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Personal qualities necessary for a successful manager. Professionally important qualities of a manager. Strength and Success

Managerial work is one of the types of human activities that require specific personal qualities that make a particular person professionally suitable, and in the absence of such, professionally unsuitable for work as a manager.

What is a manager? A manager is an affiliation of a particular person to professional management activities. It should be borne in mind that there are professions that any person can master, regardless of the psychophysical characteristics given to him by nature. However, there are professions for which, in addition to professional knowledge, the presence of a combination of psychophysiological properties is mandatory. These professions include the profession of a manager.

Manager is an independent profession with its own professional-specific tools and skills that are clearly different from other professions. Only the manager can help ensure that the results are achieved by the employees themselves, and all other specialists perform specific tasks, but not the tasks of the manager (for example, a doctor, accountant, salesman, lawyer, etc.).

A manager is a person who has gone through a large special training and achieving results through other people. This is a recognized leader of any team. Therefore, a manager is a profession that needs to be specially trained.

In this regard, it is necessary to distinguish between the role and place of the manager and the entrepreneur in the organization.

Managers are leaders, i.e. employees of the organization who have employees directly subordinate to them.

An entrepreneur is the owner of his own business, most often some new one, bearing all the risk of its implementation.

An entrepreneur, in whose business employees subordinate to him participate, performs all the functions of a manager.

The difference between an entrepreneur and a manager can only be in the degree of independence and responsibility. Top-level managers are almost no different from entrepreneurs. If the policy of top management is aimed at achieving maximum decentralization of management, the duties and functions of middle-level managers are approaching entrepreneurial in nature.

Researchers name the following most important qualities of successful entrepreneurs and managers (Table 6.1)1.

Depending on the levels of management, managers solve the following specific tasks (Table 6.2).

However, regardless of the hierarchy, managers at each level actually perform the same tasks, but with different scope and degree of responsibility.

Table 6.1

The most important qualities of successful entrepreneurs and managers

Table 6.2

The main tasks of managers

The general tasks of managers can be formulated as follows:

1) determination of long-term and current goals and objectives of planning;

2) distribution of functions, tasks, setting standards, instructing subordinates, creating necessary conditions, motivation;

3) establishing and maintaining communication links between subordinates, between themselves and subordinates, both forward and backward;

4) control, evaluation and analysis of the activities of the group as a whole and each subordinate separately;

5) study of subordinate personnel, improving it professional level;

6) holding meetings, meetings and participation in meetings;

7) business conversation, conversations and negotiations with managers of the organization, customers, suppliers in person and by phone;

8) work with documents;

9) self-management: setting personal values, goals, planning, development of communication skills, analysis of personal results.

Regardless of the nature of a particular organization, the scope and content of the manager's work are reduced to the following roles (Table 6.3).

Table 6.3

Manager roles

Roles are interdependent and interact to create a cohesive whole. At the same time, the personality of the leader can influence the nature of the performance of the role, but not its content (Table 6.4).

Table 6.4

Description of manager roles

Practice shows that some leaders skillfully lead people behind them, successfully overcoming the difficulties that arise, fulfilling their roles, while others similar conditions cause only distrust on the part of 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 dealer does not have the full set of qualities necessary for a manager.

Effective leadership involves the ability to share your vision of problems with others, to motivate them to achieve their goals, that is, to manage with people, and not manage people.

For subordinates to follow their leader, he must understand his followers, and they must understand the world 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 – essential components effective leadership.

In this regard, it is necessary to analyze in more detail the requirements for managers. For instance, minimum set qualities for promotion to the position of a grass-roots manager include:

1) professional competence;

2) organization;

3) mental capacity;

4) communication opportunities;

5) honesty and responsibility.

According to the results of the analysis foreign literature provide a more detailed list of the qualities of a manager:

1) formation of an effective team;

2) the ability to listen;

3) independence in decision-making;

4) energy;

5) ability to introduce innovations;

6) observation;

7) high manifestations of ethics in relationships;

8) strong will;

9) international orientation;

10) ability to understand new technologies;

11) ability to produce good impression on those around;

12) ambition;

13) representative appearance;

14) democracy;

15) education.

IN former USSR in the selection of managerial personnel, four main requirements were guided: political literacy, moral stability, competence, and 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 means of communication required 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 one's own activities, the ability to do correct conclusions and improve qualifications;

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 Gallup study 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 main requirements in the US government system:

1) common sense;

2) knowledge of the matter;

3) self-confidence;

4) high general level 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 for 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 restrictions on the activities of the leader are highlighted.

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

2. 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. Therefore, managers who have not defined their own core principles and values ​​are limited by the blurring of personal values.

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 it happens? 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. 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, the following main stages are distinguished in human life, shown in Fig. 6.1.

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

5.Inability to solve problems (make decisions). ABOUT The special talent of a manager is the ability to make decisions quickly and correctly. Problem Solving Never Happens a simple matter, but the relevant skills may be in to a large extent developed.


Rice. 6.1. Stages of human life (1 - learning; 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, it accumulates big circle problems that the manager is no longer able to solve. Naturally, as a result, 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. Creative person 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 manager who is unwilling to experiment, take risks, or remain creative at work is limited by a lack of creativity.

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 find mutual understanding with others. A leader with an undeveloped ability to express himself cannot sufficiently 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 leaders 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 understand the motivation of employees very clearly 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 "energize" the members of the team, the ability to optimally organize the labor process. Arrhythmia 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 labor activity and consequently 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. 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 effectiveness. Therefore, a manager who lacks the ability and patience to help develop others is limited by his inability to teach.

11. Failure to form a team. Among stable groups of people united on the basis of a certain jointly performed activity, the most important role belongs to the team. Known signs of a workforce:

- common interests of all its members;

- a single socially useful and personally significant goal;

– cooperative activity to achieve this goal;

- a certain organizational structure of the team;

- the presence 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 core 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 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 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 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.

Feature this stage consists in the fact 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, so their demands are perceived as natural and understandable to all members of the team. Characteristic this stage - achievement harmonious combination 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 then falls apart. 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 tolerate poor intergroup relations.

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

Thus, the market economy requires the manager to:

- the ability to manage oneself;

– reasonable personal values;

- clear personal goals;

– constant personal growth (development);

- skills to solve problems;

– 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.

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The problem of business and personal qualities that make up the psychological portrait of successful leaders is being 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 R. Stogdill, 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 self-control in a stressful situation, activity, the ability to maintain high performance in the presence of interference are the optimal determinants of the manager's professional success 5 . Shmelev A.G. Among the basic qualities of a successful leader, he singled out intelligence, activity, and energy. Important qualities of a Russian top manager, according to the results of research by Chirikova A.E., are reputation, the ability to create good team, the ability to take responsibility, managerial professionalism and versatility. Ilyin S.S. among personality traits the following were identified: dominance (the ability to influence other people, “inspire subordinates”), self-confidence, perseverance and the ability to convince, restraint, the ability not to lose self-control in an extreme situation, the ability not to exaggerate difficulties and obstacles to achieving goals, business orientation desire to take responsibility.

Exploring the formation of manager's personality traits, E.V. Milkina showed that students-managers and managers do not experience sharp qualitative changes in personality in the process of professional training, and accordingly, in further professional activity, 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 mores of our century” noted: “Whoever does not know how to properly use his time, he is the first to complain about his lack, ... he has no time to do business or indulge in pleasures . … Any minister, no matter how busy he is, wastes at least two hours every day, and how much it will be in a lifetime. People of lower rank save their time even less. What an immeasurable and daily waste of what is so precious and what we are forever lacking” 6 .

According to Esselte Leitz, 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, there are four stages in the development of theoretical research and practical developments in the field of personal time management. When considering these stages, it must be taken 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 can be seen that the problem of studying the personal properties of managers is quite complex and multifaceted, it is very difficult to take into account all its features within the framework of one study.

SECTION II. ANALYSIS OF PERSONAL QUALITIES OF AN EFFECTIVE MANAGER

The formation of the qualities of a strong personality is one of mandatory conditions leader's work on himself. How do the concepts of “strong personality” and “strong leader” relate to each other? It is possible to be a strong personality and still not be a strong leader, although strong leaders tend to be strong personalities. It seems to us that the process of training management specialists should form professional knowledge, skills, communication and organizational skills in future managers, and whole line personal qualities necessary for effective work, as well as socio-psychological readiness for future management activities.

Of the many personal qualities of a leader that affect management efficiency, the most significant are the following:

    1. Dominance. First, in order to influence others, it is not enough to rely only on imperious, official powers, i.e. to formal authority. It is known that if subordinates act, following only the rules and requirements set by the leader, they use no more than 65% of their capabilities and sometimes perform their duties satisfactorily, just to keep their jobs. So the influence of the leader, based only on means of a formal organizational nature, must necessarily be fueled by informal influence. Secondly, informal influence gives desired effect only when it finds an internal response, some form feedback. Without a positive response, the leader's desire to dominate will look like a primitive claim to power.
    2. Self-confidence. A self-confident leader provides a certain psychological comfort and increases the motivation of subordinates to work. Two important facts should be noted. First, there is a difference between self-confidence and overconfidence. This difference is easily perceptible, but difficult to overcome. A self-confident person proceeds from realistic ideas about his capabilities, advantages and disadvantages, without underestimating or exaggerating them, i.e. He has developed an adequate self-esteem. Secondly, it is known that subordinates feel very well the state of the leader, which means that no matter how the circumstances develop, one should at least outwardly keep oneself calm and confident.
    3. Emotional balance. First, uncontrolled emotions (even positive ones) adversely affect psychological climate in a collective. Therefore, the manager must maintain equal, respectful relations with all employees. business relationship regardless of personal likes and dislikes. Secondly, the leader is the same person as everyone else: he can indulge in irritation, indignation, despondency, etc. The constant suppression of negative emotions, their containment in the work environment can lead to neurosis. Therefore, it is extremely important for a leader to find means of emotional and psychological relief (playing sports, meeting friends, hobbies, etc.).
    4. Stress resistance . Stress is a general defensive reaction of the body to environmental influences that violate its homeostasis; this is a state of tension (both physiological and emotional-psychological), activating the efforts of a person to achieve goals. The problem is that the level of tension that is favorable for one person is unbearable for another. Stress is associated with every area of ​​human life. A significant part of the causes of stressful states of a person is associated with his professional activity. The main ones are the fear of not doing the job, making a mistake, being bypassed by others, losing your job, losing your own “I”.
    5. Creativity. This is a person's ability to creatively solve problems, a very important personality trait, especially essential for innovative activity. In relation to managerial activity, creativity can be considered as the ability of a leader to see elements of novelty, 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.

The implementation of effective activities of the manager is impossible without a creative approach to their work. Consider some principles of creative attitude to the profession:

      • To be able to distinguish the main from the secondary - both in relation to business and in interaction with people.
      • Know the measure of impact on events.
      • Ability to approach a problem different parties.
      • Prepare for unexpected events.
      • The ability to extract positive experience from what is happening.
  1. Achievement and entrepreneurial spirit. Without these qualities, it is impossible to imagine an effective leader. One of the fundamental needs, the need for self-realization, is reflected in a person's desire for achievements. Leaders with these traits have a number of characteristics. First, they prefer situations in which they can take responsibility for solving the problem. Secondly, they do not tend to expose themselves to too much risk and set realistic goals. Third, achievement seekers are always interested in feedback—information about how well they are doing on a task.
  1. Responsibility and reliability . In modern management, these personality traits are a kind of " calling card”both the company and the leader himself. For a company that values ​​its reputation, it is quite obvious that obligations must be met, even if this will bring losses. We can safely say that the future belongs to those companies and leaders whose motto is great quality, reliability of execution and fidelity in relations with customers. Dignity and responsibility is more than just business ethics. Each leader 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 someone else. Hence the dignity, because it is determined by the presence of constant responsibility.
  2. Independence. This is the willingness of the leader to make decisions independently and be responsible for them. The more independent the 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 prominent 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 way, 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 resists.
  3. Sociability. According to some studies, a manager spends more than three-quarters of his working time communicating. Without sociability, such a fundamental quality as the ability to build relationships with people is impossible. Communication is not an innate quality, it can be developed. The development of communication skills is the most important part of self-improvement and self-development of a manager.

To the above personality traits, one can add a number of traits inherent in a "strong" leader:

  1. High resistance to frustration ( emotional state oppression, depression and devastation that occurs when confronted 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 one's qualities, to accept criticism, while maintaining self-confidence.
  4. The ability to endure both victory and defeat.
  5. The ability to lose without feeling defeated, immediately taking on new problems.
  6. Energy, high level efforts.
  7. Competence in matters of management.
  8. Ability to manage and organize business.
  9. The ability to inspire favor.
  10. The ability to see changes within and outside the organization.
  11. Readiness for changes and for their immediate implementation.
  12. Ability to use your time productively.

An analysis of these features shows that some of them are directly related to the manager's personal qualities and are "derived" from them. The other part of the presented characteristics is the purely professional qualities of the manager, developed with the help of 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 needs to 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. Sense of the new and the ability to take risks - develops as a result of constant changes in the way tasks are performed. New ways and means of performing common tasks are advantageous. Them constant search encouraged in the activities of each 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 able to plan his actions.
  3. Sensitivity and mobility - are cultivated by encouraging new ideas and strategic decisions at any level of subordination. Anticipating a problem allows you to deal with it before it gets in the way. full height(forecasting abilities, vision of the desired perspective). And this saves not only time, but also money.
  4. High efficiency - this is not only the ability to work for a long time and with high quality, but also the ability to organize your work in the most optimal way (understood as the number of important decisions made per unit of time). This is patience, without which long hard work is impossible.

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

As the main qualities inherent in a modern manager, we can name:

The ability to manage oneself

The ability to influence others

Striving for personal growth

Ingenuity,

Ability to train subordinates.

The ability to manage yourself. 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 absorb a person, squeeze the creative power out of him and deprive him of the joy of life. Therefore, the manager must learn to treat himself as a unique and invaluable resource, constantly maintaining his performance.

This skill is made up of four main components.

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

2. The ability to maintain their own mental health. For this you need:

Explore and know your inner world;

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

Strive to establish good relations with others and at the same time patiently endure dislike for yourself on the part of subordinates;

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

Strive to create conditions that would sharply stimulate activity, but would not impose excessive demands leading to stress. SECTION I. Theoretical basis studies of the personal qualities of an effective manager.................................................................. .......................

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

Today, when planning their professional path, their career, many do not think: am I suitable for this or that position? Do I have the required potential qualities? This phenomenon does not bypass the position of a manager. The word is new, it sounds beautiful. What qualities should a modern manager have? - not everyone thinks about it.

The very word "manager" (management) is already firmly entrenched in our vocabulary. It came to us from the West and is now inseparable from our life. Initially, this term meant the ability to go around horses and rule them. This word is based on the English verb "to manage" (manage), which in turn comes from the Latin "manus" (hand). The literal translation of the term "management" is "leading people". IN contemporary literature management is understood as the process of managing an individual employee or a whole team.

In the process of centuries, the image of the ideal manager was formed. Of course, any manager is, first of all, a person. He has his own qualities, character traits. However, some qualities contribute to productive managerial activity, while others do not. That is why the question of the personal qualities of a manager becomes relevant. [Sutovich]

Historical experience and experience different countries in determining the qualities of an ideal manager

Every specialist in the field of management has his own view of the ideal. So, according to Confucius, the main quality of a manager is a subtle and deep penetration into the characters and feelings of his employees. The Greeks of the times of Homer singled out in the ideal leader: the wisdom of Nestor, the justice of Agamemnon, the cunning of Odysseus, the vigor of Achilles. Although Homer himself adhered to the idea that the ideal leader does not exist. However, he emphasized that if various leaders with different qualities inherent only to them work purposefully, they can approach this image.

The ancestor, the father of the scientific organization of labor F. Taylor considered the main qualities of an ideal manager - intelligence, education, technical knowledge, strength, tact, energy, determination, honesty, prudence. Another classic of management, A. Fayol, put foresight in the first place. great attention he also gave organizational skills, competence, good health, intelligence, high culture and morality.

Modern management aces also do not have a common opinion about what qualities and character traits a good manager should have. However, it should be noted that due to different national characteristics, different economic development, the ideal manager for each country began to emerge.

Consider the image of the ideal manager of different countries.

So, in the USA it is customary to single out the following chain of important qualities of a good manager: development of the mind; honesty; logic; technical equipment; breadth of knowledge; perspective; sociability; integrity of character; leadership; the ability to delegate power; oratorical skills; ability to make decisions; hardness; ability to concentrate; the ability to educate; sense of humor; listening skills; desire to listen; objectivity; organizational skills. Probably many who read such a sequence were surprised that organizational skills were in last place, and the word "professionalism" did not enter either the first or second ten. But Americans have their own view of management. In the "Course for Senior Management Personnel", translated from in English in 1970, one can read: "A person engaged in administrative work must be emotionally mature, endowed with great intelligence, a highly developed sense of intellectual curiosity and have a solid training. Moreover, his character traits and intelligence are much more important than his knowledge of management techniques and the presence professional knowledge". As we see, national characteristics play very important role in the formation perfect image manager. And the image of the resilient "American hero" left its own special imprint on the image of the manager. As if to confirm this, one can cite the words of Charles Schwab, one of the leading American managers: “I consider my most valuable quality to be the ability to arouse enthusiasm in people and develop what is best in a person by recognizing his merits and encouraging him.”

The qualities included in the top two dozen of the most important in the image of an ideal manager in England differ not only in their consistency, but also in their content. The English chain of qualities has next view: ability to delegate power; sociability; availability; listening skills; authority; competence; technical equipment; honesty; hardness; interest in people; positivity; determination; humorousness; breadth of abilities; productivity; friendliness; diligence; sociability; knowledge of the specialty; lack of talkativeness.

A completely different approach to the image of the ideal manager in France. A conversation conducted by Korzhef specialists with 598 managers made it possible to single out the following: 41% believe that the most important thing for a manager is "God's gift." At the same time, under this concept they mean the ability and skills of interpersonal communication. 36% of respondents put originality in the first place, 10% - life experience, 8% is technical competence, 4% is credibility, and 1% is external data.

Completely different opinion about qualities, needed by managers, from Finnish specialists. In their opinion, the leader must have assertiveness, which includes a certain aggressiveness (in the positive sense of the word), purposefulness, the desire to achieve the set goals, to bring the work started to the end.

A survey of presidents of 41 large Japanese companies revealed the following qualities that a president-manager needs: energetic initiative and determination, including under risk conditions (42%), long-term foresight and flexibility (34%), open-mindedness, global approach (29%) , the ability to properly deploy personnel and fair sanctions (24%), willingness and ability to listen to the opinions of others (22%), personal charm (22%), use of an open management style that welcomes cooperation (19%), the ability to clearly formulate goals and objectives ( 17%). [Sutovich]

The composition of the main personal characteristics of a person influencing PRSD

Each SD to some extent reflects the individuality of its initiator and its system of values. Therefore, each SD may not harmonize in some way with the rest of the participants in this process, the executors and consumers of the solution. Three synonyms are used in the management decision literature: "human factors", "personal qualities" and "personal characteristics". The role of the human factor is manifested in the impact on the process of SD preparation, assessment of the existing SD and evaluation of the results of its implementation. Personal characteristics include: suggestibility, will, health, experience, peculiarities of thinking, responsibility, professionalism, reactions, riskiness, temperament, level of emotionality, nature of attention. From the point of view of the preparation and implementation of SD, the features of human thinking, depth, breadth, speed and flexibility are of interest.

Depth- characterizes the analytical nature of a person's thinking, his search for cause-and-effect relationships within the analyzed situation. At the same time, a person can abstract or the surrounding elements. For such people, an analytical method of preparing SD will be effective. Latitude - reflects the synthetic nature of thinking, in which a person is able to assess the role of the analyzed situation in the overall scenario of activity. Breadth of thinking contributes effective application decision tree method and scenario method

Rapidity- is determined by the time to complete the task relative to the average level adopted in the company. The employee can quickly understand the situation or develop effective solution. The speed of thinking allows you to sort through a variety of options, which is necessary for heuristic methods of preparing and implementing SD.

Flexibility - characterized by a timely and justified transition to new methods for the development and implementation of SD. Flexibility and willingness to compromise are necessary with the matrix method of SD preparation and implementation.

Importance with PRSD give the ability of the individual at the level common sense attract and subdue significant masses people This is power based on the exceptional qualities of the individual - wisdom, holiness, heroism, accessibility for any person, an impressive appearance, a dignified and confident demeanor with people of different status in society.

Such leadership qualities as romanticism and practicality, optimism and pessimism have a great influence on PRSD. The romanticism of a manager is associated with an overestimated intuitive assessment of his capabilities in the development and implementation of SD, as well as the possibilities of obtaining the necessary resources for this. Romanticism is characteristic of almost all leaders in the initial period of their activities. Romanticism is one of the sources of the company's development. However, it often leads to disappointment for both the manager and the staff. Usually, a portion of new romanticism is poured into the company in connection with the renewal of personnel, so the leader must determine for himself the measure of such romanticism and exercise control over the activities of the romantic subordinate.

In a study by M. Woodcock and D. Francis, 11 qualities are named that, in their opinion, a modern leader should have.

1 Ability to manage yourself. A leader who wants to manage others must first learn to manage himself: maintaining his own physical health; maintenance of own mental health, calmly accept failure; plan and use effectively own time for work and leisure.

2 Having reasonable personal values. If the manager is not clear enough about his personal values, he will not have a solid basis for making decisions. important influence on the formation of personal values life position. The main life values ​​include one's own life and the health of relatives and friends, independence, wealth, the opportunity to improve and develop, free time, security, sufficient social status.

3 Clear personal goals. The leader must be aware of his own long-term and short-term goals, know how to achieve them and strive to achieve them. At the same time, it is important that the goals are realistically achievable.

4Striving for personal growth. The manager must be responsible for his own training, manage his professional development, be able to evaluate his experience.

5 Ability to solve problems, which consists of the ability to use information, effectively plan one's own activities, establish clear criteria for determining success and failure, apply well-known scientific methods for solving problems.

6 Ingenuity and ability to innovate (innovate). An individual can handle creative work over a limited task, but when the problem becomes wider and more complex, it becomes necessary to create creative teams.

7The ability to influence others. The success of a leader largely depends on his ability to create a favorable socio-psychological climate in the team and on the ability to convince subordinates that their personal success depends on the goals achieved by the organization.

8Knowledge of modern management theories. Understanding the theory and practice of management is necessary for all leaders.

9Ability to lead. First of all, the leader must be able to cope with the many personal influences on him and approach this creatively.

10 Ability to train subordinates. The responsibility of the manager is to create favorable conditions for the personal growth of employees. as well as determining the capabilities of each individual worker, finding suitable means for their disclosure and conducting ongoing consultations.

11Ability to form and develop effective working groups. The manager, forming a group, strives to achieve a combination of professional and human qualities that allow him to successfully cope with the work, since the team is not just a combination of individual abilities but a balanced team whose members can work together.


4 Process, system and situational approaches in men-nt In accordance with process approach upr-ie - process, predst. a series of continuous interrelated actions, called managerial functions. Each function is also a process consisting of a series of interrelated actions. In relation to all org-tions, the process of control-tion comp. from the functions of planning, org-tion, motivation and control. These primary functions are united by the connecting processes of communication and decision-making. All functions require decision making and all of them require communication to get information for decision making. A common shortcoming of the previous schools and approaches was that they focused on one important element, and did not consider the effect of exercise as a result of many factors. An attempt to eliminate this shortcoming was made within the framework of a systematic and situational approach. Supporters systems approach(the end of the 50s is now, time) consider the organization as a system of interconnected and interdependent elements. This approach is based on the general theory of systems, which was first applied in technology and in relation to biological organisms. Machine tools, machines, televisions, aggregates, computers are all examples of systems. They comp. from a multitude of interdependent elements. If at least 1 of them stops working, the whole system will fail. There are 2 types of systems: open and closed. A closed system is isolated from the external environment, while an open system receives energy, information, materials from the outside, transforms them and issues the final project (pr-tion, services, inf-tion) back into the external environment. An open system is able to adapt to changes in the external environment. A closed system is moving towards disorganization and destruction. Each org-tion before. sob. open system consisting of subsystems. Subdivisions, departments, services, levels of management - all these are subsystems. In their och., they can comp. from > small subsystems. External environment for org-tion comp. of the objects that directly or indirectly affect it (buyers, suppliers, competitors, etc.). a specific organization at a given specific time). Situational approach, just like the systemic one, does not negate the previously established schools, but unites them. The situational approach, being a logical continuation of the system approach, focuses on these factors and their impact on the activities of the organization.

5 Organization of the food industry as an object of industry management. Pishch. prom. - one of the most important branches of national economy-va, obespech. meeting the needs of the population of the Republic of Belarus in food products. It includes more than 20 sub-sectors with production, technological, organizational, technical, financial, economic and other features. The main link in the food industry is the organization where manufacturing process and food products are created.

The essential features of food industry organizations include: the purpose of products, their consumer value, types of processed raw materials and materials, the volume of production, its range, continuity or seasonality of production, conditions for production and sale of products, forms of ownership, etc.

Each food enterprise is characterized by a production structure, which is understood as the composition of production units, their location and interconnection.

The production structure of enterprises is determined by a number of factors. The main factors include: production volume; range of manufactured products; technical equipment; the nature of the energy supply.

For the effective functioning of the m., an organization must be created in which the activities of managers are carried out.

The concept of organization has undergone a number of significant changes over time. On the initial stage org-tion representative as the structure of any system. When "management" as a science stood out as an independent field of knowledge, the word "org-tion" became associated with a consciously defined, given structure of roles, functions, rights and obligations adopted at the enterprise (in the firm). Those. "organization" should be understood as an enterprise, firm, institution, department and other labor formations. From the whole variety of definitions of the concept of "org-tion", the following can be distinguished.

1 Organization as a process by which the structure of a managed or managing system is created and maintained

2 Organization as a set of relationships, rights, duties, goals, roles, activities that take place in the process of joint work.

3 Organization as a group of people with common goals. To be considered an organization, a labor formation must meet the following mandatory requirements:

a) the presence of at least two people who consider themselves part of this group; b) the presence of at least one public useful purpose(i.e. the desired end state or outcome) that is accepted as common by all members of the group; c) the presence of group members who intentionally work together to achieve a goal that is meaningful to all.

In this way, organization is a group of people whose activities are consciously coordinated to achieve common purpose or goals.

Personal qualities of a manager

Parameter name Meaning
Article subject: Personal qualities of a manager
Rubric (thematic category) Management

In the study by M. Woodcock and D. Francis, “The Liberated Manager,” 11 qualities are named that, in their opinion, a modern leader should have.

1 Ability to manage yourself. A leader who wants to manage others must first learn to manage himself. He should not completely devote himself to work, give it all his creative power and lose many of the joys of life. For this reason, every manager must learn to treat himself as a unique and invaluable resource, constantly maintaining his performance. This skill is evidenced by:

a) maintaining one's own physical health (the main easily controlled indicator is a stable weight);

b) maintaining one’s own mental health, for which it is extremely important to study and know one’s inner world; acknowledge and express your feelings without suppressing own emotions; strive to establish correct relations with others and at the same time endure dislike for oneself from subordinates; calmly accept failures, considering them as something inevitable and even useful, allowing you to learn; strive to create conditions that would stimulate activity quite sharply, but not make excessive demands leading to stress;

c) effectively plan and use their own time for work and rest.

2 Having reasonable personal values. If the leader is not sufficiently clear about his personal values, he will not have solid grounds for making decisions that, in this regard, may be perceived by others as unreasonable.

An important influence on the formation of personal values ​​has a life position, which also significantly affects behavior. Life values ​​and personal life position are developed at the stage of human development and in the long run can be unusable and even destructive. For this reason, it is extremely important to question, analyze and revise your values ​​from time to time. New experience and self-education affect people, however, significant shifts occur only when the former personal values ​​become inadequate or lead to undesirable results. Therefore, the manager must seriously approach the question of his values, change them taking into account the accumulated data.

The main life values ​​include one's own life and the health of relatives and friends, independence, wealth, the opportunity to improve and develop, free time, security, sufficient social status.

clear personal goals. The leader must be aware of his own long-term and short-term goals, know how to achieve them and strive to achieve them. At the same time, it is important that the goals are realistically achievable. A leader with clear personal goals, among other things, is able to plan his career development, explore his opportunities for promotion, take calculated risks, be able to use time efficiently and distribute his forces.

Striving for personal growth. One of the most important aspects development of the individual lies in the fact that none of the actions taken in this direction can be fully completed. Personal self-development is rather an endless continuous process than a goal that is extremely important to achieve. The manager must be responsible for his own training, manage his professional development, be able to evaluate his experience.

The limiting factors in this case are often:

The influence of the family, within which a person's idea of ​​\u200b\u200bhis own capabilities is formed;

Own inertia or surrender to success;

Frustrations associated with failures;

Lack of support and hostility of others;

Lack of resources.

Ability to solve problems, ĸᴏᴛᴏᴩᴏᴇ consists of the ability to use information, effectively plan one's own activities, establish clear criteria for determining success and failure, apply well-known scientific methods for solving problems.

Inventiveness and ability to innovate (innovations). Invention at all times has been the engine of progress and has always been associated with risk, and therefore does not always succeed.

An individual can handle creative work on a limited task, but when the problem becomes broader and more complex, the creation of creative teams becomes essential. Encouraging the creativity of his employees, the leader should strive to create a balanced group, whose members will have all the abilities and inclinations for invention. This will achieve outstanding results, since the members of the group will be most ready to fully devote themselves to the implementation of precisely those decisions that they themselves proposed and adopted.

The ability to influence others. The success of a leader largely depends on his ability to create a favorable socio-psychological climate in the team and on the ability to convince subordinates that their personal success depends on the goals achieved by the organization.

In order to succeed in influencing subordinates, it is extremely important to observe following principles:

Clearly formulate the task;

Be open, accessible to communicate with employees;

Be decisive and responsible;

Treat people with respect, express your approval of their activities. give them signs of attention;

Show genuine interest in employees

Do not show irritability, bitterness and hostility and hostility towards subordinates;

Use a reward system.

Often the assessment of influence is irrational, and key role In these matters, the personal factor plays.
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Many people are impressed by authority, the way a person carries himself, and the quality known as charisma (extraordinary giftedness). Appearance, posture, behavior and mastery of art are important non-verbal communication as well as self-confidence.

Knowledge of modern management theories. Understanding the theory and practice of management is extremely important for all leaders. This is especially important in situations When, due to the inefficiency of the organization, the manager has to create more advanced approaches to management. In addition, each theory must be evaluated in relation to its relevance to a particular organization and a particular time. While management must remain open to modern ideas. however, haphazard experimentation is potentially fatal.

Ability to lead. First of all, the manager must be able to cope with many personal influences on him and approach this creatively. Despite the difficulties, the manager must:

Be able to make a choice even in the absence of clear instructions on how to do it;

Attract and use the necessary resources;

Develop mechanisms for coordinating their efforts;

Plan and initiate change;

develop ability effective work for a long time.

Ability to train subordinates. The increasing scale of change requires the development of new skills and approaches to work in order to prevent our own “obsolescence”.

The responsibility of the manager is to create favorable conditions for the personal growth of employees. as well as determining the capabilities of each individual employee, finding suitable means for their disclosure and holding ongoing consultations. For this reason, in a certain sense, every manager is a part-time teacher.

Gaining experience in the ability to express one's opinion and listen to the opinions of subordinates significantly increases the value of a leader as a person, professional worker and colleagues.

Ability to form and develop effective working groups. Managers, creating working groups-teams, pursue the following goals:

The team has the potential to achieve much more than each of its members individually;

Collective problem solving reduces stressful situations, which makes it possible to develop more ideas and increases innovative capacity;

The group exerts conformist pressure on its members, which helps to avoid friction in the team and improve mutual understanding between group members.

The manager must follow the following rules group work:

Clearly and clearly explain the goals of the company;

Do not allow tactical steps that are not clear to employees;

Highlight for yourself the main interests of subordinates;

Express praise openly and criticism in private.

The manager, forming a group, strives to achieve a combination of professional and human qualities that allow him to successfully cope with the work, since the team is not just a combination of individual abilities, but a balanced team whose members can work together.

Personal qualities of a manager - concept and types. Classification and features of the category "Personal qualities of a manager" 2017, 2018.