Alexander Trus - Psychology of management. Workshop. Tests in the discipline “Management Psychology Interesting tasks in management psychology
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 life. 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.
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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 the system of his managerial functions and characterizes their main psychological patterns.
Dive deeper into the essence management activities, which is defined as a form of the subject’s active relationship 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 of organizing 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, you 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, 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 personal development trainee. 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 of 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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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 task is solved in the learning process, the second - in the process of practical activity.
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). Information coming from the manager (what is commonly called 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 the activities of officials who lead 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.
In addition, 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.
Current page: 1 (book has 26 pages total) [available reading passage: 6 pages]
Alexander Trus
Psychology of management. Workshop
Reviewers: Department of Social Psychology, Faculty of Psychology, Belarusian State Pedagogical University named after Maxim Tank (head of the department, Candidate of Pedagogical Sciences, Associate Professor G. V. Gatalskaya); Doctor of Psychology, Professor I. A. Furmanov.
© Trus A. A., 2015
© Design. UE “Higher School Publishing House”, 2015
Preface
In 2014, the Higher School publishing house published the textbook “Psychology of Management.” The book, aimed at a student audience, was also positively received by students of the additional education system - specialists undergoing retraining in personnel management, undergraduates, students of MBA programs, as well as managers of various organizational and managerial levels of government and commercial enterprises, HR specialists, business trainers and organizational consultants.
Taking into account that in textbook"Management Psychology" covered a wide range of theoretical principles of the activity of a modern leader, ranging from issues of effective self-organization to the psychological aspects of individual and group work with employees, it was decided to write workshop, which would allow readers to gain not only knowledge useful for their work, but also to develop relevant management competencies.
The work of both a future leader and an already formed manager focused on progressive career and obtaining high results in his work, as well as in the activities of the organizational entity he heads, must be continuous. Currently, as the author’s coaching and consulting experience shows, most large organizations include corporate training centers for continuous training and retraining of personnel. The question, in our opinion, is the desire of the manager to systematically and purposefully replenish his knowledge with current “knowledge - abilities - skills”, to form and develop the necessary personal characteristics in order not only to respond to the challenges of the current situation, but to take a proactive approach to his activities .
This book will allow the manager to work independently to develop his managerial competencies, and can also be used in the university educational process and in a corporate format. While working on its content, we, first of all, started from the very concept of “practicum”. In the Russian language dictionary of S.I. Ozhegov (1987) we find the following definition: “Practicum. In higher educational institutions: well practical classes in some academic subject."
The word “practicum” consists of two independent components – “practitioner” and “mind”, the combination of which can be interpreted in two ways: “practical (or practical) mind” and “smart practice”. Regarding the first phrase, the famous Soviet psychologist B. M. Teplov in his book “The Mind of a Commander” (1990) notes: “The difference between theoretical and practical thinking is that they are differently related to practice; not that one of them has a connection with practice, and the other does not, but that the nature of this connection is different. The work of practical thinking is mainly aimed at solving specific problems - organizing the work of a given plant, developing and implementing a battle plan, etc. - while the work of theoretical thinking is mainly aimed at finding general patterns - principles of production organization, tactical and strategic patterns and etc.”
In the workshop and electronic application It includes a large number of organizational, managerial and communicative situations taken from the work experience of domestic managers at various levels.
Further, from B. M. Teplov we find: “A practitioner’s ability to use hypotheses is incomparably more limited, since these hypotheses must be tested not in special experiments, but in life itself, and - what is especially important - practical worker does not always have time for this kind of checks. Harsh time conditions are one of the most characteristic features the work of the practical mind." Let’s turn to the second phrase – “smart practice”. The book, in which you have already read several pages, is a kind of simulator for developing various management skills and forming professionally significant personal characteristics. The experience gained can and should be taken into your own practical activities, use not only proven tools, but also implement ideas that will undoubtedly arise in you when completing the proposed tasks.
...The best thing a book can do for a person is to make him take action.
Thomas Carlyle
Further, B. M. Teplov notes: “If we are to establish gradations of activity according to the difficulty and complexity of the demands placed on the mind, then we will have to admit that from the point of view of the diversity and sometimes internal inconsistency of intellectual tasks, as well as the rigidity of the conditions in which mental work, first places must be taken higher forms practical activities."
Taking into account the relatively young age of management psychology as a science and area of professional practice, as well as the complexity and uneven development of its individual provisions, we turned to the ideas presented in the works of some authoritative specialists from related fields, to which references are given in the text of the workshop. If desired, the learner (student, listener, master's student) or trainer (teacher, business trainer, organizational consultant, coach) can turn to the primary source to obtain more detailed and detailed information.
The workshop is aimed at increasing the managerial competence of a specific reader - both today's student planning to make a managerial career in the future, and a “veteran of the management movement.” The more competent managers there are, the more successful the individual structural unit and the enterprise in which they work will be. The more efficient enterprises there are, the stronger and more prosperous our country will be. We hope that the book “Psychology of Management. The workshop will make a certain contribution to achieving these goals.
Chapter 1. The manager is the central figure of the management process
Renowned psychologists Jim Lauer and Tony Schwartz (2014) note that we live in a digital age. We are running at full speed, our rhythms are accelerating, our days are cut into bytes and bits. We prefer breadth to depth and quick response to thoughtful decisions. We skim across the surface, ending up in dozens of places for a few minutes, but never staying for long. We fly through life without pausing to think about who we really want to become. We are connected, but we are disconnected.
The first step in the work of a psychologist (consultant, coach) with a business owner (professional manager) is to analyze the client’s personal characteristics. Such an analysis reveals individually for each of them the meaning of the short but capacious phrase: “Know yourself.”
We offer readers techniques aimed at conducting personal, managerial and professional self-analysis.
“Know yourself” - these words were written above the entrance to the oracle in the Delphic temple. Subsequently, they were repeated many times by many sages. Examples of successful business people - business owners and professional managers - have confirmed that this advice works.
...Self-knowledge is the greatest achievement of our species.
Founder of positive psychology M. Csikszentmihalyi
“Management begins with oneself” - this phrase must be accepted as an axiom by every subject of the difficult management process. A leader who knows his strengths and weaknesses, his shortcomings, but continuously learns - develops - improves, creates the prerequisites for the professional growth of his employees, and therefore, to increase work efficiency structural unit or the organization as a whole. Self-knowledge of a leader is the first step towards setting clear career, managerial and professional goals, identifying personal resources to achieve them, and directing energy towards steady movement towards them. At the same time, he will be able to competently organize himself, his work time and space.
1.1. Conducting your own SWOT analysis as a manager
SWOT technique (the abbreviation is made up of the first letters English words: strength, weakness, opportunities and threats) involves identifying strengths and weaknesses, threats and opportunities, as well as establishing chains of connections between them, which can later be used to formulate a strategy and assess the feasibility of the planned results of the manager’s activities.
This technique is now quite common in the business environment and is usually used to assess the current state and development potential of an enterprise. It, as a rule, relates to the marketing area of organizational, managerial and business practice and is implemented as one of effective tools at sessions strategic planning, when conducting management audits of business entities, as well as in various advisory systems.
To conduct your own SWOT analysis as a manager, complete the assignment.
Draw a square on a sheet of A4 paper (Fig. 1.1). Divide it into four equal parts with vertical and horizontal lines. Write at the top of each of the four squares, centered:
- my strengths(S);
– my weaknesses (W);
– my capabilities (O);
– my threats (T).
Fill in these squares as they apply to yourself (present tense).
Rice. 1.1. SWOT Analysis Matrix
One of the main conditions when filling out your SWOT analysis matrix is honesty and sincerity. You shouldn’t highlight your strengths, just as you shouldn’t engage in self-criticism or pay attention exclusively to your shortcomings. A systematic balanced analysis will allow you to look at yourself “as if from the outside” in order to further outline “points of growth” and draw up a plan for immediate actions to change your own in the right, desired, constructive direction.
...The real joy of life is to have a purpose, the importance of which you yourself understand... To be natural and strong, and not one of a bunch of neurasthenics and whiners complaining that life does not care about their happiness.
Bernard Show
If you are a manager or a specialist planning to make a management career, before filling out this matrix, it is recommended to talk with your immediate and direct managers, colleagues, subordinates, business partners in order to collect from them the most detailed and multifaceted feedback. As they say, “you can see better from the outside” and “big things are seen from a distance.” Thus, you will undergo a procedure for yourself, which in modern personnel technologies is called a “360-degree assessment.” As a result, you can get very useful and valuable information for yourself, which will allow you to conduct a realistic, objective SWOT analysis, without an obvious bias either into “odes of praise” or into negative value judgments about yourself.
In return, promise your “experts” that they will also be able to turn to you to receive objective feedback if they need it.
If you are a student or student of an MBA program, you can involve your classmates as “experts”, and also seek feedback from the teachers and group supervisor. For a “third-party perspective,” you can use information received from your friends and acquaintances.
Don't be surprised if different people will evaluate the same side of your personality differently. Some will think that you are a decisive and assertive person, while for others you are an example of measuredness and leisureliness. This is very valuable information for you, provided that you use it wisely, both for further self-analysis and for asking your “experts” clarifying questions for clarification.
Such questions include the following.
In what situations does this quality manifest itself most clearly in me?
What examples can you give?
Do you think this quality helps (hurts me) in my studies (in work, in management practice, in business interaction)? What exactly, in your opinion, is its negative (positive) impact?
How can I use this quality to improve the effectiveness of my studies (work), or do I need to “part with it”, get rid of it?
...No one should become a victim of their own biography.
Psychologist George Kelly
The main idea and directions for further work with the completed matrix:
Increase and develop your strengths;
Work with weaknesses (minimize their impact until completely eliminated);
Rely on existing opportunities;
Keep marked threats in “manual control” mode.
When working with the SWOT technique, remember that opportunities and threats can turn into their opposites. Thus, an unused opportunity can become a threat. Or, conversely, a successfully prevented threat can create additional strengths and open up new opportunities (Table 1.1).
Table 1.1
SWOT Results Analysis
Here is what the famous Russian marketing specialist I. Mann (2014) writes about this: “From experience: an honest list of weaknesses (and it turns out to be quite long) is often paralyzing. Some experts recommend starting with them (to overcome yourself). Others advise: “Don’t waste a moment of your precious life overcoming your weaknesses!”
I am for the golden mean. There are weaknesses that you can ignore, that you can learn to work and live with, that you can use to your advantage. And there are weaknesses that need to be eliminated, defeated, overcome.
Use all your capabilities. Consider risks. How easy it is to write and how difficult it is to do!
You can’t imagine how much effort and time I had to put into understanding the topic of Internet marketing! It took several years to move from complete zero to the current status (and now I teach others proper Internet marketing). A clear and thoughtful plan is important here.”
Start conducting your own SWOT analysis now.
1.2. Personal development model “Johari Window”
When a future or current leader begins to engage in personal and professional self-development and sets out to learn more about himself, he inevitably has many questions, among which two are sure to be present:
What kind of person am I?
Am I the way I perceive myself “from the inside,” or do other people “see better” from the outside?
Even someone who constantly cares about the development of his own personality often finds it difficult to structure his idea of himself, that is, he cannot formulate an understanding of his own personality in an orderly form. One of the tools for solving this problem is the so-called “Johari Window”. The Johari Window shows how well a person knows himself, helps to understand how others treat him, establish communication with other people, or improve understanding in a team.
This technique was proposed by Joseph Luft and Harry Ingham in 1955 and has not lost its relevance to this day. The name "Johari" is a derivative of the names of these psychologists. The Johari Window model is called both the self-knowledge model and the personal growth, but no matter what the model is called, with its help a leader can “look inside himself,” try to find his weaknesses and understand how to strengthen his strengths.
...The stability that we lack in the world around us should be created within ourselves.
Nathaniel Branden
“Window” (Fig. 1.2) is a symbolic image of a person’s personality. It is divided into four squares (zones).
Rice. 1.2. Johari window
Zone 1 (Open Self) represents that part of a person’s personality that is known both to the person himself and to others. When people exchange information and understand each other, their relationships improve. The larger the area of this square, the more information about the individual is known, the more effective, productive and mutually beneficial the relationships between people will be.
Zone 2 (Blind Self) corresponds to that part of the personality that others know about, but the person himself does not know about. The larger the area of this square, the more difficult it is to achieve mutual understanding.
...A person who doubts himself puts himself on the list of his own enemies and turns the gun on himself.
Alexandr Duma
Zone 3 (Hidden Self) is a part of the personality known to the person himself, but unknown to others. This makes communication difficult because it gives one-sided advantages to the individual and allows one to hide negative information from others. There is information that people are hesitant to share simply because they do not consider it important, but much more often information is not shared because of the desire to gain influence or gain control over the situation.
Zone 4 (unknown “I”) is that which is unknown about the person neither to the person himself nor to those around him. It is by reducing the area of this square that, if desired, the efficiency of communications can be increased.
When a person interacts with environment zones 1–3 usually increase at the expense of zone 4. With a developed habit of introspection, a person can effectively use the unknown “I” to develop his psychological repertoire, master new knowledge and skills, and expand his comfort zone. The concept of comfort zone is used to describe situations in which a person feels familiar and comfortable. This zone can be expanded by identifying unknown individual abilities.
The effectiveness of the Johari Window concept can be clearly illustrated through works of art. The American film “Hero”, in which D. Hoffman plays the main role, allows you to open up almost all areas of the “Johari Window”. The hero of the film, a petty thief who is capable of robbing even his lawyer, turns out to be capable of real feats, and despite his own declared “philosophy” of life, “all people are enemies.”
Expanding the open self can be effectively accomplished through feedback from people's interactions. A person must learn to receive this feedback and use it for self-reflection.
Exercise
Draw the Johari Window on a piece of paper.
Answer the following questions.
– By what signs do you determine other people’s reactions to your behavior?
– How do you react to another person's strange or unexpected reaction to your behavior?
– How often do you openly ask for evaluation of your behavior or activities?
– How tolerant are you to criticism?
By asking yourself these questions candidly, you can get an idea of what you need to work on to better use feedback from others for self-reflection.
M. Byaugo and J. Milne (2014) suggest “five key questions to ask yourself.”
1. When am I happiest?
2. Why does this particular activity bring me happiness?
3. What opportunities do I have to build a business around the activities that bring me the most happiness?
4. What's stopping me?
5. How can I overcome existing obstacles and, in the next twelve months, develop a new worldview that will help me follow the path of my destiny?
1.3. Winner list
Awareness of one's successes and gaining legitimate pride in them are the most important components of the progressive development of a leader, components of constructive changes on his personal and managerial scale. However, in a rapidly changing market environment and in a dynamic organizational and managerial situation, he does not always manage to deservedly celebrate his achievements. Sometimes, without having time to enjoy the results obtained, it is necessary to return to fulfilling one’s duties, take on new job, move towards the next, more ambitious goal.
You should be aware that well-deserved success contains a powerful resource, considerable energy potential, which is necessary for a leader to maintain self-confidence, in their strengths and capabilities. If he does not have enough time to realize and evaluate his own achievements, he is unlikely to be able to feel that he has changed for the better, grown as a manager and professional. Maintaining adequate self-esteem is an important component of a leader’s psychological culture.
...Being an optimist means seeing things in a good light and not losing hope and faith that everything will be okay.
Brandon Burchard
As the coaching and consulting experience of the author of the workshop shows, throughout their management career, managers win many “big” and “small” victories. However, in the pursuit of conquering more and more business and managerial heights, it is difficult for such managers to appreciate that they have become more successful, more competent, more confident and stronger than they were some time ago. For real successful managers Quite often they do not feel successful because they are focused on future achievements. They overlook the wonderful results obtained in the “here and now” situation, which deprives them of the opportunity to feel like a winner and give themselves an adequate, well-deserved assessment.
Exercise
Take five sheets of A4 paper and title each one “My managerial victories and professional achievements for the year 20__.”
Remember all your managerial, commercial, professional and other successes over the past five years, and write them down in a column on the appropriate sheet of paper.
Don't try to complete all the sheets in one sitting. This task is quite labor-intensive and complex. Allow a few days to complete it. As more and more new situations, facts, events, lists will grow from the “bins” of your memory.
When the lists are ready, conduct a detailed analysis of them by answering the following questions.
– What are you most proud of?
– What allowed you to achieve such wonderful results?
– How have you changed over these five years?
You can seek help from one of your fellow managers, your coach, an HR specialist, or a significant person who knows you well, is able to listen, support and share the joy of well-deserved victories.
Introduce the habit into your daily practice - when summing up your work results at the end of the day, pay more attention to what you managed to do, what results you achieved (even if, at first glance, these are “little things”). This will allow you to gain a well-deserved sense of pride and gratitude to yourself for everything you did during the day.
If you are driving Personal diary, add one more option to it. Mark in it at the end of the week on Friday how you have changed, what new knowledge and skills you have gained, what you have achieved.
Consider the question: “How can I celebrate my achievements and instill in myself the mindset of a successful leader?”
Completing the task will allow you to feel successful, feel more confident, and adequately assess the dynamics of your development.