MINISTRY OF EDUCATION AND SCIENCE
RUSSIAN FEDERATION
BALTIC FEDERAL UNIVERSITY
NAMED AFTER IMMANUEL KANT
Law Institute
Educational-methodical complex by discipline
"Actual problems of entrepreneurial and commercial law"
for students in the direction 40.04.01.68 Jurisprudence
"Business Law, Commercial Law"
1 course 1 semester full-time learning
Kaliningrad 2014
Approval sheet
Compiled by: Head of the Department of Entrepreneurial Law, Ph.D. in Law, Associate Professor Nilov Konstantin Nikolayevich
The teaching materials were discussed and approved at a meeting of the Department of Entrepreneurial Law
Protocol No. _______ "___" ___________________ 2014
Head of Department: _________ / Nilov K.N../
PLO Manager:________ / Ezhova T.G. /
Teaching Methodology was approved by the methodological council of the Faculty of Law of the IKBFU. I. Kant
Protocol No. _______ "___" ___________________ 20____
Chairman of the Methodological Council: __________________ /Zayachkovsky O.A./
"I approve"
Dean of the Faculty of Law ____________________ / Zayachkovsky O.A. /
"I approve"
Head of Department of Educational Programs
Zhitinevich D.G.
Chairman of the Expert Council ____________________ / _____________ /
PROGRAM-PLANNING UNIT
1.1. Explanatory note …………………………………………………….. 4
1.2. Thematic plan ………………………………………………………… 7
1.4. Subjects of independent, control works and abstracts..…….…. fourteen
1.5. Questions for intermediate and final control.…………….….... 18
1.6. Criteria for assessing knowledge.….………………………………………….….. 29
1. 8. List of basic and additional literature, normative documents, arbitrage practice …………..…………….….………………... 34
EDUCATIONAL AND METHODOLOGICAL BLOCK …………………………………...... 40
2.1. Theoretical part ……………………………………………………. 40
2.2. Workshop ……………………………………………………………….. 79
2.4. Glossary ………………………………………………………….……. 114
DIAGNOSTIC CONTROL UNIT …………………..… 124
3.1. Complex test items ………………………………………..… 124
3.2. Questions for preparing for exams..…………………………….. 131
BLOCK OF VISUAL-DIDACTIC MATERIAL ………..…. 135
Presentations
Scheme
PROGRAM-PLANNING UNIT
Explanatory note
Course summary
In accordance with the Federal State educational standard higher vocational education(FGOS HPE) in the direction of training 40.04.01.68 Jurisprudence (qualification (degree) "master"), the academic discipline "Actual problems of entrepreneurship" is the discipline of the basic part of the professional cycle of disciplines.
The initial level of training of students necessary for the successful study of the discipline requires higher education (bachelor, specialist). The student should know the main provisions of such disciplines studied as part of the bachelor's (specialist) training program, such as the theory of state and law, economics, arbitration process, business law, civil law, which determine the status of business entities, the procedure for their creation and termination of activities, bankruptcy court procedures , legal regime of property, means and main directions state regulation entrepreneurial activity, antimonopoly and tax regulation of entrepreneurship, legal regulation of types of entrepreneurial activity, the concept of a business contract, the concept of legal liability and sanctions applied to entrepreneurs.
Goals and objectives of studying the discipline
The purpose of studying the discipline "Actual problems of business law" is: mastering professional competencies and knowledge in the field of legal regulation of business activities.
In realizing this goal, the following tasks should be achieved:
1) knowledge formation:
On the role of entrepreneurship in a market economy and the importance of legal regulation of such activities;
On the problems of the legal status of business entities;
On the problems of the legal regime of property used in entrepreneurial activities;
On the problems of legal regulation of the privatization of state and municipal property;
On problems in the field of state regulation of entrepreneurial activity;
On the main problems in the field of legal regulation of investment activities;
On the main guarantees and problems of protecting the rights and legitimate interests of business entities;
2) the formation of skills and abilities:
Identification of legally significant circumstances in economic disputes and options for resolving disputes;
Preparation of qualified opinions on legal issues;
Representing the interests of economic entities in judicial and administrative bodies;
Application of methods of scientific research of economic and legal phenomena and problems;
3) education:
Respect for the law, the rights of citizens and business entities;
Feelings of intolerance to any violation of the law in their own professional activities;
Necessary business, emotional and volitional qualities to ensure law and order.
List of professional competencies
As a result of studying the discipline "Actual problems of business law", the student must master the following general cultural (OK) and professional competencies (PC):
OK - 3 - readiness for self-development, self-realization, use of creative potential;
OPK - 3 - the ability to put into practice acquired skills and abilities in the organization research work;
PC - 7- the ability to interpret normative legal acts in a qualified manner;
PC - 8– the ability to take part in the legal examination of draft regulatory legal acts, including in order to identify provisions in them that contribute to the creation of conditions for the manifestation of corruption, to give qualified legal opinions and advice in specific areas legal activity;
PC - 11- ability to carry out Scientific research in the field of law.
As a result of mastering the discipline, the student must:
Know:
Problems of Russian business law;
Theoretical and methodological problems of the development of modern legislation on entrepreneurship;
The main trends in the development of economic and legal phenomena in present stage;
Problems of legal awareness and legal culture of entrepreneurs;
Problems of ensuring law and order and combating offenses in the field of entrepreneurship.
Be able to:
Apply the acquired knowledge to study topical issues of business law, use them in the process of professional research activities;
Use the acquired knowledge in law-making processes;
Own:
Skills in analyzing law enforcement practice in the field of business law;
Skills for solving problems of implementation of legal norms in the field of business law
1.2. Thematic plan
Anna Sudak
#
Business nuances
Term meanings and detailed examples
American specialists in the field of occupational psychology are supporters of the "personal" approach. They limit the scope of the concept of professional competence either by personality traits or by knowledge, skills and abilities.
Article navigation
- Definition of Competence
- List of professional competencies
- Model of professional competencies
- Factors shaping the competency model
- Manager Competence
- What qualities should a sales manager have?
- What qualities should an HR manager have?
- What qualities should a Project Manager have?
- Manager's competence
- Competence assessment
In this article, we will look at the general and personal competencies needed to achieve business and career results. Let's talk about what qualities a leader should have to get what he wants without manipulation, stress and effort.
Definition of Competence
Professional competence is the skills and abilities of an employee to solve issues and tasks in the subject area entrusted to him.
Also, this concept is used in the evaluation of personnel and is a list of qualities of an employee, a group of people or a company.
We divide it into three conditional groups:
- Corporate. General knowledge necessary for all employees of the organization.
- Managerial. The knowledge and skills needed by a group of people in leadership positions.
- Narrow profile. A set of qualities necessary for a particular employee (group of employees) to solve the target problem. Examples: copywriter, sales manager, layout designer, and so on.
List of professional competencies
Regardless of the position and salary, a person must have three basic skills:
- educational and cognitive. The employee is obliged to learn new things, improve theoretical and practical skills. Read specialized literature, attend training events. Usually, the company provides an appropriate base for the development of personnel, or seeks help from a center of professional competence;
- informational. The employee must be able to find, analyze, process the information necessary for work;
- communicative. The employee must be able to communicate with the team and customers. Work in a team to get high results.
Model of professional competencies
Models of professional competence are the knowledge, skills and abilities necessary to perform a particular job. They are divided into five groups:
- personal;
- social;
- organizational;
- administrative;
- technical.
When developing a model of professional competencies for business, it is necessary to understand that it should be:
- structured;
- simple and understandable;
- adapted to the requirements of a particular company for which it is being developed.
You can create a single model for all employees with amendments for management positions. After all, they include the performance of administrative and managerial tasks to a greater extent, and functional ones to a lesser extent.
Thanks to the existence of such a document, it will be much easier to close vacancies in the company, as jobs will be occupied by people who meet pre-defined and thought-out requirements and are able to increase the efficiency of the workflow.
It is better to immediately delegate the task of developing professional requirements to an internal HR specialist. And in closing leadership positions, take a direct part, choose the best of the best and create a dream team for business development and scaling.
But if you want to control the process from beginning to end, you need to understand how a particular model is created. Its development includes the following steps:
- Project planning. In this paragraph, you set clear goals and outline future (desired) results. This stage can be called "Trying on" suitable knowledge, skills and abilities. Each position has its own model.
- Formation of the project team. To avoid falling into stereotypes and clichés, the meaning of each item on the skill scale must be justified.
- Analytics. At this stage, information is collected and the result of the work of each employee is analyzed.
- Working out the levels of the model. The core competence and the number of levels in which it is included are revealed.
- Formation of requirements for positions. The validity of the draft competency profile is tested.
- Test run analysis and troubleshooting.
- Launching the corrected project into work.
Factors shaping the competency model
A huge number of factors influence the formation of a competency model, but only two of them are decisive. We'll talk about this.
Compliance with the plan for the formation of requirements and the reliability of the facts used. The most important thing in the process is the contribution of each individual employee to the development of the company. If this is not taken into account when forming a list of professional and personal requirements, then there is no point in launching this project, since it will become just a bureaucratic useless formality.
Value and continuous encouragement of knowledge and experience. The company must understand that if it only takes, the efficiency of the staff will decrease, the motivation and desire to give all the best to 100% will disappear, and this will inevitably lead to a decrease in the performance of the enterprise. Therefore, labor should not just be paid, but rewarded with additional tangible and intangible bonuses. The company must invest in the development and training of personnel in order to get a result that exceeds expectations.
In any case, the requirements for the project manager will differ from the requirements for the personnel involved in production. Therefore, the competency model is formed for specific circumstances.
Manager Competence
According to experts, today there are 533 competency models, but they are conventionally divided into two types:
- Technical. Qualities necessary for the performance of a particular job.
- Behavioral. Personal qualities, contributing to an increase in working efficiency.
What skills and qualities should a person in this position have in order to bring the company to a fundamentally new level development, and with it to improve your career position?
Let's start with the fact that a manager is too broad a concept to define a specific competency model. Therefore, let's try to make out which managers are most often found in modern business and determine for each of them the optimal "package of requirements".
What qualities should a sales manager have?
There are 10 basic qualities that a specialist in this field possesses.
- Understanding Expansion Technologies client base. The seller must know the psychology of the client, his needs and desires.
- Knowledge of effective sales techniques. He knows several sales techniques and skillfully combines them depending on the situation. He does not shout buy, does not press. Therefore, he always exceeds the monthly plan.
- Having experience. Often, many companies look at previous work experience. They ask for characteristics and other confirmations of skills. But they always forget about one thing: what fits perfectly on one can destroy the image of another. Therefore, do not pay too much attention to this item. It is better to give the employee a chance to prove himself by talking to a “test” client or develop an exam that will confirm the information from the resume and questionnaire.
- Desire to dedicate oneself to the profession. In sales, there are a lot of “passing by” people who go to work because they don’t take anywhere else. For a long time, of course, they do not stay in companies. Staff turnover is formed, and you, as the owner of the company, are losing a lot of money on staff search and training.
- Sociability. A person, just by opening his mouth, enchants. It doesn't matter who: the recruiter, you, your clients. And a real seller should be able to find mutual language with everyone. And not just to speak well, but to listen and hear the interlocutor.
- Ability to apply sales tools in practice. For example, in the arsenal of your company, the only tool is a discount. And, of course, the employee who sells must be able to use it in such a way as to make a profit. To calculate the understanding of the specifics of the sales of the applicant, ask him a simple task: the client requested a discount that the company cannot provide him. How to get out of this situation by making a sale and not losing a client? A really experienced seller who had to work with discounts will provide you with 3 to 10 options for solving the situation, and one will mark it as the best one.
- Ability to resolve conflicts. This skill is highly valued. Because there are few who know how to smooth out the conflict in such a way that they also sell the most expensive product to an angry client. Moreover, the buyer will come back again and again.
- Analysis of client potential. Of course, no one can immediately identify the potential of the client. But it is enough for an experienced seller to hear a few remarks in order to put together a portrait of the client as close to reality as possible.
- Work with objections. A real seller is always on top, because he knows how to sell what a person needs here and now to solve his problem or satisfy his need. Working with objections is the basis, without which it is impossible to move up the career ladder.
- Ability to find a common language with VIP clients. It happens that customers want too much, and all because they really do not want anything. Just on this moment they have extra money and they are looking for the best options for their investments, which in the long term will bring dividends: moral, mental or financial. This is where sellers usually apply all the skill, as VIP clients are the backbone on which the whole business is based.
Many companies believe that anyone can be taught to sell, so they do not make special demands on candidates. But in vain. Not everyone can sell. If there are no inclinations and abilities, you will simply spend your energy, time and money on training, and the results are unlikely to please you.
The seller is a treasure for the company, Goldmine bringing in money. Therefore, when choosing such people, it is important to discern talent and properly motivate it to get the maximum result.
What qualities should an HR manager have?
To begin with, let's take a quick look at what the responsibilities of an HR manager include.
- Labor market control and wage monitoring.
- Search, selection of personnel to meet the needs of the enterprise, creation of a personnel reserve.
- Creation of non-material system of motivation of employees of the enterprise.
- Development corporate culture and monitoring its implementation.
- Personnel adaptation.
- Training.
- Consultations for employees.
Based on this list, the requirements for knowledge and practical skills in a particular company differ significantly, but there are general provisions(core competencies of an HR manager), which are present in all models, namely:
- The recruiter is obliged to know, understand and understand the professional qualities that candidates for a particular position should have.
- A recruiter must be able to communicate with people.
- The personnel inspector must understand psychology, sociology and have an idea of the influence of certain behavioral factors on the result of work.
- A person holding the position of a recruiter must thoroughly know the legislative labor base and the intricacies of the work process.
What qualities should a Project Manager have?
Each employee has his own specifics of work. Project managers are no exception. What skills do people in this profession need to have?
- Management skills. Project manager - leader. Therefore, he simply must be a leader and be able to manage processes and people.
- Communication skills. This is also a mandatory skill, since the project is a team effort. And in the process of launching it, you need to communicate with people: employees, customers, management.
- Good sense of humour. Ability to be both a leader and good friend- priceless. Yes, and without humor in business in any way.
- Continuous learning and implementation of new knowledge. The company values employees who can use proven project management tools. But even more of those who have knowledge in related fields.
- Implementation of corporate culture. The project manager is one of the main links in the team, so he has to not only launch and develop projects, but also pay attention to the "climate" within the team.
- Negotiation skill. Ability to operate with facts, bargain and find compromises.
- Thorough knowledge of corporate hierarchy and authoritarianism. Company management is power. Each of the superiors has an authority that has a direct influence on decision-making in a particular structural process. The project manager is a kind of link connecting the higher management with the performers. Therefore, it is important that this person has tolerance and is able to correctly convey the opinions of one side to the other.
- Settlement of conflicts. Ability to smooth sharp corners- need.
- Sales skills. Understanding the target audience is the foundation. Therefore, it is necessary to know it.
- Change management. Every company is constantly undergoing change. This process is inevitable, so you need to come to terms with it and accept it. In this case, the task of the manager is to convey these changes to employees with the least resistance and implement them as painlessly as possible.
- Be always in trend. It is necessary to know the market, monitor it and keep abreast of new products in order to give customers the best.
Manager's competence
The head of any link is a person who has a pronounced charisma and the ability to lift, "start" and lead people. He must have thorough theoretical and practical knowledge, as well as high-level professional skills. He is obliged to inspire wards to new achievements. own example. What key features give out class teacher Let's figure it out right now.
- Knowledge and professionalism. Anyone who occupies a high position should not be able to launch and configure individual processes, but understand their essence in the long term. Knowledge is important for a person in a leadership position.
- strength of mind and high level self-organization. If the boss is weak and under the influence of subordinates, does not know how to understand the situation and see it in all planes, he has no place in the director's chair.
- Knowledge of economics. The leader must know what turnover, profit, payroll, ROI, EBITDA and so on are.
- Use of analytics and market monitoring tools. To calculate the current situation and determine the future of the company. Nothing without this.
- Planning. It is important to always have a clear plan of action and a few spare ones in case of force majeure.
- Organization of the workflow. This includes: setting goals, feedback from employees, search optimal solutions and compromises, the ability to respond quickly, adapt to the situation and make decisions.
- Achievement of the goal. Set a goal - achieved it with minimal energy and financial costs. This item also includes time management and self-management.
- Management skills. The leader must inspire and motivate employees to achieve a common goal.
- Oratorical skills. The boss must be able to speak correctly, competently convey information to people and be responsible for the words.
- Personal qualities. A person holding a leadership position must be positive, flexible, responsible. Develop and organize the development of employees. Be a team player and a leader at the same time.
Competence assessment
Recruiter's responsibilities include recruiting, onboarding, training and consulting employees. And now let's talk about what methods are used to evaluate personnel coming (working) to a particular company.
- Certification. The description of the certification process is placed on the shoulders of the manager, since it is he who decides which employees his company needs for development and scaling. A special document is drawn up, in which the details are prescribed: what theoretical knowledge a candidate for a particular position should have. What practical skills do you need to have in order to work at the enterprise and so on. The assessment of competence, in this way, also includes recommendations and confirmation of professional achievements from past jobs, the results of activities within the company. Employees working at the enterprise for up to a year, pregnant women and top managers do not undergo certification.
- Assessment Center (Assistant Center). This is a division that collects information about the personal and career achievements of each employee. This method compiles a comparative report on how the staff meets the goals and policies of the company. The assessment is carried out in three stages:
Preparatory. The stage at which the objectives of the assessment and its model for each individual employee are determined.
Development and testing of the procedure, including the use of techniques in practice.
Development of cases, games and exercises center assistant. Compilation of a report and feedback for certified. - Testing. Psychological and occupational tests are used for this type of assessment.
- Interviewing. The interview method is called a question-answer session. It is carried out in a free form to identify the applicant's reaction to certain questions. But there are also structured interview models. The most effective is the reproduction of behavior in a stressful work situation from the previous experience of a potential employee.
- Expert assessment of personnel. Experts who have knowledge in the field and have a deep understanding of managerial competencies are involved in the assessment. There is an internal assessment of the employee, which consists of the opinions of the direct management and colleagues of the tested person. There is external evaluation to which outside experts are involved.
- Business games. It is a simulation of an often challenging work situation in which the employee shows potential, resilience and problem-solving skills.
In each assessment method, the following are important: simplicity, reliability of the scheme, mutual understanding and trust between all participants in the process.
As you can see, competence in a particular area is a combination of personal and professional qualities that contribute to your growth.
To get the most out of your actions, don't stop there. Strive to be better. But do it in a balanced way so that the work does not become a burdensome factor, but brings pleasure.
The article reveals the content of the key professional competencies of top managers that affect the competitiveness of the Russian companies they head. The author discusses why a manager should not only acquire the necessary professional competencies, but also consistently and purposefully form a corporate culture in the company in which competitiveness-oriented competencies would be inherent in the entire team. The article raises the most important for practice corporate governance questions about what resources are used to form key professional competencies, how it is favorable for Russian universities and how to change the situation.Introduction
Let's start with sedition. During the last, crisis year, we had a chance to get acquainted with three owners and at the same time top managers of small and medium-sized businesses. They were undoubtedly talented people, and they had much in common. So, all of them were characterized by such qualities as enterprise (which is typical) and fearlessness, incredible determination and ability to work, curiosity and sociability, and much more. Surprisingly, they did not have a higher education, while there were helicopters and real estate abroad.This circumstance prompted the author, who has worked in the education system for a quarter of a century, to be seriously puzzled by the identification of those professional competencies of managers that should be attributed to the factors of companies' competitiveness. The author tried to analyze:
- to what extent today the higher school participates in the formation and development of these competencies;
- what are the alternative educational resources used by top managers;
- what should universities do with regard to the so-called seizing the initiative from other manufacturers educational services and keeping the management of the formation of the required professional competencies at a level that satisfies real and potential managers and encourages them to systematically and systematically improve their qualifications in order to develop and ensure the competitiveness of the companies they lead.
Some terminology
Today in the scientific literature there is an extremely diverse interpretation of the concepts of "competence", "competence" and "competence-based approach". The most witty, in our opinion, was the well-known psychologist B.D. Elkonin: “The competence-based approach is like a ghost: everyone talks about it, but few have seen it.” Without aiming to develop a discussion of a terminological property, we will give only a few opinions on this matter. Representatives of the scientific and academic community believe that competence is subject area, in which the individual is well-informed and shows readiness to perform activities, and competence is an integrated characteristic of personality traits, acting as a result of preparing a graduate to perform activities in certain areas. In other words, competence is knowledge, and competence is skills (actions). In contrast to the term "qualification", competencies include, in addition to purely professional knowledge and skills that characterize qualifications, such qualities as initiative, cooperation, the ability to work in a group, communication skills, the ability to learn, evaluate, think logically, select and use information.From the point of view of business practitioners, professional competence is the ability of a subject of professional activity to perform work in accordance with job requirements. The latter are the tasks and standards for their implementation, adopted in the organization or industry. This point view is very consonant with the position of representatives of the British school of psychology of work, mainly adhering to the functional approach, according to which professional competencies are understood as the ability to act in accordance with the standards of work performance. This approach is not focused on personal characteristics, but on performance standards and is based on a description of tasks and expected results. In turn, representatives of the American school of labor psychology, as a rule, are supporters of a personal approach - they put at the forefront the characteristics of a person that allow her to achieve results in work. From their point of view, key competencies can be described by KSAO standards, which include:
- knowledge (knowledge);
- skills (skills);
- abilities (abilities);
- other characteristics (other).
However, we intend to focus specifically on skills and abilities, because:
- they play a huge role in ensuring the competitiveness of the company headed by this leader;
- either universities do not teach this at all (unlike knowledge), or it is introduced in single universities - in the so-called entrepreneurial universities. As a result, the educational services market is flooded with educational and training structures that compensate for the gaps in higher education. By the way, corporate universities, in addition to conducting special training programs tied to professional specifics, also train the so-called soft skills (literally translated - “soft skills”, or, in other words, life skills - “life skills”). Examples are communications skills - communication skills, negotiation skills - negotiation skills, etc.
Key competencies of a modern top manager
Effective goal settingSo, the first key competency is goal setting. Every management course - whether it's general management, project management or brand management - teaches goal setting. However, nowhere do they teach personal and corporate self-identification, identifying the meaning of life and the meaning of the company's existence, the formation of the value basis of both personal life and the company's activities. Hence the crises and disappointments of middle age in his personal life, when a person thinks: it seems that he has achieved everything, but why he lived and what I will leave behind is not clear. As for the activities of the company, in the Western approach, the meaning of the company's existence is reflected in its mission. However, in Russian practice, the mission of the company is often perceived as a formal invention of the attracted image makers, posted on the website. No one is able to remember it, let alone reproduce it. Such a mission does not cement anything and does not motivate anyone. On its basis, it is impossible to set bright strategic goals that can ignite and unite the team. Meanwhile, according to practitioners, one of the most difficult tasks for the top management of companies is to organize the fulfillment of the tactical goals of departments in such a way that, as a result, the strategic goals of the organization are fulfilled. But how can they be fulfilled when the strategic goals are often not known not only to the staff, but also to the management itself. It happens that each top manager has his own vision of the company's strategic goals and general directions of its development. Not "brought together", such goals can give rise to a classic situation in the company: "swan, cancer and pike."
Without creating a value base for the company's activities, it is impossible to form its corporate culture. This is obvious, since the corporate culture is a system of values and manifestations inherent in the company's community, which reflects its individuality and perception of itself and others in the market and social environment and is manifested in the behavior and interaction with market stakeholders. The meaning of corporate culture is that the values of the company and its employees coincide. This is not an end in itself, and there is nothing sublime about it. But this is the highest aerobatics of management, because if the goals and values coincide, the employee will “drag” the whole company forward in order to achieve his goals and in the name of his values. In turn, the company, in order to achieve its market goals, will create all conditions for professional development and personal growth of the employee.
The purpose of corporate culture is to ensure the company's competitiveness in the market, high profitability of its activities by building an image and good reputation, on the one hand, and improving human resource management to ensure employee loyalty to management and its decisions, educating employees to treat the company as their own. home on the other. What does corporate culture depend on? Obviously, first of all - from the management. No wonder the well-known Russian proverb says: "What is the priest, such is the parish."
Thus, the first key competence of a top manager is the ability to work with the goals and values of the company.
Communicative competence and work with key employees
The second key competence is communicative competence. An analysis of the daily activities of top managers of large corporations revealed a curious fact: from 70 to 90% of their working time they spend in interaction with other people both inside and outside the organization. There was even a special term: "walking management". Thus, professional activity top manager is carried out through communications. In this regard, there are two key problems of increasing the effectiveness of the manager's communicative activity. The first is related to ensuring the completeness of communications, their consistency and manageability. The second depends directly on the communication skills of a top manager, his ability to communicate in business as such, on the knowledge of communication technologies and the ability to apply them in the right context.
Thus, the communicative competence of a top manager is formed in two ways: on the one hand, it is an increase in the efficiency of managing communications as a business process of interaction between a company and market stakeholders; on the other hand, it is the development of personal communication skills, the ability to listen, convince and influence the interlocutor. The manager must have a clear understanding of the structure of his own business communications: with whom he needs to communicate, for what and how. Strange as it may seem, it is these seemingly simple questions that make trainees-managers think at business trainings, help to form a personal system for managing external and internal communications. Communicative competence implies that the manager has psychological knowledge in the amount necessary and sufficient for a correct understanding of the interlocutor, ensuring their influence on him and, importantly, to resist other people's influence.
In practice, the attitude of the head to the performance of communicative, including representative, functions is very ambiguous - from closing business contacts to himself to delegating these functions to deputies. This is not surprising, since managers, like other employees, belong to different psychological types, and what is a pleasure for some, causes severe discomfort for others. In the latter case, a person, wishing to minimize (if not completely avoid) negative feelings, tends to downplay the role of communications as such (in any case, the role of personal communications). Due to the fact that in a market environment the processes of both cooperation and rivalry are realized through communications, a top manager who tries to minimize business communications in his activities jeopardizes the competitiveness of his company. In this regard, the approach deserves attention, in which the strategy and tactics of all communications of the company are scrupulously worked out, objects of communication impact are identified, and responsible executors are appointed. A pool of contacts is formed, for which the top manager is directly responsible, the rest are delegated, but are under control. A list of communication activities with the participation of a top manager is also determined.
As you know, communications are conditionally divided into external and internal. External communications include top manager's communications with market stakeholders - partners, competitors, customers, authorities state power and management. These communications, first of all, should be objects of strategic goal-setting. Internal (intracompany) communications reflect the vertical and horizontal processes of interaction between a top manager and colleagues and subordinates. In order for them to be as effective as possible and at the same time take minimal time from the manager, it is desirable to regulate communication processes. To do this, the company must first reach agreements in terms of communications, and then on their basis, corporate regulations (standards) of communications have already been developed. Forms and methods of assigning orders to subordinates, formulating tasks, setting deadlines for the execution of orders and dates for intermediate control may be subject to standardization. For example, at trainings, we often hear “a voice crying in the wilderness” that an urgent task is regularly “descended” by the manager just before the end of the working day.
A huge amount of time for both the leader and his subordinates is wasted due to inefficient preparation and conduct of meetings. Clear typology of meetings, development and subsequent compliance with relevant standards for the preparation and conduct, including the use of new information and communication technologies, for example, software product Skype can significantly increase the efficiency of intra-company communications of a top manager.
The third, purely managerial, competence is closely related to communicative competence - the ability to accurately select key employees of the company and use their strongest points in business. This competence acquires particular relevance in an adhocracy corporate culture that involves the formation of mobile teams and active project activities. At the same time, the question again arises: to what extent should this competence be characteristic of a top manager if there is a personnel management service? However, successful top managers, in our opinion, should be like a theater or film director: the more carefully the search for performers for the main roles is carried out, the more accurate the performance and the greater the box office. Therefore, it is advisable that the manager pays great attention to the process of selecting personnel for key positions, which by no means excludes serious preparatory work personnel management specialists.
Personal and corporate time management
The fourth key competence of the manager is the effective organization of his own time and the time of the company's employees, i.е. personal and corporate time management. The ability to plan your time in such a way as to be able to solve the most important, priority tasks for the company, the ability to systematize and structure work, motivate yourself to perform complex, voluminous, sometimes very unpleasant tasks - this is not a complete list of the results of mastering personal time management technologies. It is an excellent tool for increasing personal efficiency, but it is not enough to ensure the competitiveness of the company. The fact is that top managers can try to optimize their time for an arbitrarily long time. But the efficiency of using our time, unfortunately, depends not only on ourselves. If we work with people who do not know how or do not want to treat their own and other people's time as the most important non-renewable resource, all our efforts will be in vain. Therefore, not only personal, but also corporate time management is needed. And this is a very difficult task, because back in 1920, the director of the Central Institute of Labor A.K. Gastev convincingly proved that it is almost impossible to force people to increase their personal effectiveness. But... they can be inspired, “infected” with this idea, and then people themselves, without any coercion, will begin to optimize the expenditure of their time. A.K. Gastev even introduced the term "organizational labor bacillus", which 80 years later was adopted by the creators of the Russian time management community and transformed into "time management bacillus".
The ability to competently and "bloodlessly" introduce the "rules of the game" in the company, optimizing the time spent by all employees of the company, is another important competence of a top manager. However, time management is not a panacea. In our training practice, it is not uncommon for managers to be convinced that employees do not properly organize work time, and during the training it turns out that the problem is not in time management, but in the inefficient organization of business processes or chaotic communications. However, note that such a problem is at least easily detected using time management techniques.
As you know, in daily activities, the manager has, in addition to deciding a large number tasks, remember key agreements, meetings and assignments, quickly find the necessary information. In order to concentrate on the most important tasks that work for the strategic goals of the company, a top manager must correctly organize the execution of routine tasks so that a minimum of time is spent on them. This is done through the delegation of tasks and streamlining the work of the secretariat. If there is information technology competence of the manager (this is the fifth competence) given task is greatly simplified by the introduction of time management tools in common office programs (such as Outlook / Lotus Notes).
Rice. 1. Interaction of the top manager with the secretariat
The scheme of interaction between the top manager and the secretariat, which minimizes the manager's time spent on routine operations, is shown in fig. one.
The entire flow of incoming information received by the secretariat employee is recorded by him on the basis of the "Rules of the Secretariat" in unified system Outlook / Lotus Notes. The head, at a convenient time, accesses a single system, views information on calls, meetings, instructions and gives feedback to the secretariat, making appropriate changes. All the changes made by the secretariat staff are immediately visible in a single system, which gives them the opportunity to confirm or not the meeting accordingly, remind them of the fulfillment of the assignment, organize a meeting, etc.
As you know, contacts are the currency of business. Microsoft Outlook/Lotus Notes has a special section for storing contact information. Secretaries, receiving new business cards from the head, immediately drive their data into the "Contacts" section. The rules for recording information in this case should be determined by the "Regulations for the processing and storage of contact information". The result of this activity is the formation of a manager's contact database and minimization of time to search for the necessary contact. In addition, such a database, as a rule, contains the entire background of the contact: under what circumstances did they meet, what was discussed and outlined, what documents were sent, etc.
If the company has adopted the time planning standard in the Microsoft Outlook/Lotus Notes calendar, then the manager, when scheduling a meeting with key employees whose time is very expensive for the company, can, by opening their calendars, schedule optimal time meeting, taking into account the employment of all participants. The development of the "Regulations for planning the manager's working day" is very useful, with the help of which the secretaries, without interrupting the leader once again, optimize his working time, organize the necessary meetings, and provide the necessary rest.
The ability to relax and the ability to create
Yes, it's rest. And the sixth key competence is connected with this - the ability for managerial orthobiosis. Orthobiosis (gr. orthos - direct, correct + bios - life) - a healthy, reasonable lifestyle. It is no secret that due to the growth of professional workloads, an increase in the number of tasks to be solved, constant overwork and overwork, stress and lack of sleep, the manager's profession has become one of the most risky and dangerous to health. At the end of the XX century. in Japanese even appeared new term"Karoshi syndrome", meaning death from overwork in the workplace. And a couple of years ago, another term appeared - "downshifting" (downshifting) - the transition from high paying job, but associated with constant stress and burnout, to a low-paid job, but calm, not requiring enormous effort. In fact, this is a choice between, on the one hand, income and stress, and on the other hand, peace of mind for less reward. A downshifter is a person who has reached the “hands” (nervous breakdowns, depression, exacerbation of chronic diseases, when medicines do not help and life itself is not a joy). It should be noted that downshifting does not appear in the company overnight, but, in fact, is provoked by the attitudes of top management. As an example, let's take a training on the topic of processing. We have expressed a fairly firm position on the inefficiency for the company of constant overtime of employees, since they do not have time to recover, gradually go out of a resource state, and the efficiency of their work is steadily declining. We suggested organizing working time in such a way as to leave work on time and have a good rest. During the coffee break, we were approached by a top manager who was present at the training and asked to change the emphasis: “Instead of considering the optimization of work in terms of its completion in a shorter time, let's focus on a multiple increase in income with the same multiple increase in time costs." That's the whole managerial orthobiosis!
However, it must be said that at present there are very serious positive shifts in business. Thus, a number of companies have adopted corporate standards that regulate the delay time at work: for managers - no more than one hour, for ordinary employees - no more than half an hour. Even (however, this is rather an exception to the rule so far) physical education breaks are introduced similar to industrial gymnastics, which was in Soviet times and, alas, which was mostly ignored by workers.
As noted earlier, everything in the company depends on the top manager, so we focus on shaping his ability not only to properly and effectively relax on his own, but also to integrate competent rest into the corporate culture system. Otherwise - "They shoot the driven horses, don't they?"
Finally, the seventh, most important competence is the ability of a top manager to search for non-standard, non-trivial solutions. Today, this trait does not necessarily have to be innate. There are technologies for finding new, unusual solutions. For example, these are widely known among technical specialists, but little known in managerial circles, TRIZ technologies (theory of inventive problem solving), as well as TRTL (theories of development creative personality) . In fact, the ability to find new solutions is inextricably linked with the ability to learn and relearn in general. And the latter, back in the early 90s of the last century, was recognized by American experts as the most important competence of any modern person.
On the participation of universities in the formation of key competencies
To what extent do top managers realize the need for the formation of these professional competencies? Judging by the presence a large number proposals for the provision of educational services posted on the Internet, the demand for programs for the formation of soft skills (life skills) is very high. AT large companies this demand is met by the corporate university through either internal or external resources. In small companies, such internal resources simply do not exist. Therefore, the following steps are being taken by the company:- a request for certain training programs is formed;
- there are providers (not universities!) that provide the required educational or consulting services;
- familiarization with the package of proposals of providers is carried out and, if necessary, a tender is held;
- organizing training and receiving feedback.
Let's pay attention to the age composition of the participants in the training seminars: most of them are young managers who have recently graduated from the university. However, if these competencies are objectively necessary and in demand, the university can ensure their formation directly during the course. educational program higher or postgraduate professional education or create an educational product intended for corporate universities and organize the promotion of this product in this market segment. In the latter case, it is necessary to create educational alliances of the university with corporate universities of various companies. It should be noted that the subject of interaction is not only short-term programs, but also programs of the second higher education, including MBA, as well as training of company executives in the graduate school of the university. Practice shows that these educational needs are quite common, but they cannot be satisfied either by corporate universities or, moreover, by educational structures operating in the market.
Conclusion
Thus, among the key competencies of a top manager, we include:- ability to work with the goals and values of the company;
- ability to effective external and internal communications;
- the ability to accurately select key employees of the company and use their strongest points in business.
Concluding the review of the key competencies of a top manager that contribute to increasing the competitiveness of the company, we note that a long time ago in the Soviet film "Magicians" the main one was formulated - the ability to pass through the wall. And even recommendations were given - accurate, effective and dashing: "In order to pass through the wall, you need to see the goal, believe in yourself and not notice the obstacles!" Quite relevant, isn't it?
Bibliography
1. Altshuller G. Find an idea: an introduction to TRIZ - the theory of inventive problem solving. Moscow: Alpina Business Books, 2007.2. Arkhangelsky G.A. Corporate Time Management: Encyclopedia of Solutions. Moscow: Alpina Business Books, 2008.
3. Sidorenko E.V. Training of communicative competence in business interaction. St. Petersburg: Speech, 2007.
4. Managerial effectiveness of the head / Churkina M., Zhadko N.M.: Alpina Business Books, 2009.
5. Professional competencies. Materials of the Smart education portal 23.01.09. Access mode: http://www.smart-edu.com
Elkonin B.D. The concept of competence from the standpoint of developmental education // Modern approaches to competence-oriented education. Krasnoyarsk, 2002. S. 22.
These definitions were adopted at a meeting of the Presidium of the Educational and Methodological Council for Philosophy, Political Science and Religious Studies of Moscow State University. M. V. Lomonosov November 3, 2005 See: Bologna process. Competence-based approach // Materials of the site of the sociological faculty of Moscow State University. Access mode: http://www.sodo.msu.ru/?s=main&p=bologne&t=03
See: Professional competencies. 01/23/09 Access mode: http://www.smart-edu.com/index.php?option=com_content&view=article&id=701&Itemid=525
Shakun Yu.A. Professional competencies of employees as a tool for the competitiveness of the organization. Access mode: http://www.b-seminar.ru/article/show/93.htm
Arkhangelsky G.A. Organization of time: from personal effectiveness to the development of the company. 2nd ed. St. Petersburg: Piter, 2006. S. 19.
There.
These and subsequent regulations are corporate standards that are specially developed in the company itself, taking into account the characteristics of its activities. The rules of work described in the regulations, as a result of their rooting in the company, become elements of its corporate culture.
Karoshi is the name of the Japanese city where the first death of a worker from overwork was recorded. A 29-year-old employee of a major publishing house was found dead at his workplace. The case was not the only one, moreover, over time, the number of deaths from processing only increased, therefore, since 1987, the Ministry of Labor of Japan has been keeping statistics on the manifestations of this syndrome. They happen from 20 to 60 per year.
See, for example: Altshuller G. Find an idea: an introduction to TRIZ - the theory of inventive problem solving. Moscow: Alpina Business Books, 2007; Altshuller G., Vertkin I.M. How to become a genius: The life strategy of a creative person. Belarus, 1994.
Trainings and seminars on this topic
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Dictionary - list
competencies
1.Experience practical work
1. There is no practical work experience.
2. Experience in practical work is very small and completely insufficient to cope with the work.
3. The experience of practical work is insufficient and it happens that it interferes with the successful fulfillment of the assigned duties.
4. Experience in practical work is sufficient for the satisfactory performance of duties.
5. Has sufficient experience in practical work, which allows him to successfully cope with the work.
6. Has extensive experience in practical work, which allows him to successfully cope with the work.
7. Has an exceptionally large practical experience, which allows him to successfully cope with the work.
2. Ability to plan work
1. Does not know how to plan even simple work.
2. Poor job planning.
3. Not good enough at planning.
4. The ability to plan work is developed to an average degree, plans work satisfactorily.
5. Ability to plan work to the extent necessary.
6. Good at planning work.
7. Perfectly knows how to plan work.
3. Selection and placement of personnel
1. Practically does not engage in the selection and placement of personnel in his unit.
2. Engaged in the selection and placement of personnel only occasionally, much less frequently than is necessary for the case.
3. He is engaged in the selection and placement of personnel from time to time, paying insufficient attention to this.
4. Questions of selection and placement of personnel are solved satisfactorily.
5. Removes enough attention to the selection and placement of personnel in his unit.
6. Systematically engaged in the selection and placement of personnel in his unit.
7.carefully prepares any personnel decision.
4. Ability to process information
1. The ability to process information is practically absent. Letters, drawings, documents necessary for work can lie on the table for months.
2. He assimilates and transmits the information he receives very slowly, the documents unnecessarily lie stale.
3. Usually rather slowly receives, analyzes and transmits information, which sometimes slows down the work of others.
4. The ability to process the information necessary for work is developed to an average degree.
5.Usually receives, analyzes, transmits, transmits information at the speed necessary for work.
6. The ability to process current information is well developed, which helps to successfully cope with the work.
7. Extremely quickly and efficiently processes the information necessary for work.
5. Use your rights and powers
1. Absolutely does not know and does not know how to use their rights and power
2. Rarely uses his rights and power.
3.Use your rights and power to a degree that is insufficient for work.
4. Knows his rights and powers, satisfactorily uses them in practice.
5. Knows well and fully uses his rights and powers, but never exceeds them.
6. He knows well and fully and fully uses his rights and powers, sometimes even somewhat exceeding them.
7. Knows perfectly, fully uses his rights and powers. Often exceeds them.
6. Knowledge of technical issues
1. Knowledge of technical matters practically absent, completely unaware of it.
2.Knowledge on technical issues is very superficial, in technical documentation does not understand.
3. Knowledge on technical issues is rather limited, it is difficult to understand technical documentation.
4. Knowledge of technical issues of medium depth, satisfactorily understands technical documents.
5. Knowledge on technical issues is available to the necessary extent, well versed in technical documents.
6.Knowledge on technical issues is strong, deep, easy to understand technical documents.
7. He is well versed in any technical documents, so he has exceptionally deep knowledge of technical issues.
7. Knowledge of legal issues
1. Knowledge on technical issues is practically absent, complete legal illiteracy.
2. Knowledge on legal issues is very superficial and cannot be applied in practice.
3. Knowledge on legal issues is rather limited, which affects the decision various issues.
4.Knowledge on legal issues is sufficient for a satisfactory solution of simple legal issues.5.Knowledge on legal issues is available to the extent necessary for work, solves legal issues well.
6. knowledge on legal issues is available to the extent necessary for work, solves legal issues well.
7.Perfectly versed in any legal matters because he possesses exceptionally deep knowledge.
8. ECONOMIC KNOWLEDGE.
1.Economic knowledge is practically absent, complete economic illiteracy.
2. Very superficial economic knowledge, they cannot be applied in practice.
3.Economic knowledge is rather limited, it is not always possible to understand the essence of economic phenomena and processes.
4.Economic knowledge is sufficient for a satisfactory solution of simple economic issues.
5. There are economic knowledge necessary for work, it solves economic issues well.
6.Economic knowledge is strong, deep, easily solves economic issues in practice.
7. Exceptionally deep economic knowledge, well versed in the essence of complex economic processes and phenomena.
9.KNOWLEDGE OF COMMERCE AND FINANCING
1. Knowledge of commerce and finance is practically absent, does not understand this at all.
2. Knowledge of commerce and finance is very superficial. They cannot be applied in practice.
3. Knowledge of commerce and finance is rather limited, it is not always possible to understand, in essence.
4. Knowledge of commerce and financing of medium depth, has an idea and practically solves the issues of self-financing, self-financing and rent.
5. There are necessary knowledge and practical skills for dealing with commercial and financing issues.
10.KNOWLEDGE OF THE ORGANIZATION AND REGULATION OF WORK.
1. Knowledge on the organization and regulation of labor is practically absent.
2. Knowledge on the organization and regulation of labor is very superficial. They cannot be applied in practice.
3. Not familiar enough with the issues of organization and labor rationing, which affects practice.
4. Knowledge of the organization and rationing of labor of medium depth, satisfactorily solves simple questions on the organization and rationing of labor.
5. There are knowledge and practical skills necessary for work in solving issues of organization and labor rationing.
6. .Knowledge on the organization and rationing of labor is strong, deep, easily solves issues of organization and rationing of labor in practice.
7. I have exceptionally deep knowledge of the organization and standardization of labor and know how to use it perfectly.
11.KNOWLEDGE OF MODERN ACHIEVEMENTS OF SCIENCE, TECHNOLOGY AND TECHNOLOGY.
1Knowledge in the field of modern achievements of science, engineering, technology is practically absent, does not follow modern achievements.
2. Knowledge in the field of modern achievements in science, technology, technology is very superficial. They cannot be applied in practice.
3. Insufficiently familiar with modern achievements of science, engineering and technology, it is difficult to understand.
4. knowledge in the field of modern achievements of science, technology, technology of medium depth, satisfactorily understands individual modern developments.
5. There are knowledge and practical skills necessary for work with modern machines, processes and technologies.
6.knowledge in the field of modern achievements of science, technology, technology is strong, deep, easy to understand the most modern equipment, processes and technologies.
7. exceptionally deep knowledge, perfectly solves any issues and understands the most modern mechanisms, processes and technologies.
12.KNOWLEDGE OF THE THEORY AND MANAGEMENT METHODS
1. Knowledge in the field of theory and management methods is practically absent, does not know either theory or management methods.
2. Knowledge in the field of theory and methods of management is very superficial. They cannot be applied in practice.
3. Not familiar enough with various theories and management methods, which affects practice.
4.Knowledge in the field of theory and management method of medium depth, satisfactorily understands individual management methods.
5. There is the knowledge necessary for work in the field of theory and practical application skills various methods management.
6. Knowledge in the field of theory and methods of management is strong, deep, it is easy to understand the theory and methods of management, with the success of their application in practice.
7. Knowledge in the field of theory and management methods is excellent, he is well versed in this, very effectively applies them in practice.
13. PROFESSIONAL KNOWLEDGE.
1. Professional knowledge is practically absent.
2. Professional knowledge is superficial, does not have the necessary professional knowledge.
3.does not have sufficient professional knowledge, which affects practice.
4.Professional knowledge sufficient for a satisfactory solution of practical professional issues.
5. There are professional knowledge of the issues sufficient for the work.
6. Professional knowledge is strong, deep, makes it easy to understand practical professional issues.
7. Professional knowledge exceptionally deep and extensive, well versed in many practical professional issues.
14. ORGANIZATIONAL SKILLS
1. organizational skills are practically absent.
2. Organizational skills are poorly developed. Organized work is carried out with difficulty and errors.
3. Organizational skills are underdeveloped. Cannot always organize the work of people.
4. Organizational skills are sufficient for a satisfactory solution of organized issues.
5. Possesses the necessary organizational skills, can organize the work of people.
6. A good organizer, knows how to properly and quickly organize the effective work of people.
7. A great organizer knows how to organize effective work of people
15. ABILITY TO FIND A WAY OUT IN A STRESS SITUATION
1. The ability to find a way out stressful situation is absent.
2. The ability to find a way out in a stressful situation is poorly developed. Obviously not enough character to find a way out.
3. The ability to find a way out in a stressful situation is not well developed. Sometimes there is not enough character to find a way out.
4. The ability to find a way out in a stressful situation is developed to an average extent. Not always enough character to find a way out.
5. The ability to find a way out in a stressful situation is quite developed. Most often enough character to find a way out.
6. The ability to find a way out in a stressful situation is well developed. Usually enough character to find a way out.
7. The ability to find a way out in a stressful situation is very well developed. It has a strong character and can escape even from a hopeless situation.
16. ABILITY TO SOLVE SUPPLY ISSUES.
1. He is completely unfamiliar with supply issues.
2. Poor knowledge of supply issues and does not know how to solve.
3. Does not know supply issues well enough, can hardly solve only some of them.
4. Satisfactorily knows and knows how to solve supply issues.
5.Knows and knows how to deal with supplies well enough and solves many of them.
6. Knows well and skillfully solves most supply issues.
7. He is well versed in supply issues and knows how to solve them very resourcefully.
17. LEADER ABILITIES.
1. Leadership abilities are practically absent. Without official authority, he cannot organize and lead people.
2. I clearly lack leadership skills.
3. Sometimes there is a lack of leadership skills to organize work with people.
4. Leadership abilities are developed to an average degree.
5. Leadership abilities are sufficiently developed to organize the work of people.
6. Possesses good leadership skills.
7. Exceptional leadership abilities. Even without official authority, he organizes the work perfectly.
18. PEDAGOGICAL ABILITIES
1. Pedagogical abilities are practically absent. He does not know how to encourage or punish subordinates.
2. Pedagogical abilities are poorly developed. He does not know how to properly stimulate the work of subordinates.
3. Pedagogical abilities are underdeveloped. Not always competently stimulates the work of subordinates.
4. Pedagogical abilities are developed to an average degree, satisfactorily stimulates the work of subordinates.
5. Pedagogical abilities are developed to the extent necessary for work. Sufficiently competently stimulates the work of subordinates.
6. Pedagogical abilities are well developed. He knows well the methods of reward and punishment, successfully applies them at work.
7.Excellent teaching skills. Perfectly owns the methods of educating subordinates, skillfully applies them in practice.
19. INDEPENDENCE
1. Cannot independently solve simple questions.
2. Obviously there is a lack of independence. Constantly in need of help, tips, guidance.
3. Sometimes there is a lack of independence and then help is needed in the work.
4. Independence is moderately developed.
5. Independence is quite developed. Solves many issues related to work.
6. Possesses great independence in resolving issues related to work.
7. Possesses exceptional independence in work. He solves all issues without waiting for anyone's help.
20. LEVEL OF CULTURE.
1. The level of culture is extremely low, primitive interests and needs.
2. The level of culture is quite low.
3. The level of culture is not very high.
4. has an average level of culture inherent in many people.
5. Has a fairly high cultural level.
6. Has a high cultural level.
7. Has a very high cultural level.
21. ABILITY TO UNDERSTAND THE ESSENCE OF THE MATTER.
1 The ability to understand the essence of the matter is practically absent. Even a simple thing needs to be explained many times.
2. The ability to understand the essence of the matter is poorly developed. Often, when studying a particular issue, he cannot distinguish the main thing from the secondary.
3. The ability to understand the essence of the matter is not developed enough. When studying a particular issue, it is difficult to distinguish the main thing from the secondary.
4. The ability to understand the essence of the matter is moderately developed, satisfactorily distinguishes the main thing from the secondary when studying various issues.
5. The ability to understand the essence of the matter is developed above the average level, can quickly understand a particular issue and highlight the main thing.
6. The ability to understand the essence of the matter is well developed. Can quickly get to the heart of the matter and distinguish from the secondary.
7. The ability to understand the essence of the matter is very well developed. He has an exceptional ability to instantly grasp the essence of the issue, immediately understand the situation, highlight the main thing.
22. ABILITY TO SOLVING COMPLEX TASKS.
1. Ability to decide challenging tasks practically absent. Can solve only the most primitive tasks.
2. The ability to solve complex problems is poorly developed, can only perform simple tasks.
3. The ability to solve complex problems is not sufficiently developed for work.
4. The ability to solve complex problems is developed satisfactorily.
5. The ability to solve complex problems is enough for the job.
6. The ability to solve complex problems is well developed. Handles high complexity jobs.
7.Has an excellent ability to perform the most complex tasks.
23. STRIVE FOR THE NEW
1. There is practically no desire for the new, it opposes any innovations.
2. Skeptical about innovations and reorganizations, tries to stay away from them.
3. sometimes can support a useful undertaking, although he does not particularly like it.
4.Relates to innovation, reorganization quite calmly.
5. Strives to support many undertakings, innovations and reorganizations.
6. Usually too fond of various innovations and reorganizations, wants to live and work in a new way.
7.Great innovator. His soul is rooting for the new, he has no idea how to live and work in the old way.
24. HAVING YOUR OWN OPINION
1. Even on trifling matters he does not have his own opinion.
2. Usually avoids expressing his own opinion even on minor issues.
3. Rarely expresses his own opinion, even when he has one.
4. Especially expresses his own opinion only when asked about it.
5. Usually avoids expressing his own opinion, sometimes even in cases where it is not well thought out.
6. Often expresses his own opinion, even on issues in which he is not very well versed.
7. Strives to express his own opinion on any issues, even on those in which he does not understand at all.
25. SKILL TO SEE PROSPECT
1. The ability to see the perspective is missing. Sees only the current moment.
2. The ability to see perspective is limited. Current issues are so relevant that there is no time to look into the distance, to see the future.
3. The ability to see the future is not developed enough for work.
4 The ability to see perspective is average, like most people.
5.Sufficiently full and timely sees the prospect.
6. He sees and understands the future well, knows how to predict developments in the future in a timely manner.
7. Has an exceptional ability to see the future and take action in advance, taking into account the development of future events.
26. ABILITY TO UNDERSTAND PEOPLE.
1. Absolutely not versed in people.
2. Obviously lacks the ability to understand people. Often mistaken in people's assessments.
3. Sometimes there is not enough ability to understand people, sometimes he makes mistakes in people's assessments.
4. The ability to understand people is expressed to an average degree.
5. Usually the ability to understand people is enough. Rarely makes mistakes in people's assessments.
6. Well versed in people. Usually not mistaken in judging people.
7. Excellent psychologist. He's great with people.
27. PURPOSE.
1. Purposefulness is practically absent. Lives without a specific goal, only today.
2. Usually he does not set any distant goal in life, any plans extend only to the next month.
3. The set goals in life and work can rather be called dreams, since they are unrealistic.
4. From time to time he sets goals for himself for several months of his life and tries to fulfill them.
5. Sets quite realistic, achievable goals, usually for the next year of life.
6. Has a system of tactical life goals for the coming years, shows sufficient perseverance to achieve them.
7. Purposefulness is exceptionally strongly developed. He sets himself both strategic goals for life and tactical goals for the coming years. Shows rare perseverance and ingenuity to achieve them.
28. DETERMINATION.
1. Decisiveness is absent, hesitates and hesitates for a long time before solving the simplest question.
2. Decisiveness is poorly developed. She is clearly not enough, she cannot make a decision in a timely manner.
3. Decisiveness is not developed enough. Sometimes he cannot make a decision in a timely manner.
4. Decisiveness is developed to an average degree. Decisiveness is not always enough, but it cannot be called indecisive either.
5. Decisiveness is quite developed. Most often, decisiveness is enough even when solving rather complex issues.
6. Decisiveness is highly developed. Makes timely decisions on complex issues.
7. Decisiveness is highly developed. Possesses exceptional speed of decision-making.
29. RESPONSIBILITY FOR THE DECISION AND ITS IMPLEMENTATION.
1. Responsibility for the decision and its execution is practically absent. Always avoids making individual decisions, afraid to take responsibility.
2. Responsibility for the decision and its implementation is poorly developed. Obviously there is not enough responsibility, therefore, usually seeks to solve nothing alone.
3. Responsibility for the decision and its implementation is not sufficiently developed
4. Responsibility for the decision and its implementation is moderately developed. Responsibility is not always enough.
5. Responsibility for the decision and its implementation is sufficiently developed. Most of the time, there is a lot of responsibility.
6. Accountability for decision and execution is well developed. Willingly takes responsibility.
7. The responsibility for the decision and its execution is very well developed. Often takes responsibility even when it is not necessary.
30. PERSISTENCE AND PERSISTENCE.
1. Persistence and perseverance is practically absent. He cannot at least to some extent show perseverance and perseverance in order to bring the matter to the end.
2. Obviously there is not enough perseverance and perseverance to bring the matter to the end.
3. Sometimes there is not enough perseverance and perseverance to bring the matter to the end.
4. perseverance and perseverance are moderately developed.
5. Most often, perseverance and perseverance are enough to bring the matter to the end.
6. Has great perseverance and perseverance, does not like to stop until the case is completed.
7. Has a very great perseverance and perseverance, will not stop until he reaches the goal.
33. SELF-ASSESSMENT.
1. Self-esteem is extremely low, he always underestimates his abilities and capabilities.
2. Quite low self-esteem, often underestimates his abilities and capabilities.
3. Self-esteem is below average. It happens that he underestimates his abilities and capabilities.
4. Self-assessment of the average level. He considers himself no worse, but no better than most people.
5. Rates himself above average. Sometimes he overestimates his abilities and capabilities a little.
6. High self-esteem. Overly arrogant, often overestimates his abilities and capabilities.
7. Very a high self-evaluation. Extremely arrogant, constantly overestimating his abilities and capabilities.
34. PERFORMANCE, DISCIPLINE
1. Diligence, discipline are practically absent. Performs orders at its own discretion, without considering itself obligated to that.
2. Obviously lacks diligence and discipline, often does not follow the instructions of the leadership.
3. Sometimes there is a lack of diligence and discipline, it happens that he does not carry out individual orders, finding various explanations for this.
4. Diligence and discipline are developed to an average extent.
5. Enough diligence and discipline, tries to accurately follow the orders of the leadership.
6. High diligence and discipline, even in small things does not want to deviate from the order of the leadership.
7. Very high diligence and discipline, he perceives any request from the management as an order and is accepted to fulfill it, even if he sees a more rational solution.
35. DEMANDING ON YOURSELF.
1. Demanding on oneself is practically absent. He forgives himself for any of his mistakes and misdeeds.
2. Obviously there is not enough exactingness to oneself.
3. Sometimes there is a lack of exactingness to oneself.
4. Self-demanding is moderately expressed.
5. Most often, he is quite demanding of himself.
6. Has high demands on himself.
7. Extremely demanding of himself, he is very worried about his minor mistakes and misconduct.
36. COMMUNICABILITY.
1. Constant isolation, focusing on one’s thoughts and experiences makes it difficult to find a common language with other people
2. Finds a common language with difficulty, but does not know how to win over people and work with them.
3. Sociability is not developed enough for work, it can not always win over people and find a common language.
4. Sociability is developed to an average degree. Although not always, but can find a common language with people.
5. Sociability is quite developed, in most cases it can win over people and finds a common language with them.
6. Easily wins people over and finds a common language with him.
7. Perfectly knows how to win over people and find a common language with them.
37. PROFESSIONAL DEVELOPMENT
1. He is not at all interested in improving his qualifications, refuses any form of education.
2. Usually not interested in improving their skills.
3. He is little interested in improving his qualifications, and only in forms of training that are convenient for him.
4. He considers advanced training as a matter necessary for work, although he studies without great desire.
5. Ready for advanced training, willingly studying at various courses, faculties.
6. Strives to improve skills in the most various forms, studies independently, willingly studies at various courses, faculties, etc.
7. He considers professional development to be his professional duty, he is intensively engaged in self-training, he is always willing to study at various courses of faculties, etc.
38. ABILITY TO BUILD BUSINESS RELATIONSHIPS.
1. He is completely unable to establish business relations with other enterprises, as well as with other divisions of his enterprise.
2. There is obviously a lack of ability to establish business relations with other enterprises and organizations, as well as with other divisions of one's enterprise.
3. Sometimes there is a lack of ability to establish business relations with other enterprises and organizations, as well as other divisions of one's enterprise.
4. The ability to establish business relations with other enterprises and organizations, as well as with other divisions of one's own enterprise, is moderately developed.
5. Ability to establish the necessary business relations with other enterprises and organizations, as well as other divisions of your enterprise.
6. Ability to establish good business relations with other enterprises and organizations, as well as other divisions of your enterprise.
7. Ability to establish excellent business relationships with other enterprises and organizations, as well as other divisions of your enterprise.
39. HELP FOR FRIENDS AT WORK.
1. Never helps, even interferes with the work of employees.
2. Does not like to help fellow workers, if he does not see it as a personal benefit.
3. Usually reluctant to help fellow workers, does not meet those in need of help.
4. Does not always help fellow workers in some cases may refuse to help.
5. Usually does not help fellow workers if they turn to him.
6. Willingly helps fellow workers.
7. Likes selflessly to help fellow workers, spares no effort, no time for this.
40. CONSIDERATION OF INTERESTS OF EMPLOYEES.
1. Does not consider the interests of employees at all, for the sake of others he will not cause himself even a trifling inconvenience.
2. Usually does not take into account the interests of employees.
3. Little consideration is given to the interests of employees.
4. Usually moderately considers the interests of other people.
5. Your actions usually correlate with the interests of other people.
6. Your actions correlate with the interests of other people to a sufficient extent.
7. Always consider the interests of other people.
41. ABILITY TO ACCEPT CRITIQUE.
1. The ability to perceive criticism is practically absent. He takes criticism as a personal insult. May pursue criticism.
2. Clearly lacks the ability to perceive criticism, Often defends against it, although this is not necessary.
3. Sometimes there is a lack of ability to perceive criticism correctly.
4. The ability to perceive, criticism is developed to an average extent.
5. Most often he knows how to perceive criticism correctly.
6. Knows how to properly perceive criticism. Usually does not defend himself against critical remarks, even if they are not entirely objective.
7. Criticism is always perceived in a businesslike way, without personal insults. He believes that it is only for the benefit of the cause.
42. JUSTICE.
1. There is no fairness in relation to other people.
2. There is clearly a lack of fairness towards other people.
3. Sometimes there is not enough fairness in relationships with other people.
4. Justice in relationships with other people is manifested as often as with others.
5. Fairness in judging other people is usually sufficient.
6. Often shows fairness in judging other people.
7. Always shows justice in dealing with other people.
43. KEEPING YOUR PROMISES.
1. Constantly does not fulfill its promises and does not even strive to do so. This word means nothing to him.
2. Often does not keep his promises and brings other people down with this.
3. Sometimes does not keep its promises.
4. does not always keep his promises, especially in important cases.
5. He tries to keep his promises, especially in important cases.
6. Usually he keeps his promises and does not let others down.
7. He always fulfills his promises, does not let other people down, having given his word, he keeps it.
44. PROFESSIONAL DEVELOPMENT AND SERVICE GROWTH OF SUBJECTS.
1. In every possible way hinders the improvement of qualifications and career growth of subordinates.
2. Interferes with advanced training and promotion of subordinates.
3. Usually little interested in advanced training and promotion of subordinates.
4. Shows some interest rather in advanced training than in the career growth of subordinates.
5. Usually shows interest, both in advanced training and in the career growth of subordinates.
6. Promotes, hinders the improvement of qualifications and career growth of subordinates.
7. In every possible way promotes, hinders the improvement of qualifications and career growth of subordinates.
45. POLITENESS AND TACT.
1. Politeness and tact are practically absent. Often rude and behaves tactlessly towards other people.
2. Obviously there is a lack of politeness and tact in dealing with people.
3. Sometimes there is a lack of politeness and tact in dealing with people.
4. Politeness and tact in dealing with people are manifested to an average extent.
5. Usually behaves with people politely and tactfully.
6. Often behaves with people quite politely and tactfully.
7. Always behaves with people extremely politely and tactfully.
46. ABILITY TO PROTECT THE INTERESTS OF THE COLLECTIVE.
1. Never defends the interests of the team, as they do not coincide with the personal.
2. Often does not know how and does not want to protect the interests of the team.
3. Especially does not seek to protect the interests of the team, and sometimes does not know how to do it.
4. Does not always know how to protect the interests of the team, although it cannot be said that he does not try to do this.
5. Usually seeks to protect the interests of the team and knows how to do it quite well.
6. He is good at defending the interests of his team, he tries to defend them even in those situations when nothing threatens them.
7. Protects the interests of the team better than his own, while showing exceptional resourcefulness, perseverance and courage.
1. There is no focus on the case. Interests for business always come last, they are remembered only when it is beneficial.
2. Orientation to business is weakly expressed. When solving certain issues, it is rarely guided by the interests of the case.
3. Orientation to the cause is not expressed enough. In resolving certain issues, he is not sufficiently guided by the interests of the case.
4. Orientation to the cause is expressed in the medium measure. When solving certain issues, he moderately takes into account the interests of the case.
5. Orientation to the cause is quite pronounced. In most cases, when solving various issues, he tries to proceed from the interests of the case.
6. Orientation to business is strongly expressed. When solving various issues, he is guided only by the interests of the case.
48. PERFORMANCE.
1. The performance is very low. Works very sluggishly, gets tired quickly.
2. . The performance is low. Works rather slowly, with long rest breaks.
3. . Performance is below average. Doesn't work very hard.
4. . Efficiency is not worse than others, works with satisfactory intensity.
5. . Above average performance. Works with sufficient intensity.
6. . Efficiency is high, can work much faster, more intensively and with great returns than most people.
7. Amazing performance, almost for a few people.
49. BUSINESS.
1. Practicality is practically absent. Although the work makes a lot of noise and fuss, its results are very low.
2. Fussiness prevails in work, haste as a result of labor is negligible.
3. Often shows haste and fuss in work, personally works a lot, and the result is lower than expected.
4. In his work he is efficient and precise, although sometimes he hurries and fusses unnecessarily.
5. Usually works without haste and fuss, busily achieves the desired results.
6. Businesslike, accurate, collected, achieves good results due to the thoughtfulness of his efforts.
7. Significant results in work are achieved solely due to the utmost efficiency, accuracy and composure.
50. ATTITUDE TO WORK.
1. Does not like work at all and suffers from it himself.
2. Does not like his work, does not like its nature and content.
3. I don't really like the work, although some of its elements are attractive.
4. In general, I like the work, although I do one part of the work with pleasure.
5. I like the work, treats it with interest.
6. I really like the work.
7. He loves his work very much, devotes almost all his free time to it.
51. OBSERVANCE OF DISCIPLINE AND ORDER.
1. Ignores discipline and order, even when it is not necessary.
2. Does not strive to comply with discipline and established order.
3. Often solves personal and production issues by violating discipline and bypassing established standards.
4. does not always strictly adhere to the established order, finds excuses for violation of discipline.
5. As a rule, seeks to maintain discipline and order.
6. Strictly observes discipline and established order.
7. Exceptionally strictly observes discipline and the established order, will never violate it.
52. CONFIDENCE IN THE FINAL SUCCESS OF THE BUSINESS.
1. There is no certainty in the ultimate success of the business. Gives up at the first failure.
2. Confidence in the final success of the business is weak. Loses confidence in success if failure begins.
3. Confidence in the final success of the case is not sufficiently expressed. In case of failures, he does not always retain confidence in the ultimate success of the business.
4. Confidence in the final success of the business is expressed in the middle level.
5. Confidence in the eventual success of the business is above average. Do not lose it even in case of failures.
6. There is no certainty in the final success of the case. Does not lose it even with a losing streak.
7. Confidence in the ultimate success of the business is the principle of life. Failure only tempers his will to win.
53. BENEFITS FOR THE ENTERPRISE.
1. Performing a specific task, he never thinks about the benefits for the enterprise.
2. When performing production tasks, they usually do not think about their benefits to the enterprise.
3. Believes that working is already beneficial for the enterprise and that is enough.
4. We believe that our good work, overfulfillment of tasks, brings great benefits to the enterprise.
5. Trying to understand the necessity and usefulness for the enterprise not only of the results of labor, but also of its individual consequences.
6. Does not spare time and effort to perform tasks that are important for the enterprise.
7. The interests of the enterprise always come first. Refuses to perform a personally beneficial business if it will harm the enterprise.
54. ATTITUDE TO PUBLIC WORK.
1. Always ignores any, even simple social work.
2. Sometimes and reluctantly engaged in social work, often tries to avoid it.
3. Does not always willingly engage in social work, pays little attention to it.
4. He considers social work to be a part of production activity, he satisfactorily copes with it.
5.Gives community service, like the production enough time and attention, copes well with it.
6. Much and successfully engaged in social work.
7. He is engaged in social work a lot and with great benefit for himself and people.
55. STABILITY OF MORALITY.
1. There is no stability of morality. Does not comply with the moral requirements of society.
2. There is clearly a lack of stable moral values.
3. Sometimes gaps in moral education are noticeable.
4. The attitude to morality and values of society is the same as that of most people.
5.Characterized by moral stability, respect and observance of social values.
6. Characterized by high moral stability, respect and strict observance of social values.
7. . It is characterized by a very high moral stability, respect and very precise observance of all social values.
56. COMPLIANCE WITH THE POST.
1. Does not correspond to the position held and is subject to dismissal from the position held.
2. Does not fully correspond to the position held, is subject to transfer to a lower category or class of position with a re-evaluation in a year.
3. . Corresponds to the position held, but attention should be paid to the comments made by the experts. Transfer to a lower class or category of position.
