A manager (English manager, from manage - to manage) is a person who occupies a permanent management position and is vested with the authority to make decisions on certain types of activities of an organization operating in market conditions.

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

• to the organizer of a specific type of work within a separate division or program-target group;
• the head of the enterprise or its division (administration, division, department);
• leader in relation to subordinates;
• an administrator at any level of management who organizes work in accordance with modern methods;
• production management specialist;
• entrepreneur-organizer in a certain field;
• a member of the management team of the company, vested with executive power and performing certain functions.

Thus, managers occupy different positions in the organization, solve far from identical tasks, and perform different functional responsibilities.

An organization cannot exist without managers, as they perform the following functions:

• establish connections between individual operations in the organization;
• ensure that the organization fulfills its main purpose;
• manage the team of an organization or division;
• act as a leader capable of leading subordinates using authority, high professionalism and positive emotions;
• develop and implement the strategy and tactics of the organization;
• bear responsibility for the results of the organization or division;
• ensure the interests of persons or bodies to which the organization belongs;
• serve as the main link in connecting the organization with the external environment (authorities, partners, etc.);
• create a team and direct its development in the right direction, educate team members with high moral qualities;
• act as an innovator who understands the role of science in modern conditions, who knows how to appreciate and immediately introduce into production (commerce) this or that invention or know-how;
• generate an idea, find strengths and weaknesses in it, strive to look into the essence of the problem, to get to the truth;
• analyze, evaluate what has been done, outline and implement measures to improve the situation;
• represent the organization in various events. The functions of a manager, as well as the situations in which they are implemented, are varied, however, three main ones can be distinguished.

Firstly, the manager determines the main tasks of the organization, resolves issues of resource allocation, makes ongoing adjustments, while he is responsible for the consequences of the decision made. Therefore, a manager must not only be able to choose the best solution, but also decide to lead the team he leads in a certain direction.

Secondly, the manager collects information about internal and external environment, disseminates it and finally clarifies the goals of the organization. The result of his work depends on how much information a manager has.

Thirdly, the manager acts as a leader who forms relationships inside and outside the organization, motivates members of the organization to achieve goals, coordinates their efforts, and acts as a representative of the organization. He must be a person whom people are willing to follow.

Depending on the position of managers in the organization and the tasks they solve, these functions may be inherent in them to a greater or lesser extent. However, every manager necessarily makes decisions, works with information and acts as the head of an organization (division).

Moreover, no matter what managerial function the manager performs at a certain point in time, all other functions are present in his current actions in the form of intellectual operations, conditions, methods or means of activity, i.e., by simply listing managerial functions it is impossible to determine the actual essence of the manager’s activity.

Managers are traditionally divided into three levels, or units: lower, middle and higher (Fig. 7.1).

Low-level managers (junior supervisors) directly supervise workers and other employees (non-managers). Their intense work is characterized by frequent transitions from one task to another. The time period for implementing solutions is very short.

Middle managers coordinate and supervise the work of junior managers. They usually head large departments in the organization and act as a kind of buffer between senior and lower level managers.

Rice. 7.1. Levels of enterprise managers

Senior managers are responsible for making the most important decisions for the organization as a whole. Their work does not have a clear conclusion and contains significant risks. There are significantly fewer managers at this level than managers at other levels. Their work is highly valued and, as a rule, well paid.

Western enterprises also differ:

• top management, i.e. senior management (CEO and other board members);
• middle management - middle management (heads of departments and independent departments);
• lower management - lower levels of management (heads of subdepartments and other similar units).

The image of a manager is constantly enriched and becomes more humane. Until now, in the USA, the birthplace of management, managers of the rational type, who possessed predominantly engineering and economic skills and approaches to management, prevailed.

But already in our time, managers of a new type have appeared, who are gradually turning to taking into account the human factor of production. Moreover, these varieties become characteristic features business conduct.

It should also be noted that the higher the level of the hierarchy, the more working time the manager must spend on solving strategic, long-term problems. On lowest level On the contrary, the manager should deal more with operational issues. The following structure of working time for top-level managers is recommended: strategic tasks - 60% of the time, tactical - 25%, operational - 15%; middle managers - 25, 50 and 25%, respectively; lower level managers - 10.25 and 65%.

You can also distinguish between linear and functional managers. The former head organizations, institutions, associations, the latter manage functional divisions.

There are other principles for dividing managers. Thus, S. Parkinson and M. Rustomji distinguish between production and administrative managers. The first is involved in the technical side of production, product release, creates the required material and technical conditions for the successful implementation of technological processes, and the second is in ensuring general working conditions, organizing joint activities, finance, planning, law, economic security, public relations, research, marketing, commerce, accounting and some other issues.

IN recent years In industrialized countries, along with the traditional leader - manager, a need arose for a new type of manager - an innovative manager. He, according to B. Santo’s characterization, is not a boss in the traditional sense of the word, but an employee, a partner. Its activities are aimed at transferring knowledge, implementing economic decisions, creating incentive mechanisms, etc. It acts as a catalyst for joint activities, leads to the search for new goals, and sets in motion those who identify themselves with these goals.

Managers constitute a social stratum that plays a significant role in society. Managers mostly work in private companies. Recognition of their special role in management raised the question of their professional isolation and special training.

The professionalism of a manager lies in his possession of special knowledge and skills in the field of management, organization of production (commerce), and the ability to work with people in various fields.

Moreover, it used to be that to manage an organization it was not at all necessary to be a specialist in a given industry, it was enough to know only technology and management techniques, and be able to work with people.

Currently, as a result of the development of social production, this approach is being criticized, since hired managers do not identify themselves with production, the goals of the company do not become their own goals. In addition, their training in business schools often does not meet the needs of production, and school graduates do not adapt well to its conditions. Therefore, in European and Japanese companies, as a rule, the practice is not to invite outside managers, but to “grow” them within the companies themselves. Nevertheless, in companies in a number of countries, especially the USA, the practice of hiring professional managers is still widespread.

In our country, in previous decades, there was another bias in the training of specialists of medium and higher qualifications, when the technology of the industry was studied very deeply, but management training was practically not carried out.

According to research, a modern leader should only be 15-20% a specialist in his field; first of all, he should be an organizer, psychologist, and sociologist. Modern enterprises increasingly need specialists in sociotechnical systems, where people are at the center of attention.

It is required of a manager of any level a whole series requirements. He must have the following basic qualities:

• availability of knowledge and experience in the field of managing a modern organization;
• competence in matters of the state and development of the industry to which the organization belongs by type and nature of activity (state of research, equipment, technology, competition, dynamics of demand for products);
• possession of entrepreneurship skills, ability to control the market situation;
• the ability to justify and make competent decisions in conditions of high dynamism and uncertainty based on agreement with subordinate managers and employees, to distribute their participation in the implementation of decisions made;
• presence of practical experience and knowledge in the field of analyzing the situation in certain markets or their segments in which it already operates or intends to operate;
• high culture, honesty, the ability to be an example in everything;
• ability to analyze the activities and actions of competing firms;
• the ability and ability to manage the organization's resources;
• ability to predict and plan the work of the organization;
• knowledge of ways to improve the efficiency of management and functioning of the organization;
• mastery of modern information technologies, means of communication and communication;
• the ability to manage oneself and one’s emotions stressful situations and time;
• good rhetoric, expressiveness, quick verbal response;
• persuasiveness, high intelligence, sense of humor, self-confidence;
• confidence in judgment, originality, creativity;
• initiative, determination;
• high performance, vitality, endurance;
• charm, popularity, attractiveness;
• willingness to take responsibility;
• determination, energy, dynamism in resolving issues;
• knowledge and insight (knowledge of specific conditions in the organization, the ability to navigate them, be insightful and resourceful);
• the ability to provide self-help (help oneself), support oneself through the development of management skills in certain organizational conditions;
• the ability to foresee trends in the development of economic conditions, characteristics of demand, measures of government regulation of the economy in one’s own country and in other countries in the markets of which the company seeks to strengthen or maintain its position.

Managers must have organizational skills, which are understood as individual psychological characteristics of the individual, allowing a person to master the methods of organizational activity and successfully implement them. Organizational skills typically include:

• adaptive mobility, i.e. a tendency to creative forms of activity, deepening knowledge, initiative, intolerance to conservatism, readiness to take reasonable risks, desire for innovation, self-control, enterprise, etc.;
• contact, i.e. sociability, the ability to win over people, the ability to listen, understand and convince people, as well as the ability to look at conflict situation through the eyes of the interlocutor;
• stress resistance, i.e. intellectual and emotional security in problematic situations, self-control and sobriety of thinking when making decisions;
• dominance, i.e. power, ambition, desire for personal independence, leadership, self-respect, strong-willed character.

We consider it appropriate to include the following as organizational skills:

• the ability to organize people, including sociability, attractiveness, interpersonal skills, the ability to influence people, rally them, lead, find performers, ability to inspire, inspire trust;
• the ability to organize events, including the skills of planning and preparing events, implementing what is planned, reality of thinking, developed imagination, the ability to imagine the upcoming event in detail, possible problems and breakdowns.
• The most important requirement for a manager at any level is the ability to work with people. These include:
• perfect knowledge of your direct subordinates, their abilities and capabilities to perform the specific work assigned to them;
• knowledge of the conditions connecting enterprises and workers; protecting the interests of both on a fair basis;
• psychological competence of a manager;
• the ability to eliminate incapable employees in order to maintain the unity of the team and ensure the efficiency of the organization (division);
• the ability to build relationships with people, taking into account the relationship between formal and informal structures;
• ability and ability to influence subordinates;
• ability to communicate with people, knowledge of “human relations”.

Thus, the list of qualities that a person holding the position of manager must have is very impressive, and its content is sometimes contradictory.

It is not difficult to understand that there are practically no people who fully possess all these qualities. In this regard, it is advisable in each individual case, when considering a particular position, to highlight those qualities that a person occupying this position must necessarily possess. More precisely, you should clearly understand the level of knowledge, the list of skills and abilities necessary for the professional conduct of this particular business.

In a production environment, this problem is solved with the help of a qualification directory or job classifier, as well as a job description. These documents contain a list of requirements for a specialist applying for a specific position.

The most complete description of a specific manager position and the requirements for the person who should occupy it are reflected in the manager’s professional profile.

A professiogram is a document that reflects (describes) the features of a specialty, profession (psychological, production and technical, medical and hygienic, etc.). The professional program gives detailed description profession, indicating the most complex functions of this profession, which cause certain difficulties in mastering it. At the same time, difficulties associated with certain psychophysiological qualities of a person (insufficient visual acuity, slow reaction, etc.) and with the organization of production are indicated.

After this, an assessment should be made of the personal business qualities of a particular person applying for or holding this position and their compliance with the requirements.

To analyze and assess a person’s personality, sociologists have developed a model that includes the following qualities:

1. business (education, knowledge, experience);
2. abilities (giftedness, talent, genius, ability for a given type of work);
3. cultural qualifications and erudition, honesty and decency;
4. character (will, activity, independence, commitment, efficiency, care for subordinates, ability to accept criticism, admit one’s mistakes);
5. temperament (choleric, sanguine, phlegmatic, melancholic);
6. direction of interests (material, social, spiritual);
7. age limit (young, middle, elderly, senile);
8. health (good, fair, poor).

In this case, the assessment conditions are established:

• · no quality - 1 point;
• · quality manifests itself very rarely - 2 points;
• · quality is neither strong nor weak - 3 points;
• · quality manifests itself often - 4 points;
• quality is demonstrated systematically - 5 points.

It should be noted that the set of qualities and especially their weight for each group of managers will vary.

The expert assessment of the specified business qualities is entered into the table, as well as the weight of each quality (Table 7.1).

Table 7.1

Assessing a manager's business qualities

Experts	Expert assessments of eight qualities of a manager using a five-point system
Weight according to a five-point system

According to the table data, the minimum, average and maximum are displayed possible values integral indicator of business qualities.

The previously calculated integral indicator of the business qualities of a particular person is compared:

• with a limit (reference or maximum) value;
• with average value;
• with a similar indicator of competitors.

Based on this, a final assessment of the business qualities of a particular person is made, a conclusion is drawn about the degree of compliance of the person’s personal and business qualities, abilities and capabilities with the requirements for the profession or position that he occupies or intends to occupy. When they fully comply, a person’s self-esteem turns into a motivator that increases interest in the matter. Their discrepancy creates significant difficulties in mastering the profession and in work due to a decrease in motivation.

The manager must also have leadership qualities. A leader is also a leader, but the nature of his actions is different from that of an ordinary manager-administrator. He does not manage, does not command, but leads others, and they act in relation to him not as subordinates, but as followers.

The position formally creates the necessary prerequisites for a manager to be a team leader, but does not automatically make him one. You can be the first person in an organization, but not actually be a leader, because he should not be approved by an order, but psychologically recognized by others as the only one who is able to ensure the satisfaction of their needs. To do this, a person claiming to be a leader must have a clear vision of the future and the paths to move towards it.

How do leaders differ from formal managers? Managers determine how and by what means it is necessary to achieve the goal set (usually by other people), organize and direct the work of subordinates in accordance with plans, while taking a passive position. They build their interaction with others on the basis of clear regulation of rights and responsibilities. Leaders determine what goals to strive for, formulating them independently, without going into unnecessary details. Their followers are those who share their views and are ready to follow them, regardless of difficulties, while the leaders find themselves in the role of inspirers. They are not controlled by others, but build relationships with followers on trust in them (Table 7.2).

Table 7.2

Differences between a manager and a leader

Manager	Leader
Administrator	Innovator, innovator
Commands	Inspires
Works according to the goals and directions of others	Works according to own goals
Actions are based on calculation, plan	Actions are based on vision and intuition
Relies on system, organization	Relies on people
Uses arguments	Uses emotions
Controls	Trusts
Convinces	Summons
Uses predominantly rigid, vertical connections, relationships and structures	Uses predominantly soft connections and relationships
Supports movement	Gives impetus to movement
Professional	Enthusiast
Makes decisions	Implements solutions
Does the job right	Does the right thing
We respect	We love it

In a team, general level who is below average, the leader most often acts as an expert specialist on any issue or an emotional center; he can encourage, sympathize, and help. In a team with a high level of development, the leader is primarily an intellectual center, a source of ideas, and a consultant on the most complex problems. And in both cases, he is the integrator of the team, the initiator and organizer of its active actions, the model with which others compare their thoughts and actions.

A manager is a set of the most stable characteristics that have a significant impact on his professional activities. In their structure, they represent psychologically complex forms and formations that directly depend on the development and potential of the individual, his structure, character, acquired experience, orientation and conditions of a particular profession. The talent of a manager is determined by the versatility of his character and psychological factors, which inevitably leave a peculiar imprint on personal qualities.

The professional qualities of a manager are conventionally divided into three levels:

1. Level of activity.
2. Behavioral level.
3. Level of personality traits.

Management activities include particularly important professional qualities, such as: organizational, intellectual, and communication qualities. The first group includes any skills and abilities related to the selection and placement of personnel, planning their further work, as well as ensuring proper control. Organizational qualities are the result of the manifestation of a number of personal qualities, the most important of which are: a) criticality, that is, the ability to find shortcomings in one’s actions, as well as in the actions of people around him; b) selectivity. The manager must adequately and without any distortion illustrate the psychology of the company in which he works; c) contact. A quality that requires him to interact with people and establish boundaries of influence on them.

The qualities of a manager, which must be classified into a separate group according to their degree of importance, can also be classified as organizational. These are perseverance, flexibility, determination, independence, discipline and initiative.

The qualities of a manager that have a great influence on a specialist are the category of intellectual qualities, since it is the intellect of a successful manager that is able to promote and develop the company. However, many characteristics determine what a manager mainly uses: his communication or intellectual qualities. The first include: a tendency to group work; ability to resolve disputes and conflicts; competence in achieving their goals.

The qualities of a manager that can be classified as leadership are probably familiar to many, however, few people use them to promote their ideas and professional growth. This may include: knowledge of all people subordinate to him; the ability to analyze a situation and, if necessary, look at it from the other side; extensive skills and knowledge, high erudition; understanding psychological characteristics the people around him.

The qualities of a manager that can lead him to success are traditionally divided into 2 categories: the first is based on the idea that it is impossible to train a leader. It is necessary to be born a person who has leadership qualities. The second one supports the idea that leadership, as well as any other abilities, can be developed by everyone up to required level.

What personal qualities should a manager have?

Personal qualities, contributing to the high efficiency of professional management activities are as follows:

1. Activity.

2. Initiative.

3. The pursuit of knowledge and a high level of intellectual development.

4. The ability to listen to others and use their opinions to correctly determine how to solve a problem.

5. The ability to establish business contacts with employees, regardless of their position.

6. High level of self-confidence.

7. Innovative approach in making management decisions.

8. Ability to work quickly and hard, adapt to a changing situation.

9. The ability to manage yourself and others.

What professional qualities does a manager need?

For successful management activities, along with personal qualities, professional qualities are important. In different areas (business, marketing, sales of goods, work with personnel, etc.) they may differ from each other, but the most significant of them, necessary for any area of ​​management work, boil down to the following:

1. Having the required level of education and qualifications.

2. Constant improvement and updating of your professional knowledge, skills and abilities.

3. Ability to organize effective solution planned tasks with the involvement of a minimum number of performers.

4. The ability to choose the main, priority areas in the activities of an organization (company, bank, etc.)

5. The desire to support and develop creative creative work in the team of employees.

6. The ability to clearly formulate the tasks and goals of the organization, and speak convincingly in front of an audience.

8. High degree identification with the organization's team.

9. The ability to purposefully influence the improvement of professional activities of employees.

What performance qualities should a manager have?

The presence of these personal and professional qualities, the ability to actively and purposefully apply them in professional management activities allows the manager to significantly improve the quality of performance of everyday work. These qualities are:

1. Strict and impeccable performance of official duties.

2. The ability to distinguish the main thing in your work from the secondary.

3. The ability to take risks and identify risk areas in the process of accepting and implementing business projects and plans.

4. Ability to cope with intense work rhythm.

5. The ability to show objectivity and integrity in any situation.

6. The ability and ability to formulate clear goals and objectives of the organization.

7. Ability to form and develop effective working groups.

8. Knowledge of modern management approaches and the ability to apply them in practice.

9. The ability to mobilize people and rally them around oneself to achieve a set goal.

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The problem of business and personal qualities that make up the psychological portrait of successful managers is studied by foreign and Russian scientists in the context of considering the most important personal prerequisites for successful entrepreneurship and management. According to the results of Stogdill R., the most important qualities of a leader are: dominance, self-confidence, emotional balance, stress resistance 4. Borisova E.M. stated that the ability to maintain composure in a stressful situation, activity, and the ability to maintain high performance in the presence of interference are the optimal determinants of a leader’s professional success 5 . Shmelev A.G. Among the basic qualities of a successful leader, he singled out intelligence, activity, and energy. The important qualities of a Russian top manager, according to the results of research by A.E. Chirikova, are reputation, the ability to create good team, ability to take responsibility, managerial professionalism and versatility. Ilyin S.S. Among the personal characteristics, the following were identified: dominance (the ability to influence other people, “inspire subordinates”), self-confidence, perseverance and the ability to persuade, restraint, the ability not to lose composure in an extreme situation, the ability not to exaggerate difficulties and obstacles to achieving goals , business orientation, desire to take responsibility.

Investigating the formation of manager’s personality traits, E.V. Milkina showed that student managers and executives do not experience sharp qualitative changes in personality during the process of professional training; accordingly, in further professional activities, the manager manages the system, based not only on the acquired knowledge and skills, but to a greater extent on basic personal characteristics.

The French writer Jean de La Bruyère (1645-1696) in his book “Characters or Morals of Our Age” noted: “Whoever does not know how to use his time wisely is the first to complain about its lack, ... he has no time either to do business or to indulge in pleasures.” . ... Any minister, no matter how busy he is, wastes at least two hours every day, and how much would that amount to in a lifetime. People of lower rank protect their time even less. What an immeasurable and everyday waste of what is so precious and what we always lack.” 6

According to the Esselte Leitz company, German managers spend 70 hours a week at work, English - 60, American - 58, French - 56, Swedish - 54. 23% of German managers work 80 hours a week, 24% - 100 For 75% of managers, the work week has turned into a seven-day week.

According to Stephen Covey's definition, four stages in the development of theoretical research and practical developments in the field of personal time management can be distinguished. When considering these stages, it is necessary to take into account that each subsequent one did not reject the previous one, but absorbed it into itself.

Conclusion: From the above analysis of literary sources it is clear that the problem of studying the personal properties of managers is quite complex and multifaceted; within the framework of one study it is very difficult to take into account all its features.

SECTION II. ANALYSIS OF PERSONAL QUALITIES OF AN EFFECTIVE MANAGER

Forming the qualities of a strong personality is one of the prerequisites for a leader to work on himself. How do the concepts of “strong personality” and “strong leader” relate to each other? You can be a strong person and not be a strong leader, although strong leaders, as a rule, are strong personalities. It seems to us that the process of training management specialists should form in future managers professional knowledge, skills, communication and organizational abilities, and a number of personal qualities necessary for effective work, as well as socio-psychological readiness for future management activities.

From many personal qualities of a leader , affecting the effectiveness of management, the most significant are the following:

1. Dominance. Firstly, to influence others it is not enough to rely only on authority, official powers, i.e. to formal authority. It is known that if subordinates act following only the rules and requirements set by the manager, they use no more than 65% of their capabilities and sometimes perform their duties satisfactorily, just to keep their jobs. So the influence of a leader, based only on means of a formal organizational nature, must necessarily be fueled by informal influence. Secondly, informal influence gives the desired effect only when it finds an internal response, some form of feedback. Without a positive response, the leader's desire to dominate will look like a primitive claim to power.
2. Self-confidence. A confident leader provides a certain psychological comfort and increases the motivation of subordinates to work. Two important circumstances should be noted. First, there is a difference between self-confidence and overconfidence. This difference is easy to perceive, but difficult to overcome. A self-confident person comes from realistic ideas about his capabilities, strengths and weaknesses, without underestimating or exaggerating them, i.e. he has formed adequate self-esteem. Secondly, it is known that subordinates sense the leader’s state very well, which means that no matter how the circumstances develop, they should at least outwardly behave calmly and confidently.
3. Emotional balance. Firstly, uncontrolled emotions (even positive ones) adversely affect the psychological climate in the team. Therefore, the manager must maintain equal, respectful relations with all employees. business relations, regardless of personal likes and dislikes. Secondly, a leader is a person like everyone else: he can indulge in irritation, indignation, despondency, etc. Constant suppression of negative emotions and their containment in a work environment can lead to neuroses. Therefore, it is extremely important for a manager to find means of emotional and psychological relief (sports, meeting with friends, hobbies, etc.).
4. Stress resistance . Stress is a general protective reaction of the body to environmental influences that disrupt its homeostasis; This is a state of tension (both physiological and emotional-psychological) that intensifies a person’s efforts to achieve goals. The problem is that the level of tension that is favorable for one person is intolerable for another. Stress is associated with any area of ​​human life. A significant part of the reasons that cause stress in a person is related to his professional activities. The main ones are the fear of not being able to cope with work, making a mistake, being passed over by others, losing a job, losing one’s own “I”.
5. Creativity. This is a person's ability to creatively solve problems, very important feature personality, especially important for innovative activities. In relation to management activities, creativity can be considered as the ability of a manager to see elements of novelty and creativity in the activities of subordinates and support them. Some obstacles prevent a person from showing a creative approach to business: a weak desire for something new, insufficient use of one’s capabilities, excessive tension, excessive seriousness; bad methodology.

It is impossible for a manager to carry out effective activities without creative approach to your work. Let's look at some principles of a creative attitude towards the profession:

• Be able to distinguish the important from the secondary - both in relation to business and in interaction with people.
• Know the extent of influence on events.
• Ability to approach a problem from different angles.
• Preparedness for unexpected events.
• The ability to extract positive experiences from events.

1. Achievement drive and entrepreneurial spirit. Without these qualities it is impossible to imagine an effective leader. A person’s desire for achievement reflects one of the fundamental needs – the need for self-realization. Leaders with these traits have a number of characteristics. First, they prefer situations in which they can take responsibility for solving a problem. Secondly, they are not inclined to expose themselves to too much risk and set realistic goals for themselves. Thirdly, people who strive for achievement are always interested in feedback - information about how successfully they cope with a task.

1. Responsibility and reliability . In modern management, these personality qualities are a kind of “ business card"both the company and the manager himself. For a company that values ​​its reputation, it is quite obvious that obligations must be fulfilled, even if this causes losses. We can safely say that the future belongs to those companies and managers whose motto is excellent quality, reliability of execution and loyalty in relations with clients. Dignity and responsibility is more than just business ethics. Every manager must know exactly for what work and according to what criteria he bears absolute responsibility. This responsibility can never, under any circumstances, be transferred to anyone else. Hence dignity, because it is determined by the presence of constant responsibility.
2. Independence. This is the willingness of a leader to make decisions independently and bear responsibility for them. The more independent a leader is, the more independent he behaves, the more valuable and useful it is for him to listen to the opinions of his colleagues, if they contain a rational grain. It should be noted that great entrepreneurs encourage dissent in their companies. This is important from all points of view, because like-minded people are not those who think the same, but those who think about the same thing. A strong, independent leader can afford to have dissident people among his subordinates. You can only rely on what offers resistance.
3. Communication skills. According to some studies, managers spend more than three-quarters of their working time communicating. Without sociability, such a fundamental quality as the ability to build relationships with people is impossible. Sociability is not an innate quality; it can be developed. The development of communication skills is the most important part of a manager’s self-improvement and self-development.

To the above personality qualities you can add a number of traits inherent in a “strong” leader:

1. High resistance to frustration ( emotional state depression, despondency and devastation that arise when faced with obstacles that seem insurmountable).
2. The ability to abandon one’s point of view if subordinates prove that it is not optimal.
3. The ability to discuss your qualities, accept criticism, while maintaining self-confidence.
4. The ability to endure both victories and defeats.
5. The ability to lose without feeling defeated, immediately taking on new problems.
6. Energy, high level of effort.
7. Competence in management issues.
8. Ability to manage, organize business.
9. The ability to endear yourself.
10. Ability to see changes within and outside the organization.
11. Readiness for changes and their immediate implementation.
12. Ability to use your time productively.

Analysis of these characteristics shows that some of them are directly related to the personal qualities of the manager and are “derived” from them. Another part of the presented characteristics is the purely professional qualities of a manager, developed through special efforts. So a strong personality and a strong leader are close concepts, but not identical.

In addition, for successful management, the future manager must have the following: professional qualities 7 :

1. Competence – Every manager should know what to do and how to do their job in the best possible way. This requirement does not exclude the fact that he works in his own, unique manner.
2. Feeling new and taking risks – develops as a result of constant changes in the way tasks are performed. New ways and means of performing standard tasks have an advantage. Their constant search is encouraged in the activities of every manager. On the other hand, it is important not only to have the desire and ability to take risks, it is important to be able to take risks. To do this, the manager must be ready to effectively use all the resources available to him and be able to plan his actions.
3. Sensitivity and mobility – cultivated by encouraging new ideas and strategic decisions at any level of subordination. Anticipating a problem allows you to deal with it before it arises. full height(forecasting abilities, vision of the desired perspective). And this saves not only time, but also money.
4. High performance - this is not only the ability to work long and efficiently, but also the ability to organize one’s work in the most optimal way (understood as the number of accepted important decisions per unit of time). This is patience, without which long-term hard work is impossible.

The very nature of management activity requires constant and daily work on self-improvement and personal development. Without this, it is impossible to become and remain an effective leader.

The main qualities inherent in a modern manager include:

The ability to manage oneself

Ability to influence others

The desire for personal growth,

Ingenuity,

Ability to train subordinates.

The ability to manage oneself. The need to be able to manage oneself is determined by the fact that a person who wants to manage others must first learn to manage himself. Work can consume a person, squeeze out his creative power and deprive him of the joy of life. Therefore, a manager must learn to treat himself as a unique and invaluable resource, constantly maintaining his productivity.

This skill consists of four main components.

1 The ability to maintain one’s own physical health, an easily monitored indicator of which is stable weight.

2. The ability to maintain your own mental health. To do this you need:

Study and know your inner world;

Experience, acknowledge and express your feelings without suppressing your own emotions;

To strive to establish good relationships with others and at the same time patiently endure dislike towards oneself from subordinates;

Calmly accept failures, viewing them as something inevitable and even useful, allowing you to learn;

Strive to create conditions that would sufficiently stimulate activity, but would not impose excessive demands leading to stress. SECTION I. Theoretical foundations research on the personal qualities of an effective manager.................................................................... .......................

6
SECTION II. ANALYSIS OF PERSONAL QUALITIES OF AN EFFECTIVE MANAGER....................................................
12
SECTION III. Improving the personal qualities of an effective manager.............
20
Conclusion…………………………………………………….........29
LIST OF SOURCES
AND LITERATURES ………………………………………….........…

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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Test

Personal qualities of a manager

1. Manager's personality

1.1 Professionalism of the manager

3. Managerial power

3.1 Power

3.2 Types of power

Conclusion

1. Manager's personality

1.1 Professionalism of the manager

The term "manager" means hired professional managers in production, management specialists. This concept is used quite often. Who belongs to this category?

Director, group leader, boss, manager - all these positions, and the persons performing these functions, can be united by the concept of “manager”.

What does it mean to be a manager? It is difficult to give one absolutely accurate and comprehensive definition. The functions of a manager and the situations in which they are implemented are different. The following important features can be identified:

1. The manager supervises the work of one or more employees;

2. The manager manages part or all of the enterprise in which he works;

3. Some powers are delegated to the manager. He has the right (within certain limits) to make decisions that will have consequences for other employees.

A manager in his organization is involved in coordination, provides leadership and management, and makes decisions.

Managers occupy a certain social stratum in society that plays a prominent role.

The main element underlying the manager is the professional nature of management activities. What is the professionalism of a manager? First of all, in stock special knowledge and skills in the field of production organization and management, the ability to work with people in various fields.

In the practice of European and Japanese companies, it is more common to “grow” managers in their own companies.

However, in some states it is common practice to hire professional managers.

In our country in past years, under the administrative-command system, the professionalism of the leader was not of significant importance. There was no need for special management training. It was mainly required to understand technology and production technology, navigate the corridors of power, and be able to build correct relationships with industry and party bodies.

However, the time of the “techie” leader has passed. Modern leader must be a specialist in his field, and above all, an organizer, psychologist, sociologist.

Modern enterprises are more in need of specialists in technical systems, where people are at the center of attention.

Thus, for successful management in a market economy, when each enterprise acts as a separate producer, a professionally trained leader-manager is needed, who must have a number of qualities.

1.2 Organizational skills

Organizational abilities are understood as individual psychological characteristics of a person that allow a person to master the methods of organizational activity and successfully implement them.

Organizational skills include the following:

1. Adaptive mobility - a tendency to creative forms activity, deepening knowledge, initiative, intolerance to conservatism, desire to teach others, willingness to take reasonable risks, desire for innovation, self-control, enterprise, etc.;

2. Contact - sociability, interest in people, the ability to win over oneself, to see oneself from the outside, to listen, understand and convince people, the ability to look at a conflict situation through the eyes of the interlocutor;

3. Stress resistance - includes intellectual and emotional security in problem situations, self-control and sober thinking when making decisions;

4. Dominance - power, ambition, desire for personal independence, leadership, ignoring authorities, self-respect, courage, strong-willed character.

And finally, the type of communication, which is divided into weak-willed, aggressive and socially adequate.

Moreover, there is a direct relationship between the types of communication and leadership styles: the weak-willed type corresponds to the liberal-distanced leadership style, the aggressive type corresponds to the autocratic style, and the socially adequate type corresponds to the democratic style.

How are organizational abilities and associated leadership formed and developed? Are they innate or acquired? There are different views on this issue.

A number of experts deny the existence of specific personality traits that would provide their bearer with an advantage in leading people, while others, on the contrary, prove their presence. The second point of view seems more correct.

Scientists have established a certain influence psychological characteristics personality on the success of management activities. The study of human psychology in recent years has led to the identification of his general and particular abilities, considered in unity.

By general ability we need to understand the ability to integrate, to “fuse” in unity the entire set of specific qualities (abilities) of an individual. For example, when it comes to modern style leadership, speaks of the need to organically combine diligence, discipline with a change of initiative and enterprise, practicality and efficiency with aspiration, etc., which few succeed. The effectiveness of management activities is determined primarily by the high level of development of the individual’s general ability, a set of mutually complementary qualities and their opposites.

The organizational potential of a leader is manifested in the system of his relationships to himself and to other people (the environment).

Diversity social functions leader as a political leader, organizer, specialist, educator, etc., which creates significant difficulties. The regulatory mechanism for maintaining self-identity with multiple roles is a prerequisite for the actualization of organizational potential.

In a broad sense, the personal qualities of a manager are the totality of all the properties and characteristics of an employee that allow him to realize his functions.

The level of development of a manager's personal potential, as well as the degree of labor efficiency corresponding to it, depends not so much on any one element, but on the ability to integrate all elements and their internal balance.

1.3 Psychological competence

Sources of moral and psychological diseases labor collective, negative behavior are the thoughts and feelings of employees.

There is only one way to change behavior - this is the knowledge of the leader inner world a person and his mastery of techniques for restructuring him in a positive direction.

The effect of influence on the social behavior of employees is determined by the psychodiagnostic abilities, knowledge and skills of the team leader.

Doctrine" human relations", which originated in the 30s in industry in the USA, has produced noticeable results, both in production and in social aspects.

There has been a significant development of the “personnel management” function, which includes a rich arsenal of means of stimulating people’s activities. There is also a process of humanization of industrial relations, which involves the abandonment of direct, crude methods of influence, both administrative and economic.

In these conditions, high psychological competence of management personnel is important. What is included in this concept, what knowledge and skills are necessary for successful management?

Firstly, knowledge is needed for self-assessment and self-improvement of the individual. The leader's self-esteem must be high enough to have enough confidence for social activity.

But self-esteem must be adequate, slightly higher than real merits, so that excessive self-confidence and a complex of personal infallibility do not appear.

Secondly, you should have a set of knowledge and skills in communicating with people.

Thirdly, there is a need for psychological and pedagogical competence related to the implementation of the function of educator of subordinates.

Fourthly, knowledge of the psychological patterns of team functioning is needed, since the leader must accurately assess interpersonal and group relationships in the organization and be able to harmonize them.

The manager must master the mechanism of psychological influence on subordinates, which underlies interaction and implies various ways to enhance their activities.

In this case, the direction of influence is important, which is associated with the motives of the subject of management and serves its purpose. The goal and result of the influence is to rebuild the psychology of the object, to achieve changes that influence behavior. This is expressed in changes in views, relationships, and motives.

Managers must take into account the need for self-realization and self-affirmation of employees. Therefore, the sphere of influence should also include the purely personal properties of people, their psychology. With psychological influence, the organic unity of three main mechanisms is necessary: ​​persuasion, suggestion, coercion.

The attitude of a leader towards a subordinate is manifested in various inspiring influences.

Among them, there are two polar ones - inspiring and suppressive.

Leaders can also be divided according to the predominance of certain influences.

Each of them has its own attitude towards employees, which creates a certain social and psychological distance between them, an atmosphere of relationships and an inspired mental state.

The main activity of a leader is working with people. His ability to skillfully build business relationships and regulate the psychological climate should be considered one of the main signs of the professional suitability of managers.

The success of a leader’s activities is also largely determined by his moral and ethical values. The latter, in turn, are closely related to a person’s personal significance.

They are interdependent, because there are no moral and ethical values ​​without the personal value of a person, and vice versa. The most significant moral and ethical values ​​include sincerity, honesty, respect for another person, interest in the affairs of other people, a sense of personal responsibility, conscientiousness, consistency, perseverance in work, lack of inclination to alcohol and immoral acts, rancor and pettiness, the ability to admit one’s own mistakes , understanding other people, correspondence between word and deed, etc. These human qualities are the result of upbringing and the influence of the social environment on an individual.

The effectiveness of leadership activities largely depends on the authority of the leader.

The opinion that with the receipt of a certain post a leader automatically acquires authority is deeply mistaken.

Authority is the personal influence of a person on the team, which he acquires through his work, professional knowledge, organizational skills, innovations and ability to work with people. Authority is the well-deserved trust that a leader enjoys among his subordinates, senior management and work colleagues. This is recognition of the individual, assessment by the team of the compliance of the subjective qualities of the manager with objective requirements.

Authority should be viewed as a system of relationships, values, and performance outcomes. In order for the authority of a leader’s position to be combined with the authority of his personality, he must combine leadership and management functions.

Leadership is the process of psychological influence of one person on other people in their joint desire to achieve common goals, which is carried out on the basis of perception, imitation, suggestion, and understanding of each other.

This is a process of psychological influence based on the principles of free communication, mutual understanding and voluntary submission. The higher the authority of the manager, the stronger his influence on the employee.

Leadership is a process of legal influence carried out by a leader on the basis of the power entrusted to him by society or a team. Leadership is based on the principles of power relations, command, social control and the application of disciplinary practices up to the coercion of unconscious elements.

1. Personal, expressed in the manager’s ability to exert leadership influence;

2. Social, expressed in the leader’s possession of power and official prestige.

Employee support is the key to effective leadership. Be good leader- is, first of all, to be in good relations with subordinates.

They have the best idea of ​​your leadership style. How you look in their eyes explains all your successes and failures. Subordinates are well aware of the difference in work between a bad and a good leader.

With good leadership, their work becomes more interesting, and results achieved reinforce feelings of professional pride.

With poor leadership, subordinates serve their labor duties. The effectiveness of relationships between subordinates and managers can be determined by six the most important elements. Depending on what style a leader uses in a particular situation, his relationships with subordinates are built, which determine his authority.

Democratic communication between the manager and his subordinates and work colleagues;

His availability, attentiveness;

The ability to create a friendly atmosphere of trust, politeness and correctness in handling, accuracy and a responsible attitude to one’s word.

What matters is smartness and neatness, clarity and organization in behavior. But outer side actions must correspond to the internal moral beliefs of the leader. Only under this condition can the norms of office etiquette help the manager communicate more effectively with people. Constant communication between a manager and his subordinates increases his authority and the level of trust in the team.

The sociability of a person is characterized by the ease of coming into contact with other people, the absence of isolation and isolation. Moreover, sociability must be accompanied by an emotionally positive tone of communication.

While strengthening authority, the manager must ensure that he does not fetter the initiative of his subordinates. Artificial techniques the formation of authority does not lead to success; as a result, an imaginary, or false, authority appears.

3. Managerial power

3.1 Power

Power is the ability to exert a certain influence on people’s behavior through the right to dispose of something, authority, submission to one’s will. In turn, influence is the behavior of one person that makes a change in the way of thinking and acting of another person.

Power and influence are the means that a leader has to deal with a variety of business situations. Since the manager has power over his subordinates, they are dependent on him regarding the amount of work performed, empowerment, promotion, promotion wages, meeting social needs. However, the subordinate also has power over the leader. This can be manifested in the ability of subordinates to complete tasks efficiently and on time, influencing other people on whom the manager himself depends, transfers to the manager necessary information. Therefore, the manager must maintain a reasonable balance of power in the team.

Balance of power is a situation in management when the level of influence of a leader vested with power on a subordinate is equal to the degree of dependence of this subordinate on the leader.

An effective manager will not abuse power or act in a rude, commanding manner.

A manager can exercise power through various means: encouragement, imposition of penalties, the authority of his own professional knowledge, his personal merits. Besides this, effective means is to vest subordinates with limited and manager-controlled powers.

Decentralization of personal power is achieved in three ways:

1) delegation of powers officially enshrined in documents;

2) the presence of long-term, medium-term and current planning systems;

3) a well-functioning information exchange mechanism.

Timely redistribution and organizational design of power is necessary for the manager to increase stability in the work of the enterprise.

This is due to the fact that in the activities of any company there inevitably comes a time when it is necessary to redistribute power functions within it. If you ignore such a need, there may be a threat to the development and even the existence of the company.

When decentralizing power, managers can use a bonus system, according to which an employee is rewarded not only for personal results, but also for the performance of his department, but also the enterprise as a whole.

According to research, every third Russian company in the process of its development faces the problem of power in the relationship between a manager and subordinates.

The manager either builds relationships between himself and the increasingly numerous staff, or maintains familiar relations with junior employees. Both the first and second are dangerous for the enterprise.

More than half of Russian companies are organized according to family principle. This is a place in which, first of all, they live, and only then the company in which the work is done. The depravity of this practice is obvious.

A self-confident leader is optimally adapted to market conditions. Such a manager always has a strong opinion of his own, but he tries to listen and take into account the opinions of his subordinates.

3.2 Types of power

Power based on coercion. A manager can exercise power through coercion, which gives him the opportunity to humiliate and intimidate people. This type of power is based on influencing a person through fear: the threat of losing a position, being demoted, etc.

To use fear as a tool of influence, you must have an effective control system.

However, in this case, the person’s desire to deliberately violate and deceive his leader increases.

As a result of exposure through fear, people experience alienation, constraint, and anger.

Therefore, where power is based on coercion, as a rule, labor productivity and product quality are lower. Employees in this case usually experience dissatisfaction with their work. Power based on coercion can be effective where labor and production discipline is violated.

Power based on rewards. This is one of the most effective ways influence on other people.

The main thing for a manager is to correctly determine the amount of remuneration. Otherwise, if the reward is insufficient, the degree of motivation will be insignificant.

Even worse is the other extreme, when the amount of remuneration does not correspond to the modest achievements of the employee. In addition, when choosing the option of power based on rewards, the manager may act under objective constraints.

The reasons for such restrictions may be, for example, the insignificant financial capabilities of the enterprise.

In this regard, the manager must be able to use not only material, but also psychological methods of motivation.

Power based on authority and knowledge. In this type of power, influence on the employee is carried out due to the fact that he takes on faith the professionalism of the manager, his experience and knowledge. That is why this version of power involves influence through the so-called reasonable faith.

The influence of faith in the authority and knowledge of a specialist is far from ambiguous. There are often situations when a new manager, not having sufficient experience in a particular field of activity, takes on faith the recommendations of his more experienced subordinates. However, if this period drags on, the strength of his power in relation to employees may weaken and his authority may decline.

At the same time, the high professionalism of a manager in a specific field of activity, for example in the technical field, does not always indicate the effectiveness of his work as a manager.

Thus, in the German concern Schleman-Simag, the chief designer used to be the one who designed best and had a large number of patents. Now the chief designer is a specialist who knows how to manage better and who can achieve maximum effect from the work of his subordinates.

The optimal option here is a situation where the manager is the unconditional leader for his subordinates, both in professional and organizational terms.

Power by example. This type of power is based on a person’s need for belonging, involvement, and identification with a certain charismatic personality.

Charisma (from the Greek Charisma - mercy, divine gift) means giftedness, exclusivity.

A manager endowed with charismatic traits has power based primarily on high personal qualities and outstanding abilities. Such qualities may be professionalism, solid appearance, the ability to behave with dignity in society, independence of judgment, and meaningful presentation of one’s thoughts. They say about such people that they emit a certain positive energy that has a beneficial effect on those around them.

The power of example that a charismatic leader enjoys is effective option people management. A charismatic leader always has a vision of how the work should be done. Such a manager knows how to formulate his vision of the future and present it in such a way that it is understandable to others. This, in turn, acts as a strong motivating factor on subordinates.

In this case, employees strive to be like the manager, respect or, as they sometimes say, “worship” him.

It was found that subordinates of managers with charisma achieved higher results in their work than those who worked under managers who did not possess such qualities. It has been proven that a charismatic type of leader is especially important when an enterprise is experiencing a crisis situation.

Power based on legal rights. The manager has legal authority, which is vested in him by the enterprise or organization in which he works. This is the most famous version of power.

The authorities have always sought to strengthen their power, which is confirmed by the rich historical experience of human development. Therefore, influence through tradition allows employees to realize their needs to belong to social group and safety, since it is the manager who takes upon himself the responsibility to plan work, make decisions, and be responsible for organizing its implementation.

However, in this case, the employee can shift responsibility for his own omissions in work to the manager.

Therefore, influence through traditions has a very significant feature. It lies in the fact that the employee is more likely to submit to the position, rather than to the specific personality of the manager. From here there is a direct path to obedience to management, even if the manager is not authoritative enough in the eyes of his subordinates.

Thus, following the traditions that have developed in the team, on the one hand, allows the production process to be carried out on the basis of an established order of actions, established business connections, and on the other hand, influence through tradition creates certain difficulties in implementing innovations and improving the production process, since people do not want to change the usual course of events.

In Russia, with the beginning of market reforms, there has been a significant transformation in the use of legitimate power. Currently, in various organizational structures of our country, there is increasingly a transition to restoring the best Russian traditions high professionalism, honesty and reliability in business relationships.

Conclusion

Management is a special type of management, which is implemented in a market economy, that is, in conditions of economic independence and entrepreneurial activity organizations, in conditions of competition and risk.

At the center of the organization's management activities is the manager, an official who professionally carries out management.

Managerial work is characterized by a special subject and result of work, the content of work, division and cooperation in the activities of management workers.

Factors of successful activity of a manager are: a complex of scientific knowledge, experience in management activities and the art of a manager.

A manager, in the course of his activities, plays roles determined by his position in the organization.

For a manager to successfully perform his functions, he must have certain professional and personal qualities. The necessary personality traits of a manager can be purposefully formed and nurtured.

manager manager management

List of sources used

1. Korotkov E.M. The concept of Russian management. - M.: DeKa, 2004.

2. Rumyantseva Z.P. General management of the organization. Theory and practice: Textbook. - M.: INFRA-M, 2001.

3. Organization management: Textbook / Ed. A.G. Porshneva, Z.P. Rumyantseva, N.A. Salomatina. - M.: INFRA-M, 1999.

4. Busygin A.V. Effective management: Textbook. - M.: Finpress, 2000.

5. Vesnin V.R. Management: Textbook. - M.: TK Welby, Prospekt Publishing House, 2004.

6. Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process: Textbook. - M.: MSU, 1995.

7. Daft R.L. Management. - St. Petersburg: Peter, 2002.

8. Knyshova E.N. Management: Tutorial. - M.: FORUM, INFRA-M, 2003.

9. Management / V.P. Galenko, A.I. Rakhmanov, O.A. Strakhova. - St. Petersburg: Peter, 2003.

10. Meskon M.H., Albert M, Khedouri F. Fundamentals of management: Trans. from English - M.: Delo, 1992.

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