“Tasks in management psychology”

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Subjects of examinations

Topic 1. Contents and objectives of the discipline “Management Psychology”

Option 1.

1. What is the subject and object of the science “Management Psychology”?

2. What concept is the main category of the discipline “Management Psychology”? Analyze it.

3. Do you agree with the statement that contradictions and paradoxes of management in most cases have psychological causes? Illustrate your answer.

When considering the first question, compare the difference between the object and subject of the science “management psychology”. The object of management psychology is the organized activity of people, not just united common goals and interests, this is the activity of people united in one organization, subject to the rules and regulations of this organization. The subject of science examines the psychological aspects of the leadership process various types joint activities and interpersonal communication in organizations, i.e. psychological aspects of managerial relations. Some authors define the subject as a system of “man – technology” and “man – man”, while others only as “man – man”. This issue is debatable; it is your right to present the opinions of various authors and analyze them.

SecondThe question involves consideration of such a concept as management activity. It is no coincidence that the course in management psychology covers in detail the psychological structure, composition and content of a manager’s activities; reveals his system management functions and characterizes their main psychological patterns.

Dwell in more detail on the essence of management activity, which is defined as a form of the subject’s active attitude to reality, aimed at achieving consciously set goals and associated with the creation of socially significant values. It should be emphasized that human activity is conscious; associated with the manufacture, use and storage of tools; is of a public nature, carried out in a group, by social laws, and in its process a person enters into complex social interactions with other people.

ThirdThe question involves an independent analysis of the socio-psychological aspect of the management phenomenon. Give any specific example of a contradiction in management due to psychological reasons. The psychological aspects of a manager’s activity include the psychological characteristics of managerial work in general, a psychological analysis of the manager’s personality, an individual management style, and much more.

Aksenenko Yu.M., Kasparyan V.N. and others. Sociology and psychology of management. – Rostov n/d, 2001.

Veresov N.N. Psychology of management. - M., 2001.

Urbanovich A.A. Psychology of management. – Minsk, 2003.

Kasyanik P.M. Management psychology: Lecture notes. - M.:AST, St. Petersburg: Sova, 2005.

Option 2.

1. How does the science of management differ from the science of management psychology?

2. How does management psychology relate to general psychology?

3. Indicate what problems management psychology studies, as opposed to labor psychology?

a) compliance of the employee with a specific organization

b) the employee’s suitability for his profession

c) analysis of the influence of the organization on the socio-psychological structure and development of the team and the individual.

d) studying the personality of an employee in an organization

e) professional selection

f) career guidance

FirstThe question involves, first of all, an analysis of the concepts: “management”, “social management”, “organization”, “subject and object of management”. Social management This is a continuous process of influence of a leader (subject of management) on an organized group of people or on anyone from this group individually (object of management) to organize and coordinate their joint activities to achieve the best results. It is important to note that the system of managerial relations is based on two socio-psychological phenomena: management itself and subordination.

When considering the subject of management psychology, you can distinguish the following three levels of psychological and managerial issues: psychological aspects of the activity of a manager, psychological aspects of the activity of an organization as a subject and object of management; psychological aspects of interaction between a leader and members of the organization.

Secondthe question involves consideration of those concepts and phenomena that are the subject of study of both psychology and management psychology. These are concepts such as: motivation, personality, will, emotions, feelings, etc. It is important to note that in contrast to general psychology, in which the main problem of study is the problem of personality, in management psychology it is considered in the applied aspect: as the subject and object of management .

When answering the third question, you should think about what management psychology studies as opposed to psychodiagnostics and sociology.

Johnson R., Kast F., Rosenzweig D. Systems and management. – M.: Progress, 1971.

Karpov A.V. Psychology of management. – M., 1999.

Milner B.Z. Theory of organizations. - M., 1998

Ramendik D.M. Managerial psychology. – M.: Moscow-Forum, 2006.

Kurtikov N.A. Psychology and sociology of management. - M.: State University of Education and Science Knizhny Mir, 2005.

Topic 2. Psychological aspect of the management process.

Option 3.

1. Describe such a function of the subject of management as goal setting.

2. Name specific forms organization of activities and characterize this form of management as an organization.

3. Which of the listed factors influencing a person’s job satisfaction are actually motivational (directly related to the work process)?

a) salary

b) labor success

c) working conditions

d) degree of responsibility

e) official and professional duty

When answering the first question, one should consider the place and role of this management function along with others. Goal setting involves considering past experience, analyzing the present situation and setting realistic goals for the future. How are goals related to motivation? Can they stimulate self-organization processes? There are a number of concepts of personal and organizational effectiveness, which are based on an in-depth process of goal setting. You can consider some of them, for example, the six types of goal setting by R. Dilts.

When answering the second question, we should start with the fact that the organization involves the creation of a system into which three components logically fit: a working person or group of people; economic relations; technical means. Identify specific forms of organizing activities and characterize them. Modern Information society contributed to the emergence of new types of organizations: edhocratic, multidimensional, participatory, and entrepreneurial-type organizations. List the factors contributing to the emergence of new organizational structures.

Third questioninvolves an appeal to the concept of motivation. When performing the test, you must remember that motives are based on a person’s system of needs, shape his activity, encourage him to make choices and determine goals.

Stolyarenko Kh.D. Psychology of management. - Rostov n/d.: Phoenix, 2006.

Shikun A.F., Filinova I.M. Managerial psychology. - M.: Aspect - Press, 2006.

Mashkov V.N. Psychology of management. - St. Petersburg: Peter, 2002.

Milner B.Z. Theory of organizations. - M., 1998.

Rozanova V.A. Management psychology - M.: Personnel Management, 1999.

Option 4..

1. Why is the motivation function in management needed?

2. What role does the control and correction function of management play and what should control be like?

3. Which of the following requirements apply to control?

a) consistency

b) totality

c) openness

d) efficiency

d) formality

First questionwill require you to dwell in detail on the concept of motivation. Motivation is the totality of the most persistent motives that determine the direction of a person, his value, orientation and activity as a whole. Sometimes activity and directional stimulation are added to this definition. Pay attention to the statement that any needs are the basis of motives and motivation. Try to prove that creating, maintaining and developing the motivation of performers is the most important function of a leader.

The answer to the second question involves considering precisely the control and correction function of management, and not just control as a check. It is important to dwell in detail on the principles of organizing control: efficiency, result-oriented, adequacy to the content of the activity, simplicity, efficiency, objectivity. The control system must be adequate to the personality of the manager.

When answering the third question, one should turn to those characteristics of control that allow us to consider it as an important corrective management function. Think about whether all of the listed requirements can be considered mandatory for the implementation of control?

Practical psychology for economists and managers (edited by M.K. Tutushkina. - St. Petersburg, 2002.

Mashkov V.N. Psychology of management. - St. Petersburg: Neva, 2002.

Maslow A. Motivation and personality. – St. Petersburg: Peter, 2003.

Maklakov A.G. General psychology. - St. Petersburg, 2005

Kabachenko T.S. Psychology of management. - M., 2000

Vesnin V.R. Practical person management. - M., 1998

Option 5.

1. Motivation as a factor in personality management.

2. Consider the main provisions of the concept of “ideal bureaucracy” by M. Weber. Note what can be classified as the disadvantages of bureaucracy.

3. In what case can we talk about effective control in management activities? Give a specific example and justify your conclusion.

First questioninvolves, first of all, an analysis of the concept of motivation itself and only then turning to existing concepts of motivation. Most authors reduce it to the concepts of mental phenomena, which at a certain moment become incentives to action. (K.K. Platonov). What hierarchy of needs did A. Maslow propose? It is important to note that he was the first to propose a classification of needs and the relationships between them, building a kind of hierarchy in which higher demands do not come to the fore until lower needs are satisfied. Consider A. Maslow's diagram and analyze it.

Second questioninvolves not just listing the principles of the ideal organization structure proposed by M. Weber at the beginning of the last century, but also an analysis of this “order”. What can be attributed to the shortcomings of bureaucracy these days. Think about the question: how does the strengthening of psychological factors in management affect the creation of new organizational structures of the enterprise.

Third questionis devoted to such a function of management activities as control. Pay attention to modern principles of control organization, as well as to the problem of compliance of the control system with a certain management style. The example you provide should illustrate the position you are advocating.

Maslow A. Motivation and personality. - St. Petersburg: Peter, 2003.

Aseev V.G. Personality and the significance of motives. - M.: IP RAS, 1993.

Ladanov I.D. Practical management. – M.: Nika, 1992.

Sushkov I.R. Psychology of relationships. - M., 1999

Urbanovich A.A. Psychology of management. - Minsk, 2003

Topic 4. Personality as a subject of management.

Option 6.

1. Relate the concepts of “person”, “individual”, “personality”

2. Consider the personality structure.

3. Correlate the psychological schools of personality study and their representatives.

a) K. Jung, A. Adler, E. Fromm.

b) I.P. Pavlov

c) A. Maslow, K. Rogers.

1) learning theory

2) psychoanalysis

3) humanistic psychology

The answer to the first question should include detailed definitions of the categories listed. When defining the concept of man, it is important to note that this is a generic concept and at the same time it is a specific, unique unity of the biological and social. As a biological being, he is subject to biological and physiological laws; as a social being, he is a product social development. Personality expresses a person’s affiliation with a certain society, a certain era and culture. Note that individuality is an indispensable and most important sign of personality, the unity of the unique personal properties of a particular person.

When answering the second question, three positions of the personality structure can be distinguished: 1. universal human properties (sensations, perception, thinking, memory, will, emotions); 2. socially specific features (social attitudes, roles, value orientations); 3. individually unique traits (temperament, combination of roles, self-awareness) Describe in detail these components of the personality structure.

Third questioninvolves a detailed analysis of the listed areas. Describe this direction as psychoanalysis. What psychoanalysis says about the sources of mental energy, impulses and instincts, whether the conscious or unconscious is more significant in the formation of thinking and behavior. What is the essence of the concept of I.P. Pavlov, how the concept of the conditioned reflex was applied to the theory of learning by J. Watson. What are the main provisions of humanistic psychology?

Psychology and ethics business communication(edited by Lavrinenko V.N.) - M.: UNITY, 2006.

Krysko V.. Social psychology. - M., 2003

Kunitsina V.N., Kazarinova N.V., Pogolsha V.M. Interpersonal communication. - St. Petersburg: Neva, 2001.

Ostrovsky E.V., Chernyshova L.I., Psychology and pedagogy. - M.: University textbook, 2005.

Stolyarenko A.D. Fundamentals of Psychology. - Rostov n/D.: Phoenix, 1997.

Egides A.P. How to understand people, or the psychological picture of a personality. - M.: AST-Press-Kniga, 2002.

Nemov R.S. Psychology: Textbook for students of higher pedagogical institutions. - M.: Education-Vlados, 1994.

Jung K.G. Psychological types. - M.: AST-Press-Kniga, 1998.

Topic 3. Psychology of the subject of management.

Option 7.

1. What is the role of cognitive processes in management activities.

2. How do moral standards of behavior differ from etiquette standards management activities.

3. Match the concepts and their definitions

a) personality

b) temperament

c) character

1) individual psychological characteristics of a person, determining the dynamics of his mental processes and behavior

2) a set of significant stable mental properties of a person that manifest themselves in his attitude to reality and leave an imprint on his behavior and actions

3) an individual included in the system of interpersonal and social relations, a subject of conscious activity

When answering the first question, we should briefly dwell on the characteristics of the main cognitive processes: sensation, perception, thinking, memory, etc. It is important to note that sensations, perception and thinking serve as inextricable parts of a single process of reflecting reality. Attention as a psychophysiological process characterizes the dynamic features of cognitive processes. Memory is the basis of mental activity; dwell on its types, properties, and individual characteristics. The main attention should be paid to the role that these processes play in management activities.

Second questioninvolves addressing such a difficult topic as moral problems in management activities. Define the concept of morality. It is important to note that moral norms are expressed in general ideas, commandments, about how one should behave in society, however, it is in the contradiction between what should and what is (actually existing morality) that the contradictory essence of business communication and human behavior lies. Describe the concept of etiquette, paying attention to the fact that a feature of etiquette is compliance with formal rules of behavior that regulate the behavior of people in certain business situations. Compliance by a person with etiquette standards in professional activity does not at all imply the presence of a moral culture. The example you provide from your own business practice will make your answer more convincing.

When answering the third question, correlate the concepts: “person”, “individual”, “personality”. The distinction between the concepts of temperament and character is important in management psychology, because Unlike temperament, character is a set of stable properties of an individual, which express the ways of his behavior and methods of emotional response. Temperament acts as the natural basis of character. Give examples of the manifestation of these psychological characteristics in a management situation.

Radugin A.A. Psychology and pedagogy. - M.: Center, 1999.

Petrovsky A.V., Yaroshevsky M.G. Psychology: Textbook for students of higher pedagogical educational institutions. – M.: Academy, 1998.

Rozanova V.A. Psychology of management. - M.: LLC "Journal "Personnel Management", 1999.

Psychology and ethics of business communication (edited by Lavrinenko V.N.). - M.: Unity - 2006.

Option 8.

1. Why is the most important regulator of a person’s behavior in a team is his awareness of responsibility?

2. Describe the main management styles.

3. Define the concepts:

a) memory

b) thinking

c) perception

d) sensation

1) the mental process of reflecting objects and phenomena of reality in the totality of their various properties and parts with a direct impact on the senses

2) the mental process of reflecting individual properties of objects and phenomena of the material world that directly affect our senses

3) a form of mental reflection, consisting in consolidation, preservation and subsequent reproduction of past experience

4) a generalized reflection of objective reality in its patterns, the most significant connections and relationships

The answer to the first question presupposes an understanding of the concept itself - responsibility, as an obligation placed on someone or taken by someone to account for some of their actions and accept blame for their possible consequences. It is important to point out that responsibility is directly related to the fulfillment of obligations, which are understood as “a promise or contract that requires the person accepting it to unconditional execution" Responsibility is the most important property of a person. It is necessary to consider the question of who is the subject of responsibility and what is the importance of awareness of responsibility in management activities.

When answering the second question, pay attention to the characteristics of the personal qualities of the leader that influence the effectiveness of management (dominance, balance, creativity, responsibility, etc.) When analyzing traditional leadership styles (authoritarian, democratic, liberal), it is important to correlate them psychological characteristics. What mechanisms of influence are characteristic of these styles.

Third questionIt is recommended to start by considering the role and significance of cognitive processes in management activities. How significant is the role of individual style differences in perception, memory, and thinking of people who are subjects or objects of management activities.

Frankl V. Man in Search of Meaning (Translated from English and German - M.: Progress, 1990.

Frommm E. Psychoanalysis and Ethics (Translated from English - M.: Respublika, 1993.

Aronson E. Social animal. Introduction to social psychology (Translated from English by M.A. Kovalchuk, edited by V.S. Magun - M.: Aspect-Press, 1999.

Shikun A.F., Filinova I.M. Managerial psychology and applied significance. - St. Petersburg: Neva, 2003.

Option 9.

1. What is special about coaching as a management style?

2. Bring and analyze comparative characteristics leadership and management.

3. What concept is characterized by the definition: “a person’s awareness and experience of responsibility, based on self-assessment of the performance of duties”? How does this concept relate to the moral responsibility of a leader?

a) debt.

b) conscience.

c) locus of control.

First questioninvolves the analysis of a management style that focuses on obtaining results in the process of the student’s personal development. The question needs to be answered: is coaching only a management style or is it also a management consulting process? Can a coach advise in several professional areas? Does the coach solve the problem itself or help the person find their own solution. Is coaching an analysis of an employee’s mistakes and problems or an analysis of future opportunities?

Second questionshould be considered based on the proposition that if leadership is a management function, then leadership is defined as a natural socio-psychological process in a group, built on the influence of the leader’s personal authority on the behavior of group members. What are the sources and forms of influence on the organization of the leader and manager? Name the common traits of a leader and a manager.

Third questionis not just a definition of the most important moral concept, but also involves consideration of the role and significance of the moral responsibility of a leader in the process of management activities.

Kabatchenko T.S. Psychology of management. - M.: Pedagogical Society of Russia, 2005.

Ognev A. Organizational consulting in the coaching style. - St. Petersburg: Rech, 2003.

Gibson J.L., Ivantsevich D.M. Onelli D.H., Organizations: behavior, structure, processes. – M.: Progress, 2000

Kochunas R. Fundamentals of psychological counseling - M., 1999

Todd J., Bogart A.K., Fundamentals of clinical and counseling psychology. – St. Petersburg: Progress, 2001

Option 10.

1. Describe the concept of management effectiveness - the “management grid” of Blake and Mouton.

2. Describe the management abilities of senior management.

3. Which of the listed factors that influence a person’s job satisfaction are considered “external” in relation to the work itself?

1) recognition of merit

2) degree of responsibility

3) social status

4) job security guarantees

5) working conditions

When answering the first question, indicate what measures Blake and Mouton proposed to measure the effectiveness of management activities. What five types of managers can be distinguished if we use such evaluation criteria as: “degree of attention to production” and “degree of attention to people.” Describe these management styles and indicate which ones are most common.

Second questioninvolves consideration of modern changes in management activities. Analyze why modern top managers must have the ability to build and develop teams, focus on employee development, delegate responsibility and create the need for initiative. It is important to consider such top management abilities as: cognitive (information search, conceptualization, conceptual flexibility); directive (impact, self-confidence, presentation); proactive abilities (success orientation); motivational (interpersonal search, managerial interaction, development orientation).

Third questionallows us to dwell in detail on the concept of motivation and the mechanisms of motivation. It is important to note that if a motive acts as an internal urge for a person to act, then a stimulus is an external circumstance that, affecting a person’s basic needs, encourages him to act, i.e. becomes a motive. These concepts should also be correlated with the category of need, which is a person’s psychological state associated with a feeling of lack of something. Give a specific example of the motivational factors you selected.

Kochetkova A.I. Psychological foundations modern management personnel. - M.: Zertsalo, 1999

Schmidt R. The Art of Communication. - M., Progress, 1992.

Santalainen T., Voutilainen E., Porenne P. Management by results. M.: Progress-Univers, 1993.

Molodchik A.V. Management: strategy, structure, personnel. - M.: HSE Publishing House, 1997.

Sidorenko E.V. Motivational training. - St. Petersburg: Rech, 2000.

Lyubimov A.Yu. Communication skills. – M.: KSP+, 2000.

Topic 4. Psychology of the control object.

Option 11.

1. Describe substantive theories of motivation (A. Maslow) and procedural theories of motivation (Vroom, Porter, Lawler)

2. Herzberg's two-factor theory of motivation.

3.What concept is characterized as “an official in an organization, vested with authority and responsible for performing all management functions”?

a) leader

b) leader

c) a group member who plays a key role

When answering the first question, one should start with the fact that, according to A. Maslow’s concept, a person’s behavior is determined by his strongest need at the moment. List these needs and explain what factors contribute to the satisfaction of secondary needs. How do process theories of motivation, such as expectancy theory, differ?

When answering the second question, it is important to correlate the positions discussed above with Herzberg’s position that job satisfaction and dissatisfaction are caused by various factors. Name the factors of job satisfaction and job dissatisfaction. What did Herzberg understand about “hygienic factors”? How true is this concept today?

The answer to the third question presupposes not only the correct choice of term, but also the characteristics of these socio-psychological concepts. Give specific examples to differentiate these concepts.

Morozov A.V. Business psychology: Textbook for universities. - St. Petersburg: Soyuz Publishing House, 2000.

Shadrikov V.D. Psychology of human activity and abilities. - M.: Logos, 1996.

Meskon M., Albert M., Khedouri F. Fundamentals of Management (Translated from English - M.: Delo, 1997.

Topic 8. Psychological characteristics of activities related to the development and execution of management decisions.

Option 12.

1. Name and characterize the stages of management decision making

2. Describe the methods of individual and group decision making.

3. Indicate which decision-making method is preferable:

1) collective

2) individual

a) under time pressure

b) to avoid subjectivity

c) for greater thoughtfulness possible consequences

d) in the presence of a conflict situation

e) with low qualifications of employees

e) to reduce the resistance of dissenters

When answering the first question, it is important to point out that management decisions are made at all stages of management. Decisions are made in the performance of all management functions (planning, organization, leadership, motivation, control). Give a specific example of a management decision and list its stages, starting with the formulation of the problem and ending with monitoring the implementation of the decision.

Second questionIt is recommended to start with a definition of the concept of management decision. Describe the types of decision-makers; the choice of the correct decision-making method depends on this. Indicate whether the leader is exempt from responsibility when making a group decision? Consider situations of constructive choice of collective and individual methods decision making. (You can use the concept of V. Vroom and F. Yetton of five decision-making styles).

Third questionis a logical continuation of the second. The test should be illustrated with a specific example from business practice.

Andreeva G.M. Social Psychology. – M.: Aspect-Press, 2000.

Burnard F. Interpersonal interaction training. – St. Petersburg: Peter, 2001.

Kelly G., Armstrong R. Decision-making training. – St. Petersburg: Peter, 2000.

Aseev V.G. Personality and the significance of motives. - M.: IP RAS, 1993.

Rozanova V.A. Psychology of management. - M.: LLC “Personnel Management” Magazine, 2003.

Option 13.

1. Types of management decisions.

2. Advantages and disadvantages of the collective decision-making method.

3. Indicate the sequence of stages of the decision-making process:

1) consideration of solution options

2) decision-making

3) studying the problem

4) analysis and control of solution implementation

5) development and goal setting (problem formulation)

6) bringing the decision to the executors

7) selection and justification of efficiency criteria and possible consequences of decisions made

8) selection and final formulation of the decision

When answering the first question, it is important to start with the definition of a management decision, which is defined as the choice of an alternative to achieve a set goal. Management decisions can be classified according to various criteria: by the degree of influence on the future of the organization, by scale, in accordance with the time horizon, by the duration of the implementation period, by functional purpose. Describe and characterize these species.

Second questioninvolves consideration of the concepts of management activity and management decision. What are the fundamental differences between collective and individual decision making? What are the advantages and disadvantages of this method. Provide examples to illustrate your conclusions.

The answer to the third question will allow you not only to determine the sequence of stages of management decision-making, but also involves an analysis of the content of each of the stages you named.

Litvak M.E. To command or obey. Psychology of management.-Rostov on Don.: Phoenix, 2003.

Morozov A.V. Business psychology: Textbook for universities. - St. Petersburg: Soyuz, 2000.

Markova A.K. Psychology of professionalism. - M.: International Humanitarian Foundation Knowledge, 1996

Topic 9. Leader's health. Management activities in extreme and stressful situations.

Option 14

1. Concept and types of stress.

2.What are the ways to prevent and manage stress.

3. Match the concepts and their definitions:

1) affect

2) stress

3) frustration

4) depression

a) a condition that occurs in an extreme situation, requiring a person to mobilize strength and energy

b) a state of mental distress, depression, characterized by loss of strength and decreased activity

c) an emotional state that arises from failures, accompanied by a feeling of hopelessness and collapse of hopes

d) a short-term, violent emotional reaction, an emotional explosion that violates volitional control

When answering the first question, it is important to characterize the concept of “stress” and indicate which of the researchers first analyzed this phenomenon. Name and describe the types of stress. Do the same stimuli affect people in the same way, and if not, what causes this? What is the difference between the concept of “stress” and “stressor”. List and describe the phases of stress. Answer the question - are stresses a necessary condition people's lives.

Answer to the second questioninvolves considering the problem - whether stress is amenable to control influences. Name ways to prevent it. Analyze whether weak people are more susceptible to stress than strong people; Are high aspirations stressors? It's easy to identify sources of stress.

Third questioninvolves not only choosing the correct answer, but also a detailed analysis of the listed psychological concepts. Give a specific example from business practice.

Myasishchev V.N. Personality and neuroses. – L.: Leningrad State University, 1960.

Markova A.K. Psychology of professionalism. – M.: Knowledge, 1996

Kurtikov N.A. Psychology and sociology of management. - M.: Knizhny mir, 2005.

Tarasov A.N. Social and psychological features of the functioning of the personnel service in modern conditions. Textbook. - M.: State University of Education, 2003.

Pankratov V.N. Self-regulation of mental health. – M., 2001.

Carlson D. Common mistakes small business. - St. Petersburg: Peter, 1998

Option 15

1. Causes and sources of stress.

2. Stress and distress

3. Which of the following statements are false.

1) Stress is for weak people

2) I cannot be held responsible for the stress in my life, we are all victims of it.

3) I always know when I'm overly stressed.

4) All people react to stress the same way

5) When stressed, all you need to do is first relax

6) The most important measure in the fight against stress is psychotherapy

When answering the first question, it is important to start by defining the concept of “stress.” Indicate who introduced this term into scientific circulation and developed the concept of stress as an adaptive reaction of the body to the influence of extreme factors. Indicate whether the stress effect of external influences depends on the type of specific adaptive responses to them. Name the phases of stress development. Briefly describe the physiological nature of stress.

Second questioninvolves correlating the categories “stress” and “distress”. Indicate whether any emotional shock is a stressor (source of stress). Indicate whether this increases the body's resistance. What causes distress? Give an example to illustrate your argument.

The answer to the third question should consist not only in choosing the correct statements in the test, but also in analyzing the content of the statements you have chosen.

Eysenck G., Eysenck M. Study of the human psyche: Translation from English. M.: Eksmo-Press, 2001.

Lynchevsky E.E. Mastery of managerial communication: a leader in everyday contacts and conflicts. - St. Petersburg: Peter, 2002.

Pankratov V.N. Self-regulation of mental health. - M., 2001

Steiner K. How to relieve stress. - M.: Progress-Univers, 1993.

Topic 10. Management and psychological consulting.

Option 16

1.The essence and objectives of management consulting

2. Psychological problems of managers and entrepreneurs

3.What group exercises are used in the process of socio-psychological counseling in an organization:

1) group discussion

2) role-playing game

3) brainstorming

4) psychodiagnostic techniques

When answering the first question, it should be noted what the content and objectives of management consulting are. It is important to point out that management consulting is aimed at ensuring that a subordinate or a group as a whole achieves professional competence independently, solving the problems they face and achieving the greatest realization of their abilities. Does the socio-psychological competence of a manager affect the level of management consulting? Indicate whether management consulting should be aimed at achieving goals only in business or in interpersonal relationships, health, career, education.

When answering the second question, it is important to point out that psychological problems in management activities are determined by the laws of power hierarchical relations of management and subordination. Name and characterize such personal deformations in the professional activity of a manager as: authoritarianism, demonstrativeness, overestimation of one’s own experience, professional aggression, social hypocrisy, economy of energy, overcontrol. Analyze whether professional deformation a mandatory component of professional experience.

The answer to the third question involves analyzing the concept of “managerial - psychological counseling" Answer what problems it solves and what its functions are.

Kochunas R. Fundamentals of psychological counseling. - M.: Academic Project, 1999.

Ekman P. Psychology of lies. – Kyiv: Logos, 1999.

Rogers K.R. A look at psychotherapy. The Becoming of Man: Transl. from English - M.: Progress, 1994.

Fomishin S.V., Chernov Yu.V. Management consulting. International experience. - Rostov on Don.: Phoenix, 2006.

Drucker P.F. Management challenges in the 21st century: Trans. from English: Uch. pos. - M.: Williams, 2002.

Option 17

1. Coaching as a type of management activity.

2. Key skills in coaching.

3. Correlate the following types of communication barriers in management communication and their definitions:

1. Semantic.

2. Logical.

3. Substitutive-distorting.

4. Phonetic misunderstanding.

5. Stylistic.

A. The communicator's reasoning is either too complex or seems incorrect to the recipient.

B. Different dialects, speech defects, incorrect grammatical structure.

B. Differences in meaning systems (thesauruses) of communication participants.

D. Distortion of information when transmitted through several people.

D. Discrepancy between the communicator’s speech style and the situation (psychological state) of communication.

When answering the first question, it is important to start by defining the concept of coaching as a process of learning and personal development of another person, in which the main emphasis is on ensuring that the learner achieves his goals independently. Indicate what the coaching is primarily aimed at. Is coaching a type of management activity only in business? Should a coach be an expert in the field in which his client works? What is the difference between coaching-management and coaching-consulting.

When answering the second question, it should be noted that key skills include: listening; active listening (summarizing, paraphrasing); communication cycle; asking questions; Feedback. Describe the skills listed. Indicate what their role is in the management consulting process.

The third question involves not only an answer to test, but also the characteristics of these types of communication barriers. Provide specific examples from business practice that illustrate the consequences of communication errors.

Management psychology: Lecture notes / Compiled by P.M. Kasyanik. - M.: AST, St. Petersburg: Sova, 2005.

Kochetkova A.I. Psychological foundations of modern personnel management. - M.: Zertsalo, 1999.

Whitmore J. Coaching – a new style of management and personnel management. – M.: Finance and Statistics, 2001.

Personnel management of an organization (edited by A. Ya. Kibanov) - M., 1997.

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rubles

Practical tasks

Analyze management situations in writing and answer the questions formulated after each of them.

Exercise 1.

Situation 1. You have recently been appointed HR Manager. You still don’t know the company’s employees well; the employees don’t yet know you by sight. You go to a meeting with the CEO. You walk past the smoking room and notice two employees smoking and having an animated conversation about something. Returning from a meeting that lasted one hour, you again see the same employees in the smoking area having a conversation.

What would you do in this situation? Explain your behavior.

Situation 2. You are the head of a department. There is a tense situation in the department; work deadlines are being missed. There are not enough employees. While going on a business trip, you accidentally meet your subordinate - a young woman who has been on sick leave for two weeks. But you find her in perfect health. She is eagerly greeting someone at the airport.

What will you do in this case? Explain your behavior.

Situation 3. One employee complains to another about numerous and frequently repeated errors in her work. The second employee takes the complaints expressed as an insult. A conflict arose between them.

.

Situation 4. The manager hired a specialist who should work for his deputy. The hiring was not approved by the deputy. The inability of the hired employee to perform his duties soon became evident. The deputy reports this to the manager with a memo...

What would you do if you were a leader? Play out possible situations.

Situation 5. In response to criticism from a subordinate, voiced at an office meeting, the boss began to find fault with him over trifles and increased control over his official activities.

What is the cause of the conflict? Define the conflict situation.

Task 2

Analyze the situations below and choose from the proposed answers the one that you consider most appropriate for a particular situation.

Situation 1

Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss consider your tasks urgent.

Choose the solution that is most suitable for you.

A. Without challenging the boss’s assignments, I will strictly adhere to the official chain of command and invite the subordinate to postpone the current work.

B. It all depends on how authoritative the boss is for me.

B. I will express to the subordinate my disagreement with the boss’s assignment, I will warn him that in future in such cases I will cancel tasks assigned to him without my consent.

D. In the interests of business, I will offer the subordinate to complete the work begun.

Situation 2

You have received two urgent tasks at the same time: from your immediate superior and your superior. You do not have time to agree on deadlines for completing tasks; you need to start work urgently.

Choose your preferred solution.

A. First of all, I will begin to carry out the task of the one I respect more.

B. First I will complete the most important task, in my opinion.

B. First, I will complete the task of my superior.

D. I will carry out the assignment of my immediate superior.

Situation 3

A conflict has arisen between two of your subordinates that is preventing them from working successfully. Each of them individually turned to you with a request that you sort it out and support his position.

Choose your behavior in this situation.

A. I must stop conflict at work, but resolving conflict situations is their own business.

B. It is best to ask representatives of public organizations to sort out the conflict.

B. First of all, personally try to understand the motives of the conflict and find a way of reconciliation acceptable to both.

D. Find out which member of the team serves as an authority for those in conflict, and try to influence these people through him.

Situation 4

During the most intense period of completing a production task, an unseemly act was committed in the team, labor discipline was violated, which resulted in a defect. The foreman does not know the culprit, but he must be identified and punished.

What would you do if you were the foreman? Choose the solution that suits you.

A. I will leave the clarification of the facts on this incident until the completion of the production task.

B. I will call those suspected of wrongdoing to me, I will have a cool talk with everyone face to face, I will offer to name the culprit.

B. I will inform those of the workers whom I trust most about what happened, I will invite them to find out the specific culprits and report.

D. After the shift, I will hold a team meeting and publicly demand that the perpetrators be identified and punished.

Situation 5

You are given the opportunity to choose your deputy. There are several candidates. Applicants are distinguished by the following qualities.

A. The first one strives, first of all, to establish friendly, friendly relations in the team, to create an atmosphere of mutual trust and friendship at work, and prefers to avoid conflicts, which is not understood correctly by everyone.

B. The second often prefers, in the interests of the cause, to aggravate relations “regardless of persons”; he is distinguished by a heightened sense of responsibility for the assigned task.

B. The third prefers to work strictly according to the rules, is always careful in performing his job duties, and is demanding of his subordinates.

D. The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always strives to complete the job, and does not attach much importance to possible complications in relationships with subordinates.

Situation 6

You are invited to choose your deputy. Candidates differ from each other in the following features of their relationship with their superiors.

A. The first quickly agrees with the opinion or order of the boss, strives to fulfill all his tasks clearly, unconditionally and on time.

B. The second can quickly agree with the opinion of the boss, carry out all his orders and tasks with interest and responsibility, but only if the boss is authoritative for him.

B. The third one is rich professional experience and knowledge, a good specialist, a skillful organizer, but can be difficult to get along with and difficult to communicate with.

D. The fourth is a very experienced and competent specialist, but he always strives for autonomy and independence in his work, and does not like to be disturbed.

Situation 7

When you happen to communicate with employees or subordinates in an informal setting, what are you more inclined to do?

A. Conduct conversations that are close to your business and professional interests.

B. Set the tone for the conversation, clarify opinions on controversial issues, defend your point of view, strive to convince others of something.

B. Share the general topic of conversation, do not impose your opinion, support a common point of view, strive not to stand out with your activity, but only listen to your interlocutors.

D. Strive not to talk about business and work, to be a mediator in communication, to be relaxed and attentive to others.

Tests in the discipline “Managerial Psychology”

List of didactic units

In the discipline "Managerial Psychology"

1. Managerial psychology, its subject and object.

2. The concept of personality, its structure.

3.Individual-typological characteristics of personality.

4.Motivation as a factor in personality management.

5.Management and leadership. Personality of the leader.

6. Leadership styles. Building relationships with partners.

7.Small group as a socio-psychological characteristic of an organization.

8. Phenomenology of the group.

9. Social and psychological climate in the group.

10.Psychological aspects of human communication.

11.Management technologies.

12.The nature and social role of conflict.

INSTRUCTIONS FOR PERFORMING TESTS

in the discipline "Managerial Psychology"

1. 120 minutes are allotted to complete the task in the form of tests in the “Managerial Psychology” course.

2.Tests include 80 tasks, which contain:

32 tasks, in each of which you need to “Find the correct answer”

28 tasks, each of which requires “Find a match”

20 tests with “Complete the sentence” and “Set up the sequence” tasks

1.Find the correct answer:

Managerial psychology is......

1. The science of the patterns of manifestation and development of the psyche

2.An industry that studies patterns of behavior of people in groups

3An industry that studies the psychological aspects of management.

2. Find a match:

A. Object of managerial psychology

B. Subject of management psychology

1. Mental processes

2. Teams of people

3. Find a match

A Problems of Psychology

B. Principles of Psychology

1.Unity of consciousness and activity

2.Management of mental processes

3.Personal approach

4.Understanding the essence of mental phenomena

5. Development of the psyche and consciousness in activity

6.Determinism.

4. Find a match

A. Aristotle

B. Plato

1. The soul is material and consists of atoms

2. The soul represents three types of mental phenomena: reason, courage, will.

5.Continue offer

Plato argued that the soul is represented by......

6. Find a match

A. Behaviorism

B. Psychoanalysis

B. Neo-Freudianism

G. Humanistic school

D. Cognitive school

1 TO. Jung, A. Adler

2.A. Maslow, K. Rogers

3.D. Watson

4.Fr. Hyder, Newcome

5.Z. Freud

7. Determine the sequence in personality blocks

A. Part 1

B.2 part

B.3rd part

D.4th part

1. Stable features of mental processes

2. Socially determined personality traits

3.Knowledge and skills

4.Biologically determined personality characteristics.

8.Find the correct answer

Individuality is…..

1. Reasonable awareness

2.Unique combination of mental characteristics

3..The ability to be in certain relationships with other people

9. Find a match

A. Abilities

B. Makings

V. Talent

G. Genius

1.Anatomical and physiological predisposition

2.High degree of ability for certain activities

4.Feelings

67. Find a match

A. Passion

B. Stress

B. Frustration

1. A mental state caused by objectively or subjectively insurmountable difficulties

2. Long-term stable intense state associated with any interest

3. An emotional state caused by unusual situations.

68. Find a match

A. Psyche

B. Consciousness

B. Self-awareness

1. The highest form of mental life

2. A person’s awareness of himself as an individual

3The property of the brain to reflect the world around it.

69. Find correspondence

A. Attention

B. Memory

B. Imagination

1. The process of organizing the preservation of past experience

2. The process of creating new images and ideas

70. Find a match

A. Sensation

B. Perception

1. The process of reflecting objects and phenomena in general

2. The mental process of reflecting individual properties of objects and phenomena.

71.Finish the sentence

Research methods in psychology are......

72. Determine the correct answer

Questioning is a method that consists of...

1. The subject is given tasks and possible answers to them

2. Helps determine a person’s status in a group

3. A written survey of a large number of subjects is carried out

73.Continue sentence

Sociometric research helps...

74.Find the correct definition

A. Affect

B. Mood

1. Certain actions aimed at achieving consciously set goals

2. Mental state, colored by rapidly increasing emotional stress

3. Weak in strength of manifestation of the general emotional state, which is reflected in human behavior

75. Determine the correct answer

Depending on the specific activity, branches of psychology are distinguished...

1.Social

2.Comparative

3.Pedagogical

4.Space

5. Psychology of sports

76.Finish the sentence

Interviewing is a method of psychology in which...

77.Complete the sentence.

Testing is a method of psychology in which...

78. Indicate the sequence of the hierarchy of needs according to A. Maslow

1.Self-expression

2.Physiological needs

3.Social

4. The need for respect

5. The need for safety and security

78.Find the correct answer

1Appeal to the employee’s personality

2.Appeal to primary needs

3.Representation of complete freedom of action

79.Find the correct answer

Democratic leadership style:

1.Appeal to the team

2.Appeal to psychological needs

3.Introduction of self-government

80.Find the correct answer

Visual communication:

2.Gestures, facial expressions

3.Handshake

4.Distance to the interlocutor

Key to answers to tests in the discipline “Managerial Psychology”

3.A-2, 4; B-1,3,5,6

6.A-3; B-5; IN 1; G-2; D-4.

7.A-2; B-3; IN 1; G-4.

9.A-3; B-1; AT 2; G-4

14.A-4; B-3; IN 1; G-2

17.A-3; B-4; IN 1; G-2

22.A-3; B-1; AT 2

23.A-1,3,5; B-2,4,6

26.A-4; B-2; IN 1; G-3

29.A-2; B-3; AT 4; G-1

31.A-2; B-1; AT 3;

32.A-2; B-4;B-1; G-5; D-3

34. behavioral rules corresponding to a specific institution, activity, situation.

35…the interaction of people in their activities, transmission of information and decision making.

37.A-2.5; B-1,3,4,6

39….a scientifically formulated method in which a mental phenomenon is studied in specially created and controlled rooms.

40….in which the researcher systematically and systematically observes the actions and actions of a person or group of people and, based on their behavior and actions, draws conclusions about the mental phenomena observed.

41….man considered as conscious. intelligent being with speech and the ability to speak labor activity and being in certain relationships with other people.

42. Behaviorism, neo-behaviorism, psychoanalysis or Freudianism, neo-Freudianism, cognitive and humanistic schools.

44…..processes through which a person learns about the world around him. These include sensation, perception, attention, memory, imagination, thinking, speech.

45.A-2;.B-3; IN 1

46.A-1;B-3; AT 2

47.A-3; B-1; AT 2

48.A-3; B-1; AT 2

49.A-3.6; B-1,2,4,5,

51.A-3; B-1; AT 2

54.A-2,3; B-4; IN 1

55….to action that has a specific focus

56.A-2.4; B-1,3,5

58. Motivation………to achieve personal goals and organizational goals

59. A-1,2,4; B-3.5

62. Need…..lack

63.A-2; B-3; IN 1

64 A-3; B-1; AT 2

65 A-4; B-3; IN 1; G-2

67.A-2; B-3; IN 1

68.A-3; B-1; AT 2

69.A-3; B-1; AT 2

71….ways of understanding human mental life

73…..define informal groups, an informal leader, the status of each member of the team.

74.A-2; B-3; IN 1

76…..oral questioning of a large number of subjects and, based on their answers, a problem is identified and solved

Anxiety is a child of evolution

Anxiety is a feeling familiar to absolutely every person. Anxiety is based on the instinct of self-preservation, which we inherited from our distant ancestors and which manifests itself in the form of a defensive reaction “Flight or fight.” In other words, anxiety does not arise out of nowhere, but has an evolutionary basis. If at a time when a person was constantly in danger in the form of an attack by a saber-toothed tiger or an invasion of a hostile tribe, anxiety really helped to survive, then today we live in the safest time in the history of mankind. But our instincts continue to operate at a prehistoric level, creating many problems. Therefore, it is important to understand that anxiety is not your personal flaw, but a mechanism developed by evolution that is no longer relevant in modern conditions. Anxious impulses, once necessary for survival, have now lost their expediency, turning into neurotic manifestations that significantly limit the lives of anxious people.

From all of the above, it follows that management psychology is a branch of psychological science that combines the achievements of various sciences in the field of studying the psychological aspects of the management process and is aimed at optimizing and increasing the efficiency of this process.

2. Subject and tasks of management psychology

Understanding management as a profession based on all kinds of achievements in the interdisciplinary field of scientific and practical knowledge occupies a strong place in modern society. Currently, it is believed that a manager at any level is called upon to solve two interrelated tasks:

· master theoretical foundations rational management, i.e. management science;

· be able to creatively apply the provisions of this science, that is, master the art of management. The first problem is solved during the learning process, the second - during practical activities.

The activities of leaders (managers), implemented in the performance of basic management functions, is the subject of management psychology.

The subject of management psychology is the psychological aspects of the process of managing various types of joint activities and interpersonal communication in organizations, i.e. psychological aspects of managerial relations. A specific manifestation of the subject of management psychology can be presented at the following levels of psychological and managerial issues:

1. Psychological aspects of a manager’s activity:

Psychological characteristics of managerial work in general, its specificity in various fields activities;

Psychological analysis of the personality of a leader, psychological requirements for personal qualities manager;

Psychological aspects of making management decisions;

Individual management style of a leader and problems of its correction.

2. Psychological aspects of the organization’s activities as a subject and object of management:

Possibilities of using psychological factors to solve management problems;

Patterns of formation of a favorable socio-psychological climate in an organization;

Patterns of formation of optimal interpersonal relationships in an organization, the problem of psychological compatibility;

Formal and informal structures of the organization;

Motivating the work of members of the organization;

Value orientations in the organization, management of the process of their formation.

3. Psychological aspects of interaction between the leader and members of the organization:

Problems of creating and operating a communication system in the process of interaction;

Problems of managerial communication;

Optimization of relationships in the “manager – subordinate” link;

Awareness as a factor in increasing effective management.

The fundamental attention of managers is paid to making decisions on all fundamental and strategic tasks, coordinating the work of performers, and selecting and training personnel.

The main task of the manager is general management of the process of functioning and development of the management system.

A management system is understood as an integral organizational association, characterized by:

Functions and goals of activity;

Specific set components, located in subordination;

External relations regime (subordination, coordination, contractual relations, etc.);

Legal regulation of the structure, connections, powers, activities of the management system as a whole and its elements.

A survey of many managers showed that by the subject of management activity they mean management decisions, teams, personnel, etc.

The subject of management psychology can also be the subject of the administrator’s work – information. The manager receives information both regarding the system as a whole and in relation to individual processes or subsystems. Then he transforms it, giving the information a qualitatively different character. The transformation of information is focused on subsequent moments in time, on the near or distant future, i.e. into a system of models: static (fixing some ideal sample) or dynamic (fixing the tempo, temporary aspects of the functioning of the system). The information emanating from the manager (what is commonly called a management decision) has an incentive function. Thanks to this, the solution is implemented through the activities of performers. The result of this entire cycle should be a change in the state of the managed system.

The subject of management psychology is activity officials, leading teams, and management psychology is a complex system of knowledge relating to the following aspects of management activity:

Psychological factors ensuring the successful and effective activity of a manager;

Psychology of people's motivation in the process of their activities;

Features of group behavior and interpersonal relationships;

Psychological aspects of leadership, features of decision-making;

Psychology of power and organization;

Issues of psychological climate in the team;

Psychological conflictology.

Management psychology deals with the specifics of the psychological factors of joint activity and the method of its psychological organization.

Besides, managerial psychology provides psychological preparation managers, executives. We can talk about two parameters of the effectiveness of a leader or manager:

Non-psychological (we can talk about the profitability or unprofitability of the enterprise, its competitive prospects, etc.);

Psychological (in this case, the degree of satisfaction of people working in the organization, the quality of communication, the motivation of their behavior, etc. are taken into account).

It is obvious that both of these parameters are interrelated: the effectiveness of organizations, i.e. the ability to solve the problems facing them in the best or optimal way increases if an appropriate psychological climate is created in them. And the knowledge gained by managers as a result of studying management psychology helps to competently manage people, avoid unnecessary conflicts, understand the psychological nature of management processes, effectively solve the problem of recruiting personnel for the organization, analyze and improve the psychological climate in the team, and correctly evaluate their own activities.

Thus, management psychology strives to make the work of managers easier and more effective with the help of knowledge about the psychological characteristics of a person, about the various manifestations of the psyche, its functional, changeable nature.

Objectives of management psychology:

Psychological analysis of the activities of specialist managers;

Study of the mechanisms of mental regulation of work activity in normal and extreme conditions;

Study of mental characteristics of leadership;

Study of group interaction processes;

Study of human motivation mechanisms.

Psychological analysis of the activities of specialist managers. In order to competently lead a team and successfully perform work, you need to be able to analyze your actions, which determine the making of the right decisions.

Study of the mechanisms of mental regulation of work activity in normal and extreme conditions. In order to make an adequate decision in any situation, you need to study the mechanisms of work activity.

Study of mental characteristics of leadership. Leadership is the process by which one individual influences the behavior of others and organizes their activities in accordance with the relationships established by the organization. Managers differ in their individual styles and approaches to management. One of the key differences is the extent to which managers guide their subordinates, i.e. the extent to which they direct subordinates how their work should be done. Another difference is the measure of their autocriticism or democracy in the decision-making process, i.e. to what extent they allow subordinates to participate in this process, for this we need to study the mental characteristics of leadership.

Development of psychological recommendations for the use of psychological knowledge in the management process, in conflict resolution, and changing the psychological climate in organizations. Attitudes towards work and colleagues are stable feelings expressed in beliefs and types of behavior; they are aimed at production activities, members of their work group, and the organizational environment. The most important indicator relationship to production activities is job satisfaction.