The activities of the manager and his functions. Professional requirements for a manager in the field of tourism

7.1. Requirements for managers

Manager is a member of the organization that manages people, determines the goals of activities and makes management decisions.

Managers are subjects of managerial activity and play three role groups In the organisation.

Firstly, The manager acts as a leader who forms relationships inside and outside the enterprise, motivates employees to achieve goals, coordinates the efforts of his subordinates and acts as a representative of the enterprise. The manager must play the role of a leader, a leader for all his subordinates. This role is determined not only by his position in the management hierarchy, but also by a special type of relationship with a subordinate, as well as the leadership style.

Secondly, these are informational roles, consisting in the fact that the manager collects information about the internal and external environment, disseminates it in the form of facts and regulatory guidelines, and explains the policy and main goals of the printing enterprise. Being a "converter" of information is the second important role of a manager. This role corresponds to the position of a manager in an enterprise and consists in a complex creative process of transforming the various information received.

Third, these are roles in the development and implementation of management decisions, expressed in the fact that the manager determines the direction and prospects for the development of the enterprise, decides on the distribution of available resources, makes operational adjustments to plans, etc.

Thus, another role of a manager in an organization is the development, adoption and implementation of managerial decisions. Performing this role, the manager organizes the work to select the necessary means to achieve the set goals. Depending on the position of managers in the enterprise, the tasks they solve, the nature of the functions being implemented, these roles may be inherent in them to a greater or lesser extent. At the same time, each manager necessarily makes decisions, works with information and acts as a leader in relation to his subordinates.

The term "manager" is quite widespread and is used in relation to:

To the organizer of specific types of work within the framework of individual divisions of the printing company;

To the head of the enterprise as a whole and its divisions;

To the leader in relation to subordinates.

The following requirements apply to the manager of a printing company:

1) the presence of general knowledge in the field of enterprise management;

2) competence in matters of economics and production technology;

3) the ability to control the situation, take the initiative and actively redistribute the resources of the enterprise in the most efficient areas of activity;

4) development, adoption and implementation of sound and effective management decisions based on agreement with lower managers and subordinates;

5) availability of practical experience and knowledge in the field of analysis of the economic situation at printing enterprises;

6) the ability to analyze the activities and actions of competing enterprises.

And yet the most important requirement for a manager of any level is the ability to manage people. This skill includes:

Knowledge in perfection of their direct subordinates, their abilities and capabilities to perform the specific work assigned to them;

Knowledge of the conditions that bind the enterprise and employees, protecting the interests of both on a fair basis;

Elimination of incapable workers in order to maintain the unity and clarity of the functioning of the enterprise.

The success of a manager's work largely depends on his abilities, personal and business qualities and experience.

The effectiveness of the manager's managerial activity is determined by some integral characteristic called general ability for managerial activity (OSUD).

A strong manager can be distinguished from a weak one by the degree of heterogeneity of the techniques and management methods used. An important consequence of OSUD is the ability of a manager to solve non-standard problems and successfully resolve conflict situations. The presence of an OSUD is evidenced by the ability of a manager to think big; rationally solve personnel problems; develop, adopt and implement effective management decisions.

It should be noted that a knowledgeable and self-confident manager usually selects capable and promising subordinates. At the same time, the manager, who is not very confident in his abilities and therefore afraid of competition, tries to select less qualified subordinates for himself.

This shows a double harm for the printing company where such a manager works: the return from the manager himself is low and the efficiency of the management activities of the employees selected by him is extremely low.

Another important aspect of OSUD can be called the ability to clearly and objectively assess the activities of their subordinates, redistribute functions and individual tasks between them, delegate certain powers to subordinates.

Under personal and business qualities managers understand stable characteristics that have a major impact on management activities. These qualities are determined by the abilities and knowledge of the manager, the psychological structure of the personality, its orientation, character traits, temperament, and accumulated work experience.

The conducted research and study of the activities of effectively working managers of printing enterprises allow us to assert that the most important of these qualities are:

Competence,

sociability,

Stress resistance,

Moral,

Ability to creatively solve problems

Courage in making decisions.

Competence implies that the manager has a special education, broad erudition in various fields, and the constant improvement of his professional qualifications. The mandatory conditions for competence include the systemic thinking of the manager and the presence of appropriate organizational skills.

Sociability depends on temperament (sanguine people have the best communication skills), activity orientation, adaptive qualities, behavior in extreme situations. An important manifestation of the manager's sociability is the ability to listen to the interlocutor and establish business and sometimes friendly contacts with him.

It is known that the manager carries out three types of communication:

subordination,

Service and comradely,

Friendly.

The choice of the preferred type of communication in a particular situation largely characterizes the manager's sociability.

Under stress tolerance understand the ability to withstand strong negative emotional influences that cause high psychological tension. Unfortunately, stress is a necessary evil in the activities of all managers. Stress resistance depends on the individual characteristics of a person and, in particular, on his temperament. So, for example, sanguine people react much more calmly to any stressful situations than phlegmatic people, and even more so melancholic people.

At the same time, we must remember that stress resistance can be developed with the help of autogenic training, using the methods of psychological self-regulation, as well as psychotherapeutic effects.

TO moral (moral and ethical) qualities manager in the first place should include honesty, decency, adherence to principles.

Along with these qualities, a manager must be fair, obligatory, friendly, affable, restrained, balanced. It should be emphasized that if a manager does not have high moral and ethical qualities, then he most often lacks many business qualities, such as objectivity, organization, discipline.

Moral and ethical qualities, along with business qualities, largely determine the manager's leadership style. The style should be considered the best, the characteristic features of which are: clarity, clarity, timeliness in setting goals and objectives; rational definition of the rights and obligations of employees; perfection of applied management methods; knowledge of the abilities and qualifications of their subordinates; constant search for production reserves; efficiency and accuracy in work; ability to maneuver resources; well-established system of effective control.

Manager's ability to solve problems creatively allows him to work effectively in situations of uncertainty, which quite often arise in modern conditions at printing enterprises.

As you know, all types of creative work, including the work of a manager, require the development of ideas. There are several ways to generate such ideas. The most widely used method "brain attack". This method provides for a relaxed atmosphere, people should be relaxed, no criticism of the hypotheses expressed is allowed, i.e. the opinion of each participant is considered valuable and is not discussed. Consideration of the problem lasts, as a rule, 30-40 minutes, during this time several ideas are put forward, everything is recorded on a tape recorder, and then subjected to careful analysis.

It is desirable that the participants be representatives of different professions, as ideas from different fields of knowledge can lead to unexpected solutions.

Each idea is analyzed according to three criteria: how likely is its fruitfulness, whether it can be made to "work" in a given situation, whether it is the best among other possibilities.

Courage in making decisions is another important professional quality of a manager. In the decision-making process, the manager needs to clearly understand the problem that has arisen, clearly formulate the corresponding goal, comprehensively consider alternative possibilities and, finally, choose the most effective solution.

"Manager" - the ability to drive around horses and rule them.

It is believed that the efficiency of work in the organization is determined by the degree and level of development of the vertical division of labor. In fact, we are talking about the organization of the work of managers to coordinate the activities of structural units and performers.

Practice shows that some leaders skillfully lead people behind them, successfully overcoming the difficulties that arise, while others in such conditions cause only distrust on the part of their subordinates and fail. The inability to convince, motivate the actions of subordinates, and finally, to influence a person so that he wants to fulfill the decision made by the manager is evidence that the leader does not have the full set of qualities that a manager needs.

Effective leadership involves the ability to share your vision of problems with others, to motivate them to achieve your goals, i.e. manage with people, not manage people. In order for subordinates to follow their leader, he must understand his followers, and they must understand the world around them and the situation in which they find themselves. Because both people and situations are constantly changing, a manager must be flexible enough to accommodate the ongoing change. Understanding the situation and knowing how to manage human resources are critical components of effective leadership. All this indicates that managerial work is one of those types of human activity that require specific personal qualities that make a particular person professionally suitable for managerial activities.

In the former USSR, the selection of managerial personnel was guided by four basic requirements: political literacy, moral stability, competence, organizational skills.

For comparison, here are the qualification requirements for the personality of a manager in the UK:

1) understanding the nature of management processes, knowledge of the main types of organizational management structures, functional responsibilities and work styles, possession of ways to increase management efficiency;

2) the ability to understand modern information technology and communication tools necessary for management personnel;

3) oratory and the ability to express thoughts;

4) possession of the art of managing people, selecting and training personnel, regulating relations among subordinates;

5) the ability to build relationships between the firm and its clients, manage resources, plan and predict their activities;

6) the ability to self-evaluate their own activities, the ability to draw the right conclusions and improve their skills;

7) the ability to evaluate not only knowledge, but also to demonstrate skills in practice.

Among US civil servants, all managers are categorized into eighteen ranks:

from the 1st to the 8th - the lower staff (clerical workers, typists);

from the 9th to the 12th - the management of the lower level;

from the 13th to the 15th - middle managers (in state institutions they are already called managers);

from the 16th to the 18th - the highest professional leadership (ministers and their deputies, heads of departments).

A study conducted by the Gallup Institute showed that, despite the managerial rank, there is a certain combination of parameters-requirements that guarantee success in the work of any manager.

In particular, there are five main requirements in the management system:

1) common sense;

2) knowledge of the matter;

3) self-confidence;

4) high general level of development;

5) the ability to bring the work started to the end.

Of particular interest in this regard is the concept of constraints. The idea is that all managers have opportunities to develop and improve their performance. However, there are areas in which they are, to put it mildly, not competent. Such actions of the manager are treated as restrictions. Having identified such limitations, one can focus on those factors that prevent the full realization of all the personal capabilities of the manager. In this regard, the following 11 potential limitations in the activities of the leader are highlighted.

1. Inability to manage oneself. Every manager must learn to manage himself and communicate with himself as a unique and invaluable resource. Those leaders who do not know how to manage themselves (correctly "discharge", deal with conflicts and stresses, effectively use time, energy and skills) are limited by the inability to manage themselves.

2. Blurred personal values. Managers must make a great many decisions every day based on precise values ​​and principles. If personal values ​​are clear to oneself and others, then they will be perceived in a distorted form. As a result, the efficiency of making and implementing managerial decisions will decrease.

3. Unclear personal goals. There are managers who lack clarity in their personal goals, but there are also those who show extraordinary composure and focus in their lives. Why is this happening? The fact is that some people know what they want, while others do not.

A manager who is unable to define his goals cannot achieve managerial success and is limited by the vagueness of personal goals.

4. Inhibited personal development. The ability for self-development is characterized not only by constant study, but also by the ability to put into practice the acquired knowledge.

In this regard, in a person's life, the main stages are distinguished:

1-training;

2-inclusion:

3-achievement of success;

4-professionalism:

5-revaluation of values;

6-mastery:

7th retirement period

It is important for a manager to gain recognition, and for this you need to constantly work on your own growth. Lack of recognition of the manager's potential is the main limitation. Managers, who are characterized by stopped self-development, often avoid acute situations, do not develop their existing (hidden) abilities.

5. Inability to solve problems (make decisions) The special talent of a manager is the ability to make decisions quickly and correctly. Problem solving has never been easy, but related skills can be greatly developed. A manager who suffers from the limitation of problem-solving skills constantly allows himself to leave unresolved issues for tomorrow. As a result, a large circle of problems accumulates that the manager is no longer able to solve. Naturally, such a manager fails.

6. Lack of creativity at work. You can give a great many examples when a manager shows a creative (non-standard) approach in his activities. This quality is especially necessary for modern managers, when the search for effective transition to a market economy is being conducted 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, timely adjust their actions depending on the situation. To achieve the strategic goals of the organization, they can break with tradition, use innovative ideas, take justified risks. In turn, a manager with relatively low ingenuity rarely puts forward new ideas, is not able to force others to think creatively and use new approaches to work.

7. Inability to influence people. The personal factor plays a key role in matters of influence. Many people are impressed by authority, demeanor, non-verbal forms of influence (gestures, appearance, etc.). Leaders who tend to be highly influential dress appropriately for the occasion, have a persuasive appearance, clearly state their thoughts, are confident in themselves, and give clear instructions.

Managers with low influence often blame others for not listening to them, and for not being considered powerful enough by their peers. A leader who is not persistent enough, does not have mutual understanding with others, with an undeveloped ability to express himself, is limited by the inability to influence others.

8. Misunderstanding of the specifics of managerial work. The main idea of ​​this restriction is to ensure that the manager achieves results not through personal work, but through the work of others. Until managers evaluate the effectiveness of how they manage other people, they will not achieve high results in the organization's activities. Therefore, managers who do not sufficiently understand the motivation of employees are limited by an insufficient understanding of the essence of managerial work.

9. Low organizational skills (inability to lead). We are talking about the manager's ability to "charge" the members of the team with energy, the ability to optimally organize the labor process. The arrhythmia of the labor process and the inefficiency of the applied methods of work lead to the fact that people feel insecure about the future, do not receive satisfaction from work and, accordingly, work below their capabilities. In this case, few people recognize the contribution of the leader, so the morale of the team is rapidly deteriorating. A manager who fails to get practical results from his subordinates is limited by a lack of leadership ability.

10. Inability to teach. Every leader must take care of increasing the competence of those whom he leads. A good leader acts, among other things, in the role of a teacher. Professional development, in whatever form it is carried out, is the most important element of managerial efficiency. Therefore, a manager who lacks the ability and patience to help develop others is limited by his inability to teach.

11. Inability to form a team. Among the stable groups of people united on the basis of a certain jointly performed activity, the most important role belongs to the labor collective. The signs of a labor collective are known: the community of interests of all its members; a single socially useful and personally significant goal; joint activities to achieve this goal; a certain organizational structure of the team; the existence of a relationship of leadership and subordination; formal and informal relationships.

Team building is a complex and controversial process. This is primarily due to the fact that the fundamental interests and goals of its members have differences and contradictions (often personal goals and interests conflict with the goals of the organization). Therefore, depending on the degree of unity of the individual goals and attitudes of the group, one can speak of the degree of collectivity, or the degree of social maturity of the work collective. The nature and content of managerial activity depends on the degree of such maturity. The leader needs to keep in mind that in its formation and development, the labor collective goes through three main stages.

At the first stage, when the team is just created, there is a mutual acquaintance of its members. It is important for a manager to look closely at people and try to identify the most influential and authoritative employees in order to win them over to their side and place them correctly in the team. At this stage, the leader acts as an "external force" in relation to the team. Most demands come from and through him.

At the second stage, mutual acquaintance and study of the members of the team is completed. There is a friendly rapprochement of people in accordance with their interests and inclinations. In general terms, an informal structure of the team is formed, an asset is formed, and a liability can also be formed. Perhaps, under certain conditions, a group of disorganizers will also be formed.

The manager needs to carefully analyze the reasons for the emergence of such a group and the individual motives for which certain employees got into it.

A characteristic feature of this stage is that the leader can manage the team and make demands on it not only personally, but also through informal leaders.

At the third stage, the consciousness and activity of employees reach approximately the same high level, subordinates understand their leader well and perform their duties without administrative pressure. The leader and informal leaders no longer act as an "external force" in relation to the rest of the team members, so their demands are perceived as natural and understandable to all members of the team. A characteristic feature of this stage is the achievement of a harmonious combination of group (organization) and personal interests.

It is quite obvious that the collective in its development can go through some stages faster, others more slowly. There are times when it "gets stuck" at one of the stages and even breaks up. Team breakdown occurs when a manager does not have sufficient leadership skills, professes anti-collective views, selects inappropriate employees, does not know how to distribute responsibilities, and tolerates poor intergroup relations.

When a leader fails to turn a group into a qualified and effective team, it is said that such a manager is limited by poor team building skills.

Thus, a market economy requires from a manager: the ability to manage oneself; reasonable personal values; clear personal goals; constant personal growth (development); problem solving skills; resourcefulness and ability to innovate; the ability to influence others; knowledge of modern management approaches; ability to train subordinates; the ability to form and develop a workforce.

Factors affecting the effectiveness of a manager: colleagues, organization, boss, family, subordinates, you personally (abilities and inclinations) and others.

The concept of "manager" has a very broad meaning and is used in relation to:

The organizer of specific types of work within individual departments or program target groups;

The head of the enterprise as a whole or its divisions (departments, divisions, departments);

Leader in relation to subordinates;

An administrator of any level of management who organizes work, guided by modern methods, etc.

In world practice, it is customary to distinguish three levels of managers:

Inferior;

Medium;

Supreme.

According to these levels, different requirements are imposed on managers. These requirements are high for any level of managers. In general, mid-level line managers are concerned with problem solving, lower-level managers with the elimination of problems associated with achieving goals, and upper-level managers with setting common goals. Thus, although it seems that responsibility is distributed evenly, most of it lies with the leaders of the highest order. It is so established that if some enterprise fails, then the leader is blamed for everything, and if the company succeeds, then this success belongs exclusively to the employees of this organization.

However, it is possible to list the general requirements for managers of any level. So, the requirements can be divided into 6 main blocks:

1. Knowledge of the specialty:

Knowledge of the technology of the production process and its functioning;

Knowledge of management theory, basic laws and techniques;

Knowledge of general economic theory;

Knowledge of marketing theory;

As well as general erudition in the specialty;

Knowledge of the science of psychology (very important when working with people);

2. Personal qualities:

Ability to be in shape;

Endurance in a state of uncertainty and stress;

Endurance in any conflict situation;

Communication;

Listening skills;

Intuition;

Adaptability to the situation;

Susceptibility to criticism, self-criticism;

Striving for success and willingness to work for it;

Age and external data;

Strength of will;

3. Personal ability:

The ability to convince, break through your ideas (charisma);

Ability to assign responsibilities and give clear instructions;

Ability to stimulate and motivate employees;

Ease of communication, tact and diplomacy;

4. Intellectual ability:

Mind and prudence;

Creative potential;

The ability to make the right decision;

Logical, structural, systemic thinking;

Intuition;

5. Working methods:

Rationality and consistency in work;

The ability to concentrate as much as possible;

Ability to make decisions and solve problems;

self-management;

Ability to express your thoughts, negotiate;

6. Physical capability:

Activity and mobility;

Energy;

Strength and health.

The personality of the leader, his experience, business and character traits play a leading role in the management of organizations. But the requirements and qualities of the leader's personality cannot be considered separately from the type of his activity. So, for example, some qualities that are encountered in the analysis of the activities of production managers are absent in the characteristics of the leaders of scientific teams, and vice versa. In addition, the mutual correspondence of the leader's personality and his activities are characterized by certain dynamics. The question of the manifestation and formation of the qualities of the leader's personality and his activities should be considered in direct connection with the fact that the leader's activity itself also changes significantly as a result of the acquisition of new qualities and changes in existing ones. However, the foregoing does not exclude the possibility and need to determine in the most general form the requirements that a leader of any managerial rank in various social organizations must meet. Consider the main properties of the leader:

1). Social orientation of activity.

The leader, as an official, must be well aware of the legislative and regulatory acts that regulate the activities of social organizations. He must have a good understanding of the main trends in the development of modern politics, economics, law and other spheres of state life.

2). High competence in certain professional activities in accordance with the profile of the managed team (politics, science, production, law enforcement, etc.), since the leader does not generally manage people, but manages their activities to solve professional problems. However, by virtue of their work related to the organization of people, the leader must possess a system of knowledge in a number of related areas: modern economics, law, philosophy, pedagogy, psychology, etc. Such leaders are able to communicate with people, connecting word and deed. They often set activity goals, know how to substantiate them, make people believe in the need to achieve them.

3). Organizational skills.

One of the main qualities of a leader is the ability to organize the joint work of people. However, it is not so easy to combine solutions of organizational and technical problems with people. Many leaders find it easier to do something themselves than to get others to do it. This is the easiest, but the most unpromising way, since you can’t do everything yourself, and over time, the leader discovers that his subordinates have lost the habit of independence, cannot or no longer want to make decisions on their own. Meanwhile, at present, one of the central tasks that leaders have to solve in their teams is to create conditions for the manifestation of activity, initiative, creativity of people, and the development of their active motivation.

A number of studies have shown that organizational skills include the following psychological properties of a person:

The ability to reflect with sufficient completeness the psychology of the controlled group in the course of solving joint problems;

The practical orientation of the mind is the acquisition of knowledge and skills in the field of practical psychology, the willingness to apply them in the process of solving organizational problems;

Psychological tact - the presence of a sense of proportion in relationships with people;

The presence of vigor - the ability to charge organized people with their energy;

Demandingness - the ability to make adequate demands on people, depending on the characteristics of the situation;

Criticality - the ability to detect and express deviations that are significant for a given activity from the conditions dictated by the task;

The propensity for organizational activity is the need for it.

4). High moral qualities: justice and objectivity in assessing employees, humanity, sensitivity, tact, honesty. Not only in terms of his business competence, but also in his moral qualities, the leader must be a model for subordinates. It would be a mistake to limit communication with subordinates to only official matters. It is necessary to be interested in their personal problems, family, living conditions, health, the opinion of employees on various issues, listen carefully to them, even if their opinion seems erroneous.

The character of the leader is manifested in the style of leadership, because it also serves as a standard of behavior for subordinates. Therefore, it is so important to take into account the properties of character when appointing a person to a leadership position. Employees of production teams believe that it is difficult and unpleasant to work with a leader if he is not balanced, rude, unfair. This significantly reduces labor productivity.

5). Emotional-volitional character traits: purposefulness, adherence to principles, perseverance, determination, discipline, dedication, the ability to show these qualities to your subordinates and lead them. The volitional qualities of a person have long been considered his main skills to manage. Socrates, for example, believed that the main advantage of a leader is to be able to command people, and the main enemies of a leader are gluttony, laziness, passion for wine, weakness for women. Volitional qualities include self-criticism, necessary to realize one's weaknesses, and self-control, necessary to suppress them. An important role in the structure of these qualities is occupied by a sense of responsibility, which the leader must constantly experience, for the moral and physical condition of his subordinates, for the results of the activities of the team he leads.

6). Intellectual abilities: observation, analytical thinking, ability to predict situations and results of activities, efficiency and logic of memory, stability and distribution of attention.

The leader must constantly replenish and update his knowledge and be able to creatively, quickly use them in frequently changing, sometimes extreme situations that are characteristic of his non-standard activities.

There is an opinion that people with high creative intelligence prefer to work in solitude. People of average ability are more inclined to work in a team, to lead people. In difficult modern conditions, a person who claims to be a leader must have highly and harmoniously developed characterological and intellectual properties.

The official status occupied by the head (position and power);

Recognition of his superiority and the right to make responsible decisions in the conditions of joint activities.

8). The image of a leader is an important component of his authority. The concept of image reflects modern requirements for the appearance of a leader who not only communicates with subordinates, but also performs the function of representing the group he leads in front of other social organizations. Therefore, the appearance of the leader, the culture of speech, manners - all these are elements of his image. In modern conditions, there are image makers who create the image of a leader, shaping this image in accordance with the expectations of the public.

9). Good health. The activity of a modern leader is characterized by extremely high nervous and physical stress. The causes of occupational diseases of managers are increased nervous excitability, sleep disturbance, and cardiovascular disorders. Therefore, it is believed that no matter how strong a person is, his health in a managerial position will last no more than 8 years. But many leaders treat their health with disdain, trying to show the team an example of service zeal, not considering that their health is a factor that largely determines the effectiveness of the teams they lead. In addition to the fact that the leader must lead a healthy lifestyle, he must undergo systematic medical examinations. After all, the health of a highly competent, experienced leader is not only his personal asset, but also a social value for the team, organization and state.

An important problem is the selection and certification of leading personnel. The tasks of studying the personality traits of managers, their psychological suitability for performing complex functions of managing people are of particular importance in the modern conditions of identifying the social theory of management (management) as a special applied area of ​​psychology. The most reasonable ways to assess the personality of a leader are to use a set of methods, among which should be highlighted:

Observation and analysis of the specific activities of the head;

Poll - a survey to identify the self-esteem of the manager and his assessment by the group;

Natural experiment (business, role-playing games);

Expert assessments of management specialists;

Psychological testing using intellectual personality and professional tests;

Sociometry in order to establish prestige in the group and psychological compatibility;

Biographical method (study of documentation, personality analysis).

It is known that a personality is a complex system of various properties, therefore, the use of one method, even such as testing, cannot give a correct prediction regarding a person’s suitability to perform leadership functions.

In the light of recent years, the requirements for the personality of a manager have increased significantly. The world practice of training and retraining of managers includes active teaching methods.

In the process of solving experimental problems, group members establish certain relationships, due to which the role differentiation of people is determined:

Leaders who are able to lead, organize and direct the actions of the entire group, set a personal example;

Collectivists who care about the success of the entire group;

Individualists who prefer to work in isolation;

Persons capable of being only led.

The use of such active methods helps to accelerate the adaptation of managers to changing working conditions or work in a new place, allows you to more reasonably establish the organizational potential of applicants for a certain leadership role, assists managers in organizing their activities and self-education. But specifically what an experienced manager should and should not do:

1. The leader is a manager, not a driver, so he must:

Lead a team, not drive;

Rely on the cooperation and assistance of employees, and not only on their own power;

Keep employees up to date, interest them in solving problems, and not solve everything yourself;

To say "we", uniting oneself with the collective, and not to always say "I";

Setting an example to come on time, and not to demand it only from others;

Correct your mistakes, and not look for those responsible for them.

2. A leader needs faith in his work, courage, determination, determination and the ability to show these qualities to his subordinates.

3. Must be able to value the time of subordinates.

4. Be strict and demanding, but not picky.

5. Must be able to accept criticism and criticize, as well as be able to encourage and punish.

6. Be friendly and tactful, have a sense of humor.

7. Be able to debate and negotiate.

A manager must serve his organization to the best of his ability if he is to achieve personal success in a leadership position. If there is a desire to serve his organization well, the manager must reckon with colleagues. Demanding to oneself is necessary in terms of attitude to business and to the rights of other people. This is exactly what requires initiative, the definition of a personal goal and the determination to achieve it. If others are striving for the same goal, then the manager must show more perseverance and perseverance in achieving it.

3. Practical part.

Each person is involved in a "thin web" of social relationships with people who want to keep their investment in this person unchanged: they need a person they know. Any change that occurs in him can threaten them and bring discomfort into their lives.

Work craves all the energy of a person, mainly psychological. It can be used in a positive, constructive direction, or it can be used in a negative and destructive direction. The first is inherent in an emotionally mature person. And for management activities, only emotionally mature people are needed (suitable).

Psychological maturity is an important part of the image of the head of the organization, because. a top manager must be mentally prepared for non-standard situations. He must react with restraint to changes in the environment and promptly make serious decisions.

To identify the psychological maturity of lower and middle managers to work in higher management positions, a survey was conducted of three specialists from various organizations on the following issues:

1. Do you know how to restrain yourself, not to “pour out” your irritation, anger, resentment, bad mood on others?

2. Are you able to patiently, without irritation, explain to someone what he wants to know, even if you have to repeat it several times?

3. Can you communicate a lot and often with different people without getting tired of it?

4. Are you able to listen carefully, patiently, without interrupting, to listen to people?

5. Are you able to organize people for any business or event?

6. Can you do a job that requires you to interact with a lot of different people?

7. Do you know how to influence people: convince, prevent conflicts, settle quarrels, resolve disputes?

8. Are you able to empathize with people (even those who are not very close), understand their problems, and provide all possible assistance?

An analysis of the data obtained allows us to conclude that positions at higher levels of management are occupied by people who are more mature from a psychological point of view. They are distinguished by high communication skills, self-organization and self-control. Also, higher-level managers are better able to prevent conflicts, resolve disputes, and make more meaningful and informed decisions.

The structure of the manager's personality is projected onto the activities of the organization he manages, therefore, all the qualities of a manager are important for the success of management. They cannot be divided into professional and individual qualities of a manager that are important for management efficiency. This is one of the characteristics of the managerial profession.

The moral qualities of a manager are of key importance for the effectiveness of a manager's activity.

Some qualities of a person are of particular importance for different areas of a manager's activity (practical guidance, management consulting, scientific activity in the field of social management), including: leadership, organizational skills, communication skills.

The profession of a manager not only requires certain qualities in a person for effective management, but also forms these qualities over time.

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In order to learn how to use surprise tactics and at the same time prevent competitors from using this tactic, it is necessary to study the external signs of a sense of surprise and learn how to not show this feeling by controlling one's own emotions that cause the manifestation of external signs.

The difficulty from a psychological point of view lies in the study of emotions. Anger, confusion, annoyance, not to mention the usual disappointment - these are the most unpleasant emotions that are generated by a sense of surprise. It is very difficult to hide these emotions when you feel them. When they appear, the face, ears, neck instantly turn red. The muscles of the larynx contract and the voice instantly rises. Such emotions are almost impossible to hide, but they can be successfully controlled.

Positive emotions are much easier to hide. Yes, and you need to hide them only if their cause is something unpleasant for others. In the latter case, this must always be done.

Mood control is also an important aspect of image formation. If a person is not accustomed to holding back (and intemperance is a habit), then he certainly justifies this with the properties of his character, quick temper. However, you can reverse yourself and get rid of this habit. First of all, you need to make sure that there is actually no need to lose your temper. It is necessary to pay attention to the fact that when a person loses his temper, is suddenly irritated, this is accompanied by the same physical reaction as the feeling of fear.

The development of the ability to work hard is also accompanied by psychological upheavals at the initial stage of the formation of this skill. Proper attitude to work, shown not in words, but in deeds, makes it easier to overcome difficulties. Working with full dedication in any leadership position does not mean only fulfilling your official duties at the established working hours. This means that it is necessary to rationally use people under management in accordance with their business qualities. This means that plans must be firmly adhered to and improved as work progresses in order to successfully implement them.

Basic requirements for a manager

The concept of "manager" has a very broad meaning and is used in relation to:

The organizer of specific types of work within individual departments or program target groups;

The head of the enterprise as a whole or its divisions (departments, divisions, departments);

Leader in relation to subordinates;

An administrator of any level of management who organizes work, guided by modern methods, etc.

In world practice, it is customary to distinguish three levels of managers:

Inferior;

Medium;

Supreme.

According to these levels, different requirements are imposed on managers. These requirements are high for any level of managers. In general, mid-level line managers are concerned with problem solving, lower-level managers with the elimination of problems associated with achieving goals, and upper-level managers with setting common goals. Thus, although it seems that responsibility is distributed evenly, most of it lies with the leaders of the highest order. It is so established that if some enterprise fails, then the leader is blamed for everything, and if the company succeeds, then this success belongs exclusively to the employees of this organization.

However, it is possible to list the general requirements for managers of any level. So, the requirements can be divided into 6 main blocks:

1. Knowledge of the specialty:

Knowledge of the technology of the production process and its functioning;

Knowledge of management theory, basic laws and techniques;

Knowledge of general economic theory;

Knowledge of marketing theory;

As well as general erudition in the specialty;

Knowledge of the science of psychology (very important when working with people);

2. Personal qualities:

Ability to be in shape;

Endurance in a state of uncertainty and stress;

Endurance in any conflict situation;

Communication;

Listening skills;

Intuition;

Adaptability to the situation;

Susceptibility to criticism, self-criticism;

Striving for success and willingness to work for it;

Age and external data;

Strength of will;

3. Personal ability:

The ability to convince, break through your ideas (charisma);

Ability to assign responsibilities and give clear instructions;

Ability to stimulate and motivate employees;

Ease of communication, tact and diplomacy;

4. Intellectual ability:

Mind and prudence;

Creative potential;

The ability to make the right decision;

Logical, structural, systemic thinking;

Intuition;

5. Working methods:

Rationality and consistency in work;

The ability to concentrate as much as possible;

Ability to make decisions and solve problems;

self-management;

Ability to express your thoughts, negotiate;

6. Physical capability:

Activity and mobility;

Energy;

Strength and health.

The personality of the leader, his experience, business and character traits play a leading role in the management of organizations. But the requirements and qualities of the leader's personality cannot be considered separately from the type of his activity. So, for example, some qualities that are encountered in the analysis of the activities of production managers are absent in the characteristics of the leaders of scientific teams, and vice versa. In addition, the mutual correspondence of the leader's personality and his activities are characterized by certain dynamics. The question of the manifestation and formation of the qualities of the leader's personality and his activities should be considered in direct connection with the fact that the leader's activity itself also changes significantly as a result of the acquisition of new qualities and changes in existing ones. However, the foregoing does not exclude the possibility and need to determine in the most general form the requirements that a leader of any managerial rank in various social organizations must meet. Consider the main properties of the leader:

1). Social orientation of activity.

The leader, as an official, must be well aware of the legislative and regulatory acts that regulate the activities of social organizations. He must have a good understanding of the main trends in the development of modern politics, economics, law and other spheres of state life.

2). High competence in certain professional activities in accordance with the profile of the managed team (politics, science, production, law enforcement, etc.), since the leader does not generally manage people, but manages their activities to solve professional problems. However, by virtue of their work related to the organization of people, the leader must possess a system of knowledge in a number of related areas: modern economics, law, philosophy, pedagogy, psychology, etc. Such leaders are able to communicate with people, connecting word and deed. They often set activity goals, know how to substantiate them, make people believe in the need to achieve them.