Ministry of Education of the Russian Federation

Ural State University named after Gorky

Faculty of Journalism

MMR in the media

Course work

On the topic: "Requirements for a manager"

Completed: student 307gr

Checked by: Amirov V.M.

Ekaterinburg

Introduction 3

Part I

Basic concepts of management and manager 4

Basic requirements for a manager 7

The role of a manager in an organization 16

Types of leaders 19

The most important functions of a manager 21

Part II. Practical. 24

Application. 26

List of used literature. 27

Introduction.

The topic of my course work is “Requirements for a manager.” I chose this topic, since in the modern world the concepts of management and manager are encountered more and more often. What exactly employers want to see in the face of a manager. Not everyone can handle this position. After all, a manager is not just a manager in any direction, but also responsible for all the work done. Often the success of the company depends on the manager. But what qualities should a person have and can all people cope with such a responsible job? It was this question that prompted me to choose a topic for a term paper. The purpose of my work was: to find out what requirements employers put forward for a manager.

Part I

Basic concepts of management and manager.

The term "management". It has already entered the Russian language for several years. Contrary to the dictionary, it is not an exact synonym for the Russian term "management". You can manage not only the plant, but also a car or a rocket. Management is always managing people. Moreover, a person controls (and not a computer or a traffic light). Therefore, the term "automatic control" is widely used, but it is meaningless to talk about "automatic control".

The term "management" refers to a set of coordinated activities aimed at achieving the goals. W. Siegert gives the following definition: "Management is such a management of people and such use of funds that allows you to perform the tasks in a humane, economical and rational way." To this we must add that goal-setting, i.e. the choice of goals and the formulation of tasks also applies to management. Moreover, goal setting is one of the main responsibilities of managers, especially the first leaders.

The term "management" has several meanings. Let's consider them.

1) Management is understood as a type of labor activity. Management is mental labor, as a result of which the management process is carried out. In short, the management process is a continuous implementation of sequential actions from forecasting future activities, setting a goal and developing ways to achieve it, to analyzing its actual result.

2) Management is the management process itself, with all its functions, methods and means. The management process involves the performance of certain functions. Such as forecasting, planning, creating organizational structures, command, coordination, stimulation (motivation) of activities, control and analysis. To implement a particular function, various methods are used. For example, it is possible to predict using statistical and/or expert methods. In this case, appropriate technical means can be used - computers, software products, the Internet, communications, etc. Management combines the various components of managerial activity into a single whole.

3) Management is a management body, for example, a set of departments of the management apparatus that unites managers. In other words, management is an organizational structure designed to manage an organization, region, country.

4) Management is understood as a category of people professionally involved in management, working in positions included in the management apparatus.

5) Management is a scientific discipline dedicated to the problems that arise when people manage people. In Russia, management is usually regarded as one of the economic sciences. Research work is carried out, magazines and books are published, dissertations on management are defended.

6) Management as a scientific discipline is based on the practice of management. Accordingly, management is sometimes understood as the practice of real management and its comprehension.

6) Management is not only a science, but also the art of management. Management science provides general guidelines rather than specific instructions for each specific act of management. Real management, especially operational management, is more of an art than a science. A manager needs not only knowledge, but also an intuitive understanding of the people he manages.

7) Finally, management is an academic discipline dedicated to management. In Russia, management is taught to all students of economic specialties. Future engineers, geologists, physicians, sociologists, etc. are told about it. Schoolchildren are also being introduced to management more and more often.

Manager - who is it? According to the dictionary, managers are bosses who manage subordinates. Among them are foremen, heads of sectors and other line managers. Another type of bosses are heads of enterprises and organizations, state authorities and municipal self-government. They are called "top managers" (from the English. top-managers) - top managers. Between line managers and top managers, there is usually a middle link - heads of workshops, departments, services. The middle management commands the line managers and reports to the top managers.

The special role of top managers is that it is they who make the final decisions and determine the goals of the enterprise or organization. The rest of the managers carry out their decisions.

Managers are called not only managers, but also managers, i.e. persons involved in management. These include, for example, deputies and assistant managers. Such employees may not have subordinates. They work with people who report to their common superiors. Managers perform certain management functions that are assigned to them.

Currently, managers are sometimes called another category of workers whose professional activity consists in constant contact with people. The positions of such employees are referred to, for example, as “office manager” or “sales floor manager”. Such "managers" have no subordinates.

Everyone is their own manager. Any person, with the exception of infants and bedridden patients, is forced to manage their affairs, plan and distribute their time. The main resource for each of us is time. It can be used with benefit, it can be spent without any result. Rationally managing your affairs - your production activities and your life in general - is the basis of success for any of us.

In other words, every person is a manager to some extent. He rules himself. From this it follows that knowledge of the basics of management is useful to everyone.

However, the term "manager" is usually contrasted with the term "performer". In other words, in common usage, a "manager" is a manager who has at least one direct report or who has been delegated some of the authority of a superior manager.

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.

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 highlighting 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.

The role of a manager in an organization.

The role of a manager in an organization is guiding, shaping, structuring, and generally organizing. The manager's activity is aimed at ensuring that employees become not just an arithmetic sum of people with their own problems and interests, but a close-knit team aimed at creation, at the fulfillment of a social task, so that all the positive effects of social organization (primarily synergistic), for which people and unite in it so that the organization becomes a real organization.

The structuring impact of the manager concerns the employees of the organization, the organization itself, its relations with the outside world and even a fragment of the outside world, which is the sphere of activity of the organization.

The manager of an organization (leader) also performs various other functions that complement each other, in other words, acts as an administrator, organizer, professional (specialist), public figure, teacher, psychologist, and educator.

The head (manager) of the organization, as an administrator, uses his administrative powers to achieve the goals of the organization, acts in strict accordance with regulatory legal acts, and participates in the implementation of personnel policy.

In the role of an organizer, the manager shows the ability to skillfully determine the prerequisites and goals of the activity, select performers, distribute functions among them in accordance with their abilities, experience and inclinations, set tasks for them, distribute responsibility, correctly place emphasis in activities, allocate the necessary resources, and then coordinate the activities of subordinates.

The role of a professional (specialist) in the activities of a manager is associated, first of all, with his knowledge and experience in a specific area of ​​practical activity, the ability to formulate criteria for evaluating activities, plan them, conduct briefings, analyze the progress of the decision, and finally, if necessary, independently effectively implement professional activity, to solve a specific professional problem, showing a personal example to a subordinate.

The leader in the role of a teacher (teacher) must show the ability to teach the subordinate the necessary techniques and skills of work, the ethics of the profession, approaches to resolving possible conflicts of interest of the interacting parties, the use of specific forms and methods in a particular field of professional activity, to transfer his knowledge and experience to him.

The performance of the role of a psychologist by the head means his activity aimed at uniting the team, taking into account the characteristics of the psyche of the subordinate in the process of communication, exchanging information with the subordinate, when setting goals and objectives of activities for the subordinate and the team as a whole, when distributing responsibilities, when evaluating the results of work, when determining incentives and punishments.

The role of the educator involves helping the employee on the part of the leader in understanding the traditions of the organization, in understanding the socially significant goals of the organization. It is also very important to form a sense of duty in the employee, to assimilate the elements of corporate culture. The leader helps the subordinate, on the one hand, to imbue the spirit of the organization, and on the other, to strengthen his civic position.

The role of the representative of the organization (public figure) - signs documents on behalf of the organization, represents the organization in the external environment, in higher organizations, interacts with the media, receives visitors to the organization, in general, as it is now customary to say, carries out public relations, receives together with public organizations solve social issues, participate in conferences and other public events.

It should also be borne in mind that in all cases the role of the organizer remains dominant for the leader (manager).

Power is a necessary condition for social control. There are fundamental differences between the following forms of power: traditional, competent, reference, charismatic, and also based on motivation and based on coercion. The most stable and effective management is based on competent authority.

In reality, management relies not on one, but simultaneously on various forms of power, in one ratio or another.

The purpose of the manager's activity is to ensure the most effective joint activities of people.

Types of Leaders

But despite the almost ideal qualities that a manager should have, he is first and foremost a person. With all its features, features of its character, the form of relationship with other people. Like any person, he has a character and temperament. In most cases, his style, method, type of leadership depend on this.

To determine the type of manager, American psychologists R. Blake and D. Mouton compiled a matrix of types of leaders.

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1 2 3 4 5 6 7 8 9

1) 9.1 - dictator;

2) 1.9 - democrat; 3) 1,1 - a pessimist;

4) 9.9 - organizer; 5) 6.5 - manipulator;

1) A management style that is completely production-oriented and pays little attention to people. It's a tough admin course. Working in such conditions does not bring satisfaction. Everyone is trying to get out of submission.

2) The productivity of such a manager is in last place. Principle: "You must always be yourself." The worker likes the situation, oh, the benefit is small, all the ardor is in the debate.

3) The motto "Do not interfere in the course of events." Random people appointed by someone.

4) The most productive type, taking into account the needs of production, as well as people. The most important characteristic is the desire for innovation, focus on the development of the organization. The company thrives under such a manager. But this is almost unrealistic.

5) The manager of this type is satisfied with the average performance. Motto: "Not enough stars from the sky." Manipulation of people.

Depending on the nature of the work, the manager has different requirements.

The most important functions of a manager

The most important requirement for a manager of any level is the ability to manage people. What does it mean to manage people? To be a good manager you have to be a psychologist. To be a psychologist means to know, understand people and reciprocate them. Body language and body language will help a lot with this. Having studied this language, the manager will be able to better understand people, their actions, than they are justified, will be able to achieve mutual agreement, people's trust, and this is the most important thing. This contributes to the conclusion of profitable deals and much more.

In addition, a good manager should be an organizer, and a friend, and a teacher, and an expert in setting goals, and a leader, and a person who knows how to listen to others ... and this is just a start. He must know perfectly his direct subordinates, their abilities and the ability to perform the specific work assigned to them. The manager must know the conditions that bind the enterprise and employees, protect the interests of both on a fair basis, eliminate the incapable in order to maintain the unity and correct functioning of the company.

Leadership qualities of a manager

The manager must be a leader worthy of emulation. On this I would like to stop and tell in more detail. The main task of the manager is to do business with the help of other people, to achieve collective work. It means cooperation, not intimidation. A good manager always cares about the interests of the whole company. He seeks to balance the interest of the group, the interests of the boss and other managers, the need to get the job done with the need to find time for learning, the interests of the workplace with the human needs of subordinates.

How to become a leader.

Leadership cannot be defined by any formula. This is art, skill, skill, talent. Some people have it naturally. Others are learning it. And the third never comprehend it.

In the end, everyone finds their own style. One is dynamic, charming, able to inspire others. The other is calm, restrained in speech and behavior. However, both of them can act with equal efficiency - inspire confidence in themselves and ensure that the work is done quickly and efficiently. But some common characteristics are inherent in the leaders of various styles.

The leader is devoted to his company, he does not belittle his company in the eyes of employees and does not humiliate his employees in the eyes of the company's management.

The leader must be an optimist. An optimist is always willing to listen to others and their ideas, because he is always waiting for good news. The pessimist listens as little as possible because he expects bad news. An optimist thinks that people are mostly ready to help, have a creative beginning, strive for creation. The pessimist believes that they are lazy, obstinate and of little use. Interestingly, both approaches are usually correct.

A leader loves people. If a manager's job is to manage people, how can he do it well if he doesn't love people. The best leaders care about their employees. They are interested in what others are doing. A good leader is available and doesn't hide behind the office door. The best leaders are human, they are aware of their own weaknesses, which makes them more tolerant of the weaknesses of others.

The leader must be courageous. He will always try to find a new way to complete a task just because that way is better. But he never makes it unreasonable. If he allows someone to do an experiment and it ends in failure, then he will not place the blame on him and will not lose faith in him.

The leader is open minded. He will never say, "It's none of my business." If you expect your group of employees to jump into action when any unusual situations arise, you need to demonstrate to them that you yourself are ready to take on a new business when asked to do so. The leader shows great interest in all aspects of the firm.

The leader must be decisive. The leader is always ready to make decisions. When there is all the necessary information, the right decision lies on the surface. It is more difficult when not all the initial data are known, but the decision still needs to be made. It takes real courage to make a decision and be aware that it may be wrong.

The leader is tactful and considerate. The basic principle is to criticize the work, not the person doing it. One wise man said that every criticism should be packed like a sandwich - between two chunks of praise.

Fairness is also an important trait of a leader. For example, if an employee gets a bonus and they did nothing to deserve it, you will probably have a dozen dissatisfied. When a subordinate makes a mistake, he needs to point it out, he needs to admit it, and then he needs to forget about it.

The leader is always honest. Being honest with management is telling upper managers what they may not always like to hear. To be honest with subordinates is to say when they are right and when they are wrong. Being honest is the ability to admit your mistakes. It is not always easy to tell the truth without hurting the feelings of others or appearing tactless, but honesty in the interest of the common good - the firm and its employees - should always be paramount.

The leader is ambitious. He rejoices not only for himself, but also for the achievements of his employees and shares their success. O thus inspires others with his enthusiasm and energy, and all succeed in their service.

The leader is consistent and humble. He does not need the flattery of others, besides, he does not need to hide his mistakes.

The leader must be a mentor. He helps his subordinates to develop self-confidence, love for people, ambition, enthusiasm, honesty, poise and determination.

The leader is confident. Self-confidence without arrogance, self-confidence without arrogance - these are the hallmarks of a strong leader.

Part II. Practical.

Nowadays, if you open a newspaper or a website, you can see a thousand ads: "manager required." Who is this? And why did all management positions become so called?

Everyone understands the definition of a manager in his own way, but the beginning of the definition is the same - the manager. You can manage everything, starting with your personal time. To manage and manage people and their time, you certainly need to have a number of outstanding qualities.

If you open any job posting site, you can see a huge number of required managers. What do they require and what do employers pay attention to first of all? After reviewing a number of such ads, we can say that in the first place is age (from 22-25, not younger than 40), education, work experience and "ability to talk", regardless of the type of activity of the company. Here are some examples of such ads:

1. Sales manager

Requirements:

Age from 22 to 35 years.

Completed education (from secondary special),

Experience in active sales in positions: sales manager, sales floor manager, sales representative. We are looking for active, motivated candidates with a desire to work and develop.

Knowledge of office applications (MS Office, Internet Explorer, email applications).

It is desirable to have a personal car.

Responsibilities:

Looking for new clients.

Conducting negotiations with clients.

Conclusion of contracts.

Formation of reporting documents.

After-sales customer service.

2. Sales manager.

Requirements: experience in active sales, experience in effective negotiations, successful experience in attracting new customers, knowledge of sales technology, desire to work and earn money, communication skills, stress resistance, learning ability, ability to work in a team. Higher education, in addition, the presence of courses and trainings in sales is welcome. Knowledge of the computer - an experienced user, the ability to work in the program 1C: 7.7 Trade + Warehouse.

Age 25 to 35

Education incomplete higher

Work experience 2 years

Requirements:

Successful sales experience from 1 year in the corporate segment;

Higher education (desirable);

The presence of a car;

Organization and punctuality;

Grammatically correct speech;

Focus on personal achievement;

Experience in direct sales preferred.

Recently, I faced the problem of choosing a job and the conditions for admission to it. Unfortunately, in my case, I am not suitable for the position of a manager, I do not have enough experience in communication and in managing people. But as they say: "Experience comes with time."

When applying for a job, I was first given a questionnaire (see Appendix 1), then an interview. As a rule, the most important questions are asked in the questionnaire. In general, the answers to these questions help the employer to draw up a portrait of the future employee of his company. The interview takes place after reading your questionnaire. At this stage, more in-depth questions are asked, they can test your erudition, ingenuity and, of course, stress resistance, which is no less important for a person who is responsible for the work of other people. The manager must be able to remain calm in any situation and also calmly make decisions. After all, a rash decision made in a stressful situation can lead to serious trouble.

List of used literature.

1. A.I. Orlov Management uch., M. ed. "Emerald" 2003;

2. V.A. Baranov Handbook of a manager, M. ed. "ADS" 2000;

3. V.R. Vesnin Management M. ed. "Prospect" 2004;

4. A.V. Mikhailovsky "Management and managers";

The manager carries out managerial activities and solves managerial tasks. Being a member of the labor collective, he achieves the results of labor by influencing other members of the collective (performers).

Not all managers play the same role in the hotel, which is primarily related to the level of management, their tasks and functions.

Of all the variety of roles played by hotel business managers, it is necessary to single out the main ones - those that do not depend on the type of hotels and the differences in the guests they serve. These main roles include:

1. Preparation, adoption and implementation of management decisions. This is the main function of a manager. Being endowed with a special right to make managerial decisions, the manager at the same time bears responsibility for their consequences.

2. Information role. In order to make an effective management decision, it is necessary to obtain and process reliable economic and management information about the development of the hotel complex management system. No wonder they say: "Who owns the information, he owns the world." The result of his work strongly depends on how complete information the manager has, how clearly and precisely he can convey the necessary information to the performers.

3. Work as a leader, forming relationships inside and outside the organization, motivating members of the labor collective to achieve the practical and strategic goals of the organization.

Effective leadership involves the ability to share your vision of problems with others, motivate them to achieve their goals, that is, manage with people, and not manage people. People want their leader to be not only and not so much a professional technocrat focused exclusively on the production process (a type of manager 9.1 on the GRID management grid), but a leader with a "human face" who has the appropriate socio-psychological training. In his managerial activity, the focus on the person should be in the foreground, which is especially important for the hotel industry (belonging to the "person-to-person" system).

Because both people and situations are constantly changing, a manager must be flexible enough to adapt to 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, and organizational skills.

Modern theory and practice of management in the hotel and restaurant industry has revealed a number of requirements , presented to management. These are:

Certain personal qualities;

Compliance with ethical standards;

Skills and organizational skills.

Manager knowledge. Since the manager achieves the result of his work by influencing other people, he needs, first of all, knowledge in the field of social psychology, knowledge of modern management approaches and knowledge of the characteristics of the profession.

Personal qualities - non-standard thinking, determination and perseverance in achieving the goal, initiative, the ability to fulfill obligations and promises, a high level of erudition, strength of character, justice, tact, accuracy, the ability to win over, a sense of humor and good health.

ethical standards. The principle of the manager's work should be compliance with the norms, first of all, of business ethics, including the following rules:

Profit maximization should not be achieved at the expense of environmental destruction;

In the competitive struggle, one should use only "allowed" methods, that is, observe the rules of the market game;

Fair distribution of benefits;

Personal example of compliance with ethical standards at work and at home;

discipline and moral stability.

Managerial skills and organizational skills. Skillfully using information, time and people, the manager ensures high results, constantly increasing the competitiveness of the company he leads. Management effectiveness can be affected by:

Ability to determine the temperament and character of subordinates;

The ability to manage oneself;

Ability to evaluate and select efficient staff;

The ability to see and provide a perspective for the development of your team;

Ingenuity and initiative;

High ability to influence others, charge them with energy.

If there is a discrepancy between the manager's qualities and any of these requirements, then they speak of a certain limitation (lack) of the manager's capabilities.

Having identified such limitations, one can focus on those factors that prevent the full realization of all the personal qualities of a manager. The following potential restrictions on leadership.

1. Inability to manage yourself. Those leaders who do not know how to "discharge" properly, deal with conflicts and stress, effectively use their time, energy and skills, are not able to effectively manage other people.

2. Blurred personal values. If personal values ​​are not clear to oneself and others, then they will be perceived in a distorted form. As a result, the efficiency of making and implementing management decisions will decrease.

3. Unclear personal goals. A manager who is not able to define his goals cannot achieve success in managerial activities.

4. Retarded personal development. It is important for a manager to gain recognition, and for this you need to constantly improve your overall 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. Leaders who do not develop their abilities do not have prospects.

5. Inability to solve problems (make decisions). Solving problems is never easy, but skills can be developed to a great extent. A manager who suffers from the limitation of lack of problem-solving skill constantly allows himself to leave unresolved issues for tomorrow. As a result, a wide range of problems accumulate that the manager is no longer able to solve. Naturally, such a manager fails.

6. Lack of creativity at work. 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. A leader who is unwilling to experiment, take risks, or remain creative at work is incapable of managing effectively.

7. The 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.).

8. Lack of understanding of the specifics of managerial work. The manager must achieve results not by personal labor, but through the labor of others. As long as the leaders do not concentrate their efforts on management itself, they will not achieve high results in the organization's activities.

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.

10. Failure 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 activity.

11. Failure to form a team(see paragraph 6.3).

Thus, the market economy requires the manager to:

Ability to manage yourself;

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;

organizational skills;

Ability to train subordinates;

Ability to form and develop a workforce.

"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 particular 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.

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 resistance 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.

Requirements for a manager

At a very early stage, the word "manager" meant the ability to ride and manage horses. Literally, the term "manager" means "leader in the socio-economic system", i.e. a person who manages an organization or its separate structure. Based on the abilities inherent only to him, the manager (taking into account scientific achievements) influences a person (subordinate), and through him - on socio-economic systems, thereby ensuring the achievement of his goals.

We imagine the manager as a member of the tourism organization, carrying out managerial activities. This is the main figure of the organization. However, not all managers play the same role in the firm. This is due to the fact that tourism organizations differ from one to another, and therefore the tasks and functions performed by managers are not identical.

Despite the fact that managers of tourism organizations play a variety of roles, it is necessary to highlight the main ones - those that all managers decide, regardless of the type of their tourism organization and the types of travelers they serve.

Firstly, it is the performance of functions for the preparation, adoption and implementation of management decisions. Only the manager has the right to make decisions (within his competence). This is its main function. The manager has the right to make management decisions, he is also responsible for their consequences.

Secondly, this is the informational role of the manager, since in order to make an effective management decision, it is necessary to obtain and process reliable economic and management information about the development of the tourism management system. No wonder they say: who owns the information, he owns the world. The result of his work largely depends on how complete information the manager has, how clearly and precisely he can convey the necessary information to the performers.

Thirdly, the manager acts as head, forming relationships inside and outside the organization, motivating members of the labor collective to achieve the practical and strategic goals of the organization.

A manager is a person whom people are ready to follow, whose ideas they always believe in. Support by members of the team of their leader in modern conditions is the basis without which no manager, no matter how good and competent specialist he may be, will not be able to successfully manage the team.

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, influence a person so that he wants to fulfill the decision made by the manager is evidence that such a 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. People want their leader to be not only and not so much a professional technocrat focused exclusively on the production process (manager type 9.1. on the management grid), but a leader with a “human face” who has the appropriate socio-psychological training. In his managerial activity, in the foreground, there should be a focus on the person, which is especially important for the tourism industry (the “person-to-person” system).

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 adapt to 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 such activities.

In the former USSR, the selection of managerial personnel was guided by four basic requirements: political literacy, moral stability, competence, and organizational skills. For comparison, here are the qualification requirements for 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 human 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 1st to 8th - the lowest personnel (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, regardless of managerial rank, there is a certain combination of parameters-requirements that guarantee success in the work of any manager. In particular, there are five basic requirements in the US government system: common sense; business knowledge; Confidence in your strength; high overall level of development; the ability to bring the job to the end.

The theory and practice of tourism management allows us to design a certain model of a modern manager (Fig. 6.1).

Rice. 6.1. Criteria-requirements of a modern manager

Knowledge and skills. Since the manager achieves the result of his work by influencing other persons, the main professional knowledge that the manager needs is in the field of social psychology. Complementing this knowledge is the knowledge of the industry.

Personal qualities - non-standard thinking, determination and perseverance in achieving a goal, initiative, the ability to fulfill obligations and promises, a high level of erudition, strength of character, justice, tact, neatness and accuracy, the ability to win over, a sense of humor and good health.

Ethics- this is the observance of norms, first of all, business ethics, i.е. ethical norms of behavior of a manager in a market economy, his moral principles and ideals. With regard to tourism, we should first of all talk about the following:

□ profit maximization should not be achieved at the expense of environmental destruction;

□ in competition, only “permitted” methods should be used, i.e. follow the rules of the market game;

□ fair distribution of benefits;

□ personal example of compliance with ethical standards at work and at home;

□ discipline and moral stability.

Personal resources. The main resources of a manager are information and information potential in general, time and people. Skillfully using these resources, the manager receives high results, constantly increasing the competitiveness of the company he leads.

Skills and abilities of a manager to manage effectively. Management efficiency is affected by:

□ ability to determine the temperament and character of subordinates;

□ ability to manage oneself;

□ ability to assess and select capable personnel;

□ the ability to see and provide a perspective for the development of one's team;

□ resourcefulness and ability to innovate; Q high ability to influence others;

□ knowledge of modern management approaches. Limitations in self-development. Some interest in this

communication is a concept of constraints. Its idea is that all managers have the opportunity to develop and improve the efficiency of their work. However, there are areas in which they are, to put it mildly, not competent, which is a limitation for managers. 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 eleven potential limitations in the activities of the leader are highlighted.

Inability to manage yourself. Every manager must learn to manage himself and communicate with subordinates as a unique and invaluable resource. Those leaders who do not know how to manage themselves (correctly “discharge”, deal with conflicts and stresses, use their time, energy and skills effectively) are limited by this inability and cannot manage other people.

Blurred personal values. Managers must make a myriad of decisions every day based on personal values ​​and principles. If personal values ​​are not 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. Those managers who have not defined their own core principles and values ​​are limited by this fuzziness.

Unclear personal goals. There are managers who lack clarity for personal purposes, but there are those who are unusually collected and focused. 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 this fuzziness.

Retarded 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, there are four main stages in a person's life (Fig. 6.2).

It is important for a manager to gain recognition, and for this you need to constantly improve your overall development. The lack of recognition of the manager's potential is a major limitation. Leaders who do not develop their abilities more and more often begin to avoid sharp situations.

Inability to solve problems (make decisions). The special talent of a manager is the ability to make decisions quickly and correctly. Problem solving is never easy, but related skills can be greatly developed.

Rice. 6.2. Stages of a person's business life: 1 - education;

2 - inclusion; 3 - achieving success; 4 - professionalism;

5- revaluation of values; 6- skill; 7- retirement period

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.

Lack of creativity at work. There are many examples of how this or that manager shows a creative (non-standard) approach in his activities. This quality is especially necessary for modern managers, when the search for 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. A leader who is unwilling to experiment, take risks, or remain creative at work is limited by a lack of creativity.

The 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. An insufficiently persistent leader does not have mutual understanding with others, he does not have the ability to express himself. Such a leader cannot influence others.

Lack of understanding of the specifics of managerial work. The manager must achieve results not by personal labor, but through the labor of others. As long as the leaders do not evaluate the effectiveness of their management of other people, they will not achieve high results in the activities of the organization. Managers who do not sufficiently understand the motivation of employees are limited by their insufficient understanding of the essence of managerial work.

Low organizational skills (inability to lead). We are talking about the manager's ability to "charge" the members of the team with energy, about his 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.

Failure 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. A manager who lacks the ability and patience to help develop others is limited by his inability to teach.

Failure 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 presence of relations "leader - subordinate"; the existence of formal and informal relationships.

The manager should keep in mind that the labor collective, as a cell of society, performs two interrelated functions: economic And social. The economic function is that the collective carries out joint labor activity, as a result of which material or spiritual values ​​are created. The social function, on the other hand, is to meet the social needs of members of the labor collective - the opportunity to work, receive remuneration for work, communicate with members of the collective, receive recognition, participate in management, use their rights in accordance with the law (the right to work, rest, health protection, etc.). .P.). Team building is a complex and controversial process. This is due to the fact that the core interests and goals of its members are different and contradictory (often personal goals and interests conflict with the goals of the organization). Depending on the correspondence of individual goals and attitudes to group interests, one can speak about the degree of social maturity of the labor 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 has just been created, there is a mutual acquaintance of its members. It is important for a leader to look closely at people and try to identify the most influential and authoritative employees, win them over to their side and place them correctly in their jobs. 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, microgroups are formed (informal relations are created). The most conscious, energetic and initiative people are identified, from which an asset is formed, designed to help the leader achieve the main goals and objectives of the team he manages. At this stage, passive employees who are negatively disposed towards the manager are also identified, which can interfere with work, disorganize the team. 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 head and informal leaders no longer act as an “external force” in relation to the rest of the team members, therefore their demands are perceived by everyone as natural and understandable. A characteristic feature of this stage is the achievement of a harmonious combination of group (organization) and personal interests. In the third stage, the manager, as a rule, changes the style of leadership. But if at the first stage the leader mainly uses the autocratic style of management, now the democratic principles of leadership are already applied to the maximum.

Team development is a continuous process and does not end with the third stage. This process continues and is expressed in the development of the creative forces of the team, self-government, strengthening the socio-psychological climate and strengthening the social sphere. It is quite obvious that in its development a team 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 if the 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. Such a manager is limited by low ability to form a group.

Thus, the market economy requires the manager to:

□ ability to manage oneself; About reasonable personal values;

□ clear personal goals;

□ constant personal growth (development);

□ problem solving skills;

□ resourcefulness and ability to innovate;

□ ability to influence others;

□ knowledge of modern management approaches;

□ organizational skills;

□ ability to train subordinates;

□ ability to form and develop the workforce.