
9. What are the methods of quantitative assessment of the commercial efficiency of projects?
1) Method internal norm Return.
2) method of pure discounted income,
Return time method.
All listed.
10. What is prerequisite Project selection for financing?
Requirement NPV J\u003e 0.
Requirement NPV J \u003d 0 /
Requirement NPV J - MAX NPV J for any K (Project Option).
Requirement NPV J (\u003d) MAX NPV J - E J, where E J is the concession of the Jrome member of the project.
11. In order for the project to be effective for the investor, the discount rate should be:
equal to the deposit rate;
3) below the deposit rate.
12. In terms of stream concept real money The following estimated indicators are calculated:
investment return period;
profitability index and payback period;
discounted payback period;
required profit rate.
13. Financial tributaries include:
paid share capital, subsidies, long-term and medium-term loans, full repayment of loans, increase accounts for payment, operational outflows of real money, the increase in fixed capital (investment), the increase in net working capital, income from the sale of fixed capital, dividends paid;
paid share capital, subsidies, long-term and medium-term loans, full repayment of loans, increase accounts for payment, operational outflows of real money, the increase in fixed capital (investment), the increase in net working capital;
all listed.
14. Financial outflows include:
dividends paid, redemption of shares, interest paid on loans, reducing billing accounts, receipt from the sale of fixed capital, obtaining liquidation cost, sales receipts, revenues from reducing pure working capital, operational inflows of real money,
paid share capital, subsidies, long-term and medium-term loans, full repayment of loans, increase accounts for payment, operational outflows of real money, the increase in fixed capital (investment), the increase in net working capital;
15. Business plan is:
part of the investment project;
technical and economic substantiation of the investment project;
the document developed regardless of the development of an investment project.
16. The structure of the business plan must necessarily include:
financial plan;
organizational plan:
production and financial plan:
production and organizational plan;
marketing plan;
all listed sections.
17. How to attract a foreign investor?
Develop an investment project in accordance with international techniques.
Submit an investment project that takes into account the requirements of a specific investor and specific conditions in which the project is implemented.
Suggest a potential investor, the original background and the idea of \u200b\u200bthe project for its subsequent assessment and analysis of the investor himself.
The proposed test has a goal to determine the preliminary and current self-assessment of the effectiveness of the application of organizational and administrative manual methods.
Mark the position table, most significant from your point of view.
To do this, in the first column against each position, put an assessment of the importance (B) on the five-point system. After evaluating the importance against each recommendation, put a mark on a five-point system in the second column, reflecting the execution (s) of this recommendation. PP. Position a and 1 Order of the FSHCC to be objectively incorporated 2 ME should be given an order if Pet Plpns confidence that:\u003e But I am realized by his Iomene to execute e before giving an order, the manager needs to talk to the subordinates, find out his attitude to work 4 leader obligation to provide a subordinate condition for the successful implementation of its disposal of 5 DSAVAP orders, it is necessary to take into account the iidium features of the employee [Qualification, the floor, the age, etc.) would be able to inflate and develop the independence of the subordinate, its initiaudent 7 instructions to give a request in the form of request, and Not an order should be made friendly, but a solid and confident tone of Q, the head must remember the culture of his behavior and the sense of life of the subordinate to the leader, it is necessary more than ordering, Nyalti time to communicate subordinates № PP. Position A and 11 Neo & Odomo Range of the subordinate obligation of the NGO-MOST-MOST MOST TASKS, IT IS PRIA CT TURE PERFORMING FOR THE PRODUCT AND PERSONALLY FOR NEW 12 FOR SPEED PRESSITIE REGULATIONS OF NUZHIA Create competition situation 13 Need to emphasize the special role of the artist, show how high the head appreciates his work M should not be given to the performer at the same time a few orders 15 The head must make sure that the subordinate understand its tasks 16 The subordinate should know the exact period of completion of the work and the form of its lifting 17 leader does not hesitate It is obliged to demand from the subordinate execution of the handrail of the work 16, the head can help the task in fulfilling the task, but should not carry out 1 "not a trace /? So to allow unauthorized assignments to subordinate, minutes: his direct supervisor 20 imposing responsibility for the commission Nonnogs not S. Its either from the head of the total amount of points 5.2. Test "Manual Efficiency"
Answer "Yes" or "No". one.
Do you strive to use the latest achievements in your professional field? 2.
Do you strive to cooperate with other people? 3.
Are you talking to the staff of multiple, clear and politely? four.
Do you explain the reasons for challenging you this or that decision? five.
Do you trust the subordinates? 6.
Do you involve all performers task in the process of discussing goals, deadlines, methods, responsibility, etc.? 7.
Do you encourage employees to show the initiative, make suggestions and comments? eight.
Do you remember the names of all people with whom communicate? nine.
Do you provide freedom of action by performers in achieving
Are you controlling the progress of the task? eleven.
Do you help subordinate only when they ask about it? 12.
Are you expressing your gratitude subordinate for each well done job? 13.
Do you strive to find the best qualities in people? fourteen.
Do you know how to effectively use the possibilities of each subordinate? fifteen.
Do you know the interests and aspirations of your subordinates? sixteen.
Do you know how to be a careful listener? 17.
Thank you to an employee in the presence of his work comrades? eighteen.
Do you make critical comments with our subordinates alone? nineteen.
Do you celebrate good work His team in the report to the higher supervisor? twenty.
Do you trust your subordinates? 21.
Do you strive to give employees all the information you get on administrative and management channels? 22.
Do you explain the value of the results of his labor in accordance with the objectives of the enterprise, the industry? 23.
Do you leave time yourself and subordinate to work planning? 24.
Do you have a self-improvement plan for at least one year? 25
Do you have a plan to improve personnel qualifications in accordance with the requirements of time? 26.
Do you read regularly special literature? 27.
Do you have a large library in a specialty? 28.
Do you care about your health and health? 29.
Do you like to fulfill complicated, but interesting work? thirty.
Are you effectively talking with your subordinates on how to improve their work? 31.
Do you know what qualities of the employee should be the center of attention when taking a job? 32.
Do you read the problems, questions and complaints of your subordinates? 33.
Do you keep a certain distance with subordinates? 34.
Do you feel about employees with understanding and respect? 35
Are you confident? 36
Do you know your strengths and weaknesses? 37.
Do you often apply an original creative approach to making management decisions? 38.
Do you regularly increase your skills in special courses, seminars? 39.
Are you flexible in your behavior, in relations with people? 40.
Are you ready to change the style of your leadership in order to increase its effectiveness? 5.3.
Keys and test results
The key to the test 5.1 "Do you know how to give orders?"
Up to 60 points - your orders are ineffective;
61-85 points - the effectiveness of your orders is satisfactory;
86-92 points - you give the right orders;
93-100 points - your orders are literate, correct and highly efficient.
Key to test 5.2 "Manual Efficiency"
Calculate the number of answers "Yes" and "No".
Since the questions were the criteria for successful leadership, all 40 questions assumed the answer "yes". However, 40 answers "Yes" - the result of the ideal, highest management capacity. As every ideal he is practically unattainable, if you were sincere and did not try to present ourselves in a more advantageous light.
It is important to note how much you gave no answers "no" and which questions.
What the ratio of the answers "yes" and "no" is considered optimal? It depends on your levels of your claims. A good managerial potential characterizes the receipt of more than 33 answers "Yes." 5.4.
The proposed test has a goal to determine the preliminary and current self-assessment of the effectiveness of the application of organizational and administrative manual methods.
Mark the position table, most significant from your point of view. To do this, in the first column against each position, put an assessment of the importance (B) on the five-point system. After evaluating the importance against each recommendation, put a mark on a five-point system in the second column, reflecting the use (and) of this recommendation.
| Recommendations | IN | AND |
| 1. The order must be objectively necessary. | ||
| 2 should not be disposed if there is no complete confidence that it is real and can be performed. | ||
| 1 Before you give an order, the supervisor needs to talk to the subordinates, find out its attitude to work. | ||
| 4. The head is obliged to provide subordinate conditions for the successful implementation of his order. | ||
| Recommendations | IN | AND |
| 5. Giving instructions, you need to consider individual characteristics employee (qualification, gender, age, etc.). | ||
| 6. The head of his order should encourage and develop independence of the subordinate, its initiative. | ||
| 7. The order is better to give in the form of a request, not the order. | ||
| 8. The order should be made friendly, but solid and confident tone. | ||
| 9. The head must remember the culture of his behavior and the sense of personal advantage of the subordinate. | ||
| 10. The supervisor needs to learn more subordinates than to order, to find time for teaching subordinates. | ||
| 11. It is necessary to interest the subject subject to public significance, direct practical benefit for the team and personally for him. | ||
| 12. For the successful execution of the order, you need to create a competition situation, to cause a subordinate desire to distinguish itself, show your abilities. | ||
| 13. It is necessary to emphasize the special role of the artist, show how high leader appreciates his work. | ||
| 14. Do not give the performer at the same time several instructions. | ||
| 15. The head must make sure that the subordinate understand its tasks. | ||
| 16. The subordinate must know the exact period of completion of the work and the form of its presentation. | ||
| 17. The head, not hesitating, is obliged to demand from the subordinate fulfillment of the assigned work. | ||
| 18. The head can help subordinate in the task, but should not carry it out instead. | ||
| 19. Do not allow unauthorized instructions to subordinate, bypassing his immediate supervisor. | ||
| 20. The imposition of responsibility for the execution of the assignment to the subordinate does not remove it from the head. | ||
| The total amount of points: |
The key to the test
Final grade:
Up to 60 points - your orders are little effective;
From 61 to 85 points - the effectiveness of your orders is satisfactory;
From 86 to 92 points - you give the right orders;
From 93 to 100 points - your orders are literate, correct and highly efficient.
Conclusion
After reading this book, which is, in the opinion of its author, the benefit that allows managers and managers to build in an organization or adjust the already conducted motivational policy based on advanced personnel management methods, the reader should be concentrated to assimage the main aspects set out above. For this, the author considers it necessary to summarize everything written in the following main conclusions:
1. Motivation of labor, despite the difference in approaches, is one of the fundamental methods of managing staff, encouraging workers to achieve the goals facing them and the organization. The development of market relations in Russia forces managers to change existing methods and form of management in all areas of modern management, and first of all when managing staff motivation. These changes need to be based on the existing needs of workers who, despite the complex economic situation, are not limited to the material component, but are presented in the whole manifold. Therefore, managers who want to achieve the effective work of their employees apply not only the methods of economic stimulation and administrative impact, but also pay great attention to socio-psychological methods.
2. The current state of the Russian economy can be viewed as a combination of a large number of state-ownership enterprises, large corporate ownership, in which personnel management methods are based on the principles laid back in soviet time At state-owned enterprises, and the mass development of small and medium private entrepreneurship. The studies have revealed the features of the formation of an effective motivational mechanism inherent in each type of enterprise, and methods of managing motivation of labor that will best meet the needs and expectations of workers.
3. The proposed methods for forming a motivational mechanism include:
(a) Economic potential of the enterprise (production, marketing, financial, innovative and organizational and management functions);
b) motivational management resources, such as the scientific organization of labor, the principles of social partnership, the effective social policy of the enterprise;
c) Personnel Management Subjects (Linear managers, personnel managers, as well as intermediaries - trade unions or shareholders' council).
The practical value of these methods is that the management of the enterprise of any form of ownership can choose from the manifold of resources, methods and control schemes the closest system for the formation of the motivation mechanism and, adding specific features inherent in its field of activity, apply them to increase productivity employees by increasing the motivational efficiency of employees.
4. Analysis existing methods Personnel management and their use in enterprises of various forms of ownership led the author to the following conclusions:
a) in enterprises of all forms of ownership and organizational and legal forms it is necessary to be based on a comprehensive target approach to management in any field of activity;
b) at the enterprises of the public sector of the economy, taking into account insufficient financing, enterprises leaders must more actively use methods of moral promotion of workers who have widespread in Soviet times to meet the security and social security needs of employees, such as guarantees of employment, pension provision, social guarantees (Payment of temporary disability, the provision of paid vacation). At the same time, they should clarify that in most small and medium-sized businesses, despite greater material incentives, no one guarantees stability. Such an explanatory work will help reduce the flow of personnel. In addition, activities should be held aimed at creating a corporate spirit by meeting the social needs of workers and needs for involvement in their enterprise; c) In non-state enterprises, primarily the main method of personnel management is the material incentive, manifested both in high wages and in additional benefits and incentives (non-monetary, intangible), emphasizing the benefits of labor in this company. However, it is also necessary to satisfy the other needs of security and security workers described above. Private enterprise executives are trying to avoid satisfying these needs due to the high rates of a single social tax that reduces motivational efficacy (as it is necessary to increase the cost of production and, accordingly, prices, which leads to a loss in a competitive struggle and reducing the rate of profit received by the company). But such a policy of firms will sooner or later lead to the care of older workers (from 45 years) in those private firms or government structures where such guarantees are satisfied. The leadership of non-state firms should also conduct activities aimed at creating a normal socio-psychological climate in the team, improve the qualifications and professional level His employees, providing them with the possibilities for career growth, to encourage creative initiative and independence, creating the possibilities of self-realization and self-improvement, which will first affect the results of labor.
5. After analyzing and comparing the methods of personnel management applicable to the USA, Japan, Germany, and the attempts on Russian scientists and managers on the period of transition to the market, the author believes that the American Department of Management is the most acceptable for Russian enterprises. Human resources aimed at developing the initiative, creative independence of workers and opportunities for free enterprise. However, it should not be discounted at the best that it was developed in the Soviet model of labor stimulation aimed at the social security of employees (this is especially important in the conservation of the market, as Russia seeks to become a country with a socially oriented market economy). From the Japanese experience management experience, measures should be borrowed to the creation of a corporate spirit that promotes the creation of a positive socio-psychological climate in the team.
6. Studies of labor motivation conducted at enterprises of various forms of ownership and field of activity allow the author to offer new system Diagnostics of labor motivation workers based on a complex target approach. It analyzes the basic needs, as well as the factors of satisfaction and dissatisfaction of employees on the basis of meaningful theories of motivation and the possibility of choosing one or another type of behavior in labor activity, depending on the working conditions at each particular enterprise, taking into account theoretical provisions Procedural theories of motivation. Naturally, in its pure form, none of these theories can be applied in today's conditions of Russia without taking into account the mentality and traditions of the Russian people. An analysis conducted by the author made it possible to get a clear picture of the distribution of values, interests and needs of employees in the team and submit recommendations to the managers to eliminate enterprises negative consequencesinterfering with the effective activities of employees. Based on the studies, the most effective for obtaining a clear picture of labor motivation are methods based on studying the needs of RA Bootniks, as well as identifying the peculiarities of the behavior of workers (their expectations). The latter must be studied at enterprises to create effective methods Differentiated economic stimulation, which is the material basis of labor motivation.
7. To create a positive socio-psychological climate in any team, according to the author, it is necessary to investigate the characteristic features of employees (typology of characters). From this largely depends on the efficiency of work performed by personnel. Such studies should be carried out with a variety of tests in the period of employment. In addition, it is necessary to take into account the factors of motivation identified as a result of diagnostics. Such factors primarily are the feeling of envy of some workers to others who receive more reward for similar work, and overestimated self-assessment by employees of the results of their labor. It requires either psychological help specialists, or explanatory work of the immediate leadership, carrying out this or that policies of differentiated incentive.
8. Any methods and approaches to motivation cannot be effective without change over a long period of time, therefore, the formula is also proposed, which determines the total personnel management efficiency in the enterprise, including the effect of the effect occurring while increasing labor productivity, reducing the flow of personnel and costs to improve the social and psychological climate in the team. The proposed formula is universal for enterprises of various organizational and legal forms and forms of ownership.
9. In the event of the ineffectiveness of the methods of motivation used, it is necessary to change the approaches to the motivational policy, based on the needs, interests and desires of workers. However, relying completely to the calculated indicators is incorrect. In personnel management, as well as in other industries, a situational approach is needed to determine the effectiveness of the policy pursued on the basis of the specific state of affairs at the company.
Glossary
Accentuation - "weak place" of the nature of the individual.
Valence (value of encouragement or remuneration) is the estimated degree of relative satisfaction or dissatisfaction, which arises due to a certain remuneration. The attraction is the state of obsessive to a certain group of objects. External remuneration is a type of encouragement provided by the organization, and not the labor process itself (stimulation of labor). The internal remuneration is a remuneration provided by the labor process itself (a sense of achieving the result, meaning and significance of the work performed, self-esteem, communication with colleagues arising during the work). Remuneration is all that a person considers to be valuable for himself, serving to encourage people to effectively.
Humanization of labor is to ensure the most complete adaptation of the material and technical base of production to a person, a high content of labor, the compliance of his employee qualifications, career growth, the active participation of workers in solving production problems.
The desire is a motivational condition, when the need is correlated with a specific subject of their satisfaction.
The law of the result is the desire of people to repeat the behavior associated with them with the satisfaction of the need in the past. Avoid behavior associated with insufficient satisfaction. Wage - The most important part of the payment and stimulating system, compensation for the employment deposit of workers in the company's activities, an impact tool for worker's labor efficiency.
Individual is a single representative of the human type.
Individuality is the unity of the unique personal properties of a particular person, the originality of its psycho-physiological structure (type of temperament, intelligence, worldview and others). Interest is an emotionally rich focus on objects related to the steady needs of a person.
Personality - a man in the aggregate of his social, acquired qualities.
Melancholic - type of human temperament with weak nervous system, having increased irritability even to weak stimuli, increased vulnerability, tendency to deep experiences. The motive is a conscious urge to achieve a specific goal, understood by the individual as a personal necessity, personal meaning of the act.
Motive Labor - an internal urge to activities related to the satisfaction of certain needs. Motivation is the process of impulses itself and others to activities to achieve personal goals or organization goals. Motivation of Labor is the desire of an employee to satisfy the needs (that is, to get certain benefits) through labor activity.
Motivational core is a group of leading motifs that determine the behavior of an employee. Motivation - exclusive statements about the perfect action.
The intention is a conscious decision to achieve a specific purpose with a distinct representation of funds and methods of action.
Organization of labor is a system of scientifically based activities aimed at ensuring the conditions for the optimal functioning of the employee in the production process that promotes the achievement of high efficiency of labor activity.
Participative Management - Remuneration Programs for Labor, seeking to strengthen the poenure motivation and the interest of workers in the labor process by expanding their powers in the company's activities. Include: participation of employees in profits and property; participation of employees in income; Participation of employees in management.
Movement is a feeling of a shortage of anything that has a certain focus.
The need is awareness of the absence of anything that causes a person to act to action.
The entrepreneur is a person who invests its own funds into the organization of the case and assumes the personal risk associated with its results. Procedural theories of motivation - theories based on the behavior of people, taking into account their perception and knowledge and dedicated to the process of motivation, description and prediction of the results of the motivational process.
Rigidity is the inability to correction of behavior.
Self-actualization (self-expression) is the need for the realization of its potential opportunities and growth as a person. Sanguine - type of human temperament, characterized by easy adaptability to changing living conditions, increased contact with the surrounding people. Motive strength is the degree of relevance of one or another need for an employee. The content theories of motivation - theory, trying to determine the needs of people encouraging them to act and focus on analyzing the factors underlying motivation. Socialization of the individual is the formation of a person's ability to live in society based on the assimilation of social values \u200b\u200band methods of socio-positive behavior.
Social politics Enterprises are a set of events related to the provision of additional benefits, services and payments of a social character. Social partnership - a system of relationship between employees, employers, organs state power, local governments aimed at ensuring the coordination of the interests of workers and employers on the regulation of labor relations and other relations directly related to them.
The ability is a combination of congenital and acquired regulation properties that define the psychophysiological capabilities of the individual in different types Activities.
Labor stimulation is an external motivation, an element of a labor situation affecting the behavior of a person in the field of labor in order to encourage him to effectively work.
Passion is a very resistant effective desire for a specific object, the need for which dominates all other needs and gives the appropriate orientation of the entire human activity.
The desire is an increased emotional gravity to the desire object.
Temperament is an individually peculiar natural-conditioned set of dynamic manifestations of the psyche of intensity, speed, tempo, the rhythm of mental processes and states.
Tolerance - the ability to adequate actions in the situation of opposition to someone or anything.
Installation is a state of readiness for a certain method of behavior in certain situations.
Phlegmatic - type of human temperament strongly balanced, but inert nerve system and slow reactions.
Choleric - the type of human temperament for which the increased emotional sharpness is characterized, fast paced and sharpness in motion
Economic efficiency is to obtain large results at the same cost or cost reduction upon receipt of the same result.
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