Organizational Behavior: Workshop. Test "Delegation of Authorities" The key to the test task "Do you need to use delegation methods?"

For many aspiring managers, the transfer of authority to their subordinates becomes a serious test. The reason for this is the habit of managers to do the work on their own and the belief that none of the employees can cope with the task better than they themselves. How to learn how to properly delegate tasks and choose performers? How should you behave in crisis situations? How to check yourself - are you giving instructions correctly? You will learn about this in our today's article.

You can't do everything on your own

New leaders need to accept this fact. After all, the success of a department or organization directly depends on the personal contribution to the common cause of each of the employees. Let people choose their own ways of solving the task assigned to them. Resist the urge to step in and finish what your employee started. Perhaps the task will not be completed as quickly as you would like, and you will have to wait an extra hour for your subordinate to finish it. But you will more than make up for this hour in the future, when people, having gained the necessary experience, will be able to effectively cope with such tasks on their own.

At the very beginning of your leadership, try to learn more about your subordinates. Ask them to answer the question about what kind of work brings them the most satisfaction. Invite each of them to make a wish list of functional duties that they would be interested in performing. Reveal their talents, abilities and interests. Knowing this, you will not have to guess in the future who to give this or that assignment. You can effectively use this information to solve various problems, giving orders to the most motivated employees. Develop your subordinates, entrusting them with more and more complex and responsible tasks each time. So you will gradually reduce the intensity of control, simplify the process of explanations and delegation.

Ability to give directions

How much you as a leader master the ability to give instructions depends on how quickly and efficiently employees will complete the tasks assigned to them. Beginning managers often make mistakes in the process of delegation, let's look at five of the most common of them.

1. Orders are given "on the go." In order for your instructions to be heard and understood, you should not talk about them in a hurry, immediately leaving. In such a situation, your employees are left confused, not sure where to start and how to work on the task at hand. You must remember that most of them need additional time to reflect and understand your instructions. If people are not given the opportunity to consider the order of the leader and ask clarifying questions, the likelihood of errors and delays in work increases many times over. In addition, in such a situation, employees may feel neglected and a low degree of importance of the task, which also does not add to their enthusiasm.

2. Improvisation. If you do not have a clear understanding of what exactly the employee should do, do not try to give instructions while simultaneously sorting out aloud various options for proposed decisions. Determine in advance all possible difficulties, clearly identify the goal and methods for completing the task. Everything should be extremely clear and understandable. Otherwise, subordinates will guess what exactly you meant. Misunderstandings always lead to problems following instructions.

3. Multiple repetition. The leader should not repeat his order many times. You may think that you are only focusing the attention of employees on the main points, while they get the feeling that they are being treated like small children, unable to understand the obvious state of affairs. Say the order once and then ask the staff to say it again with you or tell you exactly how they will carry it out to make sure you understand each other correctly. Remember that orders given in a condescending tone can turn all staff against you. In this case, people will spend more energy on dissatisfaction with your manner of communication than on understanding the essence of your words. Give orders with the conviction that your subordinates are smart, capable and can perfectly understand you.

4. Lack of dialogue. Experienced leaders know that there is a category of people who find it difficult to admit that they have not understood something. Instead of admitting this, they silently nod their heads, actively demonstrating that everything is clear to them. Do not ignore such moments. Allow enough time for a dialogue with the employee to make sure that he correctly understood your instructions, ask him clarifying questions, give the necessary advice, evaluate his ability to successfully complete the assignment during the conversation.

5. Unclear deadlines. In rare cases, a manager, when giving an assignment, can afford to say to an employee: “Do this when it suits you.” As a rule, each task has its own deadlines. Set a specific completion date for the employee.

Keep in mind that in the conditions of daily workload, wording like: “This assignment must be completed within two months, starting today” is perceived by people as a task that is remote in time, the solution of which, accordingly, can be postponed. It would be more correct to determine specific dates when an employee needs to start and finish work. You might say, “This work must be done by November 1st. Today is September 5th. Please provide me with a schedule that will indicate the dates for the start of studies, the preparation of reports, as well as the final work plan. Control the intermediate results and the overall course of actions of subordinates.

Think of the delegation process as an opportunity to connect with your employees more closely. Talk to them about the importance of the tasks, how to accomplish them, and what you plan to do. Of course, this requires additional time, but all your efforts will pay off many times over in the future.

Choose performers carefully

One of the important aspects of effective leadership is the choice of the right performer. Aspiring managers are often sure that the assigned task is so easy that anyone can handle it. Then completely random people are appointed to implement it. But every employee has their own strengths and weaknesses at work. And it is important to be able to choose the best performer for each specific assignment.

There are two approaches to choosing - passive and active. Using a passive approach - you delegate the task to an employee who has the necessary knowledge, skills and similar experience in the past. An active approach implies choosing the most motivated person to perform the task, regardless of his previous experience, skills and knowledge. In this case, the execution of the assignment may require more time, more frequent monitoring of the actions of the performer and additional consultations from the head.

If we are talking about a complex and responsible task, it is better to delegate it to a “thinking” subordinate, that is, a person who is able to perceive the task in a complex way, understand the meaning of its implementation and how it will affect the rest of the company’s processes in the future. Such an employee will always be able to make the right, and if necessary, an alternative decision and get the desired result.

After delegating a task, ask the subordinate about how he plans to carry it out, listen carefully to his suggestions for optimal solutions, welcome the initiative and encourage the suggestion of reasonable alternatives.

Crisis Management

Novice leaders are often hesitant to give orders to their subordinates for fear that their order will not be fulfilled. But this is a fact that you need to come to terms with - some orders are really not being fulfilled. The reason for this may be errors that have arisen due to misunderstandings between the manager and the subordinate, the omission of important details in the work or lack of resources. All this makes it impossible to complete the task in the proper form and on time.

In such a situation, some leaders themselves begin to correct all the shortcomings of their subordinates. But this is not a reason to do everything yourself. First of all, it is necessary to figure out what exactly caused the breakdown in work - whether it was a careless explanation of the task or poor coordination. Or maybe the subordinates did not have the necessary skills, knowledge or authority to successfully complete it.

How the manager will cope with the difficulties that arise will largely determine the attitude of employees to his further orders. If you show irritation, your subordinates will not dare to apply new, alternative approaches to solving a problem and will not take risks in order to improve existing results. They will begin to hide negative facts from you and pretend that everything is already in order. And that can complicate things even more. It is always better to know about problems in advance, when corrective actions can still be taken.

If you respond intelligently, with restraint, and calmly, you can convince employees that their miscalculations and mistakes cannot undermine your relationship and that even the most serious problems can be safely shared with you. The following rules will help you deal effectively with crises:

• Focus on finding solutions. Refrain from blaming anyone - focusing on the problem will further exacerbate it. Gather all the facts and make sure you understand what happened. Even if you know that your employee has failed at the task - do not express your disappointment too angrily and do not make hasty judgments. Focus on the question of how to get out of the situation, encouraging the subordinate to discuss together and look for possible solutions.
• Keep your composure. Some leaders may take failure too painfully. Phrases like "Why didn't I do it myself?" or "I knew you couldn't be trusted!" will mean that you are losing. Do not give in to bouts of anger and self-flagellation - this will only complicate the situation. Even if your delegation attempt fails, try to correct the situation.
• Analyze. Give yourself a few days to calm down and get your thoughts in order after the failure. Then analyze it. Try to learn a useful lesson from the mistakes you made when delegating the task and the omissions of employees committed in the process of its implementation. Do it objectively and impartially, carefully collecting all the facts necessary to ascertain the reasons for the failure. Discuss them with subordinates, calmly explaining that your main goal is to analyze the problem and extract the necessary experience. Don't get discouraged if something goes wrong. The main thing is to take at least a few concrete steps to improve the situation.

The test below will help determine how developed your ability to delegate tasks is, as well as draw the necessary conclusions and outline specific actions to improve the situation.

Test "Are you delegating tasks correctly?"

Give answers to each of the questions (“yes” or “no”). In the case of several "nested" questions, the answer "yes" is possible only if the answer to all "nested" questions is positive. Make the necessary notes right on the test and write out on a separate blank sheet of paper all the ideas that arise. Take your time. Answer all questions. If you can't answer a question and it's within your area of ​​expertise, answer "no". Good luck!

1. Do you have a clear idea of ​​what exactly you want to delegate? What should be the result? (Not really)
2. Do you set a goal specifically: what exactly should the subordinate do and what result should be achieved? Is this goal clear to the subordinate? Does he understand it in the same way as you? (Not really)
3. Is the goal (task) measurable? Can you measure goal achievement? Will you be able to measure progress towards the goal in the process? Can the employee himself measure these results and progress? (Not really)
4. Can this employee complete the task within the given time frame? Have all the factors affecting its feasibility been taken into account? Has consent been obtained from the employee to complete the task? (Not really)
5. Is it clear to the employee how this task fits into the system of plans and goals of the company? How is it interconnected with other tasks and why is it performed? (Not really)
6. Are there clear deadlines for completing the task? Deadlines for reporting/control? (Not really)
7. Is the employee motivated to complete the task? Is this task important to him? (Not really)
8. Has the employee received all the resources required to complete the task? Have the necessary working conditions been created? (Not really)
9. Does the employee understand who else is involved in this task (who provides the “raw materials”, who controls, who can help, etc.)? If delegated to a group/team, is there one responsible? Does the performer/performers have the knowledge, skills, abilities, and powers necessary to perform? (Not really)
10. Does the employee understand the “big picture” of how the company works, not just their part of the job? (Not really)
11. Does anyone (including the performer himself) control the execution of the task and the achievement of the result? (Not really)
12. Do you delegate (at least partially) appropriate positive and negative responsibility for results when assigning tasks? (Not really)
13. Are the tasks being completed? Are you satisfied with how they are performed? (Not really)

Give yourself one point for each “yes” answer.

• If you typed 1-7 points It's okay, it's the average.
• 8-9 points- slightly above the norm. However, reading this article will be useful to you.
• 10-11 points- much higher than normal, congratulations! Look for opportunities to further improve the situation!
• 12 points- look again at what you are missing in order to come out with a "dry account" next time.
• If you typed 13 points- you (however, as well as your subordinates) can only be envied!

And now, draw conclusions from your answers to the test, since the most important part of working on it will be awareness:

• For each of the “no” answers, think over specific actions: what can and should be done in order to give a firm “yes” in response the next time you work on the test.
• Set deadlines for completing these actions and achieving the “yes” goal.
• Determine the performers and those responsible (since these actions are not implemented by themselves). Do not forget to inform these performers and those responsible.
• Determine the required resources and their sources.
• Based on points 1-4, analyze the achievability of the planned goal. Adjust points 1-4 if necessary.

Do it, believe in yourself and be proud of your success!

Prepared by specialists of the UzJobs project based on materials from online media

6.1. Physical potential (assessed in points from 0 to 5) 6.2. Emotional-volitional potential (assessed in points from 0 to 5)

2.3. Test "Can you be a leader?"

The ability to lead is very important for both business and management. This art consists of two components - the ability to see what needs to be done, and the ability to communicate it to others.

This test will help you assess your leadership talent.

Choose the most appropriate answer:

1. The basic principle in the distribution of responsibilities is:

A. Delegate as much of the responsibility as possible to others.

B. Make sure you know all the details.

B. Approve all decisions made.

D. Do everything yourself.

2. Your subordinate (employee, relative) considered the problem, but could not solve it. You:

A. Give him a solution.

B. Help him find a solution on his own.

B. Offer multiple solutions to choose from.

3. You need to praise the work done:

A. Only if she deserves it.

B. Never, so that people are not arrogant.

B. Often, even undeservedly, to encourage people.

4. If you made a mistake and your subordinate knows it, you:

A. Openly admit your mistake.

B. Blame someone else.

C. Take the opportunity to teach others a lesson.

5. Answer yes or no.

A. I often make to-do lists for myself and others.

B. I usually do some work myself before giving the same task to someone else.

B. I believe that a good boss should constantly monitor his subordinates.

D. I believe that people in leadership positions should behave in the same way as their subordinates in order to create a sense of collectivism.

6. Within 7 seconds, answer which of the four rectangles (Fig. 1) is divided into more parts.

Rice. one

2.4. Test "Your business qualities"

Answer yes or no.

1. You tend to have detailed conversations with your work colleagues more than with your friends.

2. You are very punctual.

3. You prefer to rest on Saturday afternoons rather than on Sundays.

4. You feel better when you're working than when you're idle.

5. You carefully plan your pastime.

6. You get annoyed when your friends keep you waiting.

7. Your friends find you easy to get along with.

8. While working, you often forget about your loved ones.

9. You find time to work even in the most difficult conditions.

10. You always plan your actions down to the smallest detail.

11. You enjoy chatting between meetings.

12. Your friends are doing about the same thing as you.

13. You try to work even when you are unwell.

14. Everything you read is related to your work area.

15. You stay at work later than your colleagues.

16. Waking up at night, you think about work.

17. You dream that there would be no troubles at work.

18. In games you are as gambling as at work.

19. Rest you quickly get bored.

20. On rest days, you often prepare for the work week.

2.5. Test "Your sociability"

Choose the most appropriate answer for you.

1. While in a compartment or cabin of an aircraft, do you prefer:

a) usually keep silent, not making contact with neighbors;

b) contact when necessary, but without hunting;

c) proactively enter into contacts without any difficulty;

d) share your innermost thoughts with strangers.

2. You maintain relationships with friends, relatives, preferring:

a) rare visits (3-4 times a year);

b) more frequent visits (5-10 times a year);

c) regular mutual visits (more than once a month);

d) weekly or more frequent visits.

3. How many greeting cards do you receive per year?

d) 16–20 or more.

4. If you have already finished school (university), then how many of your fellow students do you know in detail?

d) 16–20 or more.

5. On average, it takes you to talk on the phone:

a) 1–3 minutes;

b) 4–5 minutes;

c) 6-10 minutes;

d) 15 minutes or more.

6. When reading (or having read) a new book, you usually:

a) reflect on what you have read

b) answer questions about what you read, but reluctantly;

c) willingly answer questions about what you have read;

d) share your impressions on your own initiative.

7. During a movie show, performance, concert, you usually:

a) do not like to have someone express their impressions in front of you;

b) be tolerant of this, you are interested in it;

c) sometimes exchange remarks with acquaintances;

d) you cannot sit silently all the time, you try to express your opinion more often.

8. Meeting on the street with acquaintances, you:

a) if there is no urgent business for them, nod and walk by;

b) respond to the greeting and exchange brief remarks;

c) do not notice who said hello first, willingly learn about the news;

d) stop first, say hello, ask questions, tell about yourself.

9. Returning home after work (study), do you prefer:

a) be silent

b) briefly answer questions;

c) ask your family about the news, but without hunting, formally;

d) ask questions and talk about yourself with interest.

10. Being in a foreign city (an unfamiliar area) and looking for the institution you need, the address of which you do not know (it is only known that it should be somewhere near the bus stop where you got off), you usually prefer:

a) go around the nearby streets, independently looking for the institution you need;

b) identify a local resident among passers-by (“by eye”), ask him a question, and in case of an unsatisfactory answer, continue an independent search;

c) stop passers-by asking for help, but feel embarrassed at the same time;

d) resort to the help of passers-by without embarrassment.

11. When walking around the city, in the park, outside the city, do you prefer:

a) loneliness;

b) a society of one person;

c) the company of several friends or relatives;

d) a lot of people (collective outings, cultural trips, etc.).

12. Having noticed a new thing on a friend (close, relative), you:

a) evaluate it silently;

b) express your opinion if asked;

c) express an opinion on your own initiative;

d) ask about the price, about where the new thing was purchased, comment on your impressions.

13. When reading fiction, do you usually:

a) prefer a short poem, a short story;

b) a cycle of poems, a collection of short stories;

c) do not pay attention to the genre - if only it was interesting;

d) read detailed novels and poems that have earned the credibility of criticism, significant on the topic, etc.

14. Having accidentally got into an unfamiliar company, you:

a) feel extremely embarrassed, want to leave;

b) contact, but without much desire;

c) glad to meet new people;

d) are extremely glad to new people, try to learn about them in detail and show their best side.

15. If you write poetry, short stories, diaries, etc., then you usually:

a) do not share what you have written with anyone;

b) sometimes share part of what you write with someone you especially trust;

c) willingly read what is written if you are asked to do so;

d) on your own initiative, read what is written, because you are interested in the opinions of others. A negative opinion or too restrained praise upsets you to a certain extent.

16. When you are treated to some new dish that you like at a party, you usually:

a) eat with pleasure, but do not express your opinion;

b) you can approve if they ask for your opinion;

c) on your own initiative, praise the dish;

d) not only praise, but also ask about the recipe, ask your family to cook this dish, etc.

17. Choose the best title type (not the work, but its type!):

b) Quarrel between neighbors;

c) Silly quarrel of neighbors;

d) The story of how Ivan Ivanovich quarreled with Ivan Nikiforovich.

18. If you notice that one of your good friends is too talkative, then you:

a) you can hint to him about this, since this shortcoming seriously annoys you;

b) do not particularly react to the talkativeness of others;

The proposed test aims to determine the preliminary and current self-assessment of the effectiveness of the application of organizational and administrative management methods.

Mark the positions in the table that are most significant from your point of view. To do this, in the first column against each position, put an importance rating (B) on a five-point system. After rating the importance against each recommendation, put a five-point mark in the second column indicating your use (AND) of this recommendation.

Key to the test

Final grade:

Up to 60 points - your orders are not very effective;

From 61 to 85 points - the effectiveness of your orders is satisfactory;

From 86 to 92 points - you give the right orders;

From 93 to 100 points - your orders are competent, correct and highly effective.

Conclusion

After reading this book, which, according to its author, is a manual that allows leaders and managers to build in organizations or adjust their motivational policies based on advanced personnel management methods, the reader should concentrate on mastering the main aspects outlined above. To do this, the author considers it necessary to summarize everything written in the following main conclusions:

1. Labor motivation, despite the difference in approaches, is one of the fundamental methods of personnel management, encouraging employees to achieve the goals set for them and the organization. The development of market relations in Russia forces managers to change the existing methods and forms of management in all areas of modern management, and primarily in managing the motivation of personnel. These changes must be based on the existing needs of employees, who, despite the difficult economic situation, are not limited to the material component, but are presented in all their diversity. Therefore, managers who want to achieve the effective work of their employees use not only methods of economic incentives and administrative influence, but also pay great attention to socio-psychological methods.

2. The current state of the Russian economy can be viewed as a combination of a large number of state-owned enterprises, large corporate ownership, in which personnel management methods are based on the principles laid down in the Soviet era at state-owned enterprises, and the mass development of small and medium-sized private entrepreneurship. The conducted studies have revealed the features of the formation of an effective motivational mechanism inherent in each type of enterprise, and the methods of managing labor motivation that will best meet the needs and expectations of employees.

3. The proposed methods for the formation of a motivational mechanism include:

a) the economic potential of the enterprise (production, marketing, financial, innovation, organizational and managerial functions);

b) motivational management resources, such as scientific organization of labor, principles of social partnership, effective social policy of the enterprise;

c) subjects of personnel management (line managers, personnel managers, as well as intermediaries - trade unions or the board of shareholders).

The practical value of these methods lies in the fact that the management of an enterprise of any form of ownership can choose from a variety of resources, methods and management schemes the closest system for the formation of a motivational mechanism and, adding specific features inherent only in its field of activity, apply them to increase labor productivity. employees by increasing the motivational efficiency of employees.

4. The analysis of the existing methods of personnel management and their application in enterprises of various forms of ownership led the author to the following conclusions:

a) at enterprises of all forms of ownership and organizational and legal forms, it is necessary to be based on a comprehensive-targeted approach to management in any field of activity;

b) at enterprises in the public sector of the economy, taking into account insufficient funding, enterprise managers should more actively use the methods of moral encouragement of workers that were widespread in Soviet times, satisfy the needs for the safety and social protection of workers, such as job security, pensions, social guarantees (payment for temporary disability, provision of paid leave prescribed by law). At the same time, they should be explained that in most small and medium-sized enterprises, despite greater material incentives, no one guarantees stability. Such explanatory work will help to reduce staff turnover. In addition, activities should be carried out aimed at creating a corporate spirit by meeting the social needs of employees and the needs for involvement in their enterprise; c) at non-state enterprises, first of all, the main method of personnel management is material incentives, manifested both in high wages and in additional benefits and incentives (non-monetary, non-material), emphasizing the benefits of labor in this company. However, other safety and security needs of workers, as described above, must also be met. The leaders of private enterprises try to avoid meeting these needs because of the high rates of the Unified Social Tax, which reduces motivational efficiency (since it is necessary to increase the cost of production and, accordingly, prices, which leads to a loss in competition and a decrease in the profit margin received by the company). But such a policy of firms will sooner or later lead to the departure of older workers (from 45 years old) to those private firms or state structures where such guarantees are satisfied. The management of non-state firms should also carry out activities aimed at creating a normal socio-psychological climate in the team, improve the skills and professional level of their employees, then providing them with opportunities for career growth, encourage creative initiative and independence, creating opportunities for self-realization and self-improvement, which in the first place turn will affect the results of work.

5. Having analyzed and compared the methods of personnel management applicable in the USA, Japan, Germany, and the attempts of Russian scientists and managers to find ways to effectively manage personnel motivation during the period of transition to the market, the author believes that the American way of management is the most acceptable for Russian enterprises. human resources, aimed at developing the initiative, creative independence of workers and opportunities for free enterprise. However, one should not discount the best that was developed in the Soviet model of labor incentives aimed at social protection of workers (this is especially important in the context of the transition to a market economy, since Russia is striving to become a country with a socially oriented market economy). From the Japanese experience of motivation management, measures aimed at creating a corporate spirit that contributes to the creation of a positive socio-psychological climate in the team should be borrowed.

6. Studies of labor motivation, conducted at enterprises of various forms of ownership and fields of activity, allow the author to propose a new system for diagnosing the motivation of workers, based on a comprehensive target approach. It analyzes the basic needs, as well as the factors of satisfaction and dissatisfaction of employees on the basis of substantive theories of motivation and the possibility of choosing one or another type of behavior in labor activity, depending on working conditions at each particular enterprise, taking into account the theoretical provisions of procedural theories of motivation. Naturally, in its pure form, none of these theories can be applied in today's conditions in Russia without taking into account the mentality and traditions of the Russian people. The analysis carried out by the author made it possible to obtain a clear picture of the distribution of values, interests and needs of employees in the team and to provide managers of enterprises with recommendations on how to eliminate the negative consequences that hinder the effective work of employees. Based on the studies conducted, the most effective methods for obtaining a clear picture of labor motivation are methods based on studying the needs of workers, as well as identifying the characteristics of workers' behavior (their expectations). The latter must be studied at enterprises in order to create effective methods of differentiated economic incentives, which are the material basis for labor motivation.

7. In order to create a positive socio-psychological climate in any team, according to the author, it is necessary to study the characterological features of employees (typology of characters). The effectiveness of the work performed by the staff largely depends on this. Such research should be carried out using a variety of tests even during the period of employment. In addition, it is necessary to take into account the factors of motivation identified as a result of diagnostics. Such factors are, first of all, the feeling of envy of some employees towards others who receive more remuneration for similar work, and the employees' overestimated self-esteem of the results of their work. This requires either the psychological assistance of specialists, or explanatory work of the direct management, which implements this or that policy of differentiated stimulation.

8. Any applied methods and approaches to motivation cannot be effective without change over a long period of time, therefore, a formula is proposed and justified that determines the overall effectiveness of personnel management in an enterprise, including indicators of the effect that occurs when labor productivity increases, staff turnover and costs decrease to improve the socio-psychological climate in the team. The proposed formula is universal for enterprises of various organizational and legal forms and forms of ownership.

9. In case of inefficiency of the applied methods of motivation, approaches to the implementation of the motivational policy should be changed, based on the needs, interests and desires of employees. However, relying entirely on calculated indicators is wrong. In personnel management, as well as in other areas of management, a situational approach is needed to determine the effectiveness of the policy being pursued based on the specific state of affairs in the company.

Glossary

Accentuation is a “weak point” of an individual's character.

Valence (reward or reward value) is the perceived degree of relative satisfaction or dissatisfaction that results from receiving a particular reward. Attraction - a state of obsessive attraction to a certain group of objects. An extrinsic reward is a type of reward provided by an organization rather than the labor process itself (labor incentives). Internal remuneration - remuneration provided by the labor process itself (a sense of achieving a result, meaningfulness and significance of the work performed, self-esteem, communication with colleagues that arises in the process of work). Reward is everything that a person considers valuable for himself, serving to motivate people to effective activities.

Humanization of labor - ensuring the most complete adaptation of the material and technical base of production to the person, the high content of labor, the correspondence of its qualifications to the worker, career growth, the active participation of workers in solving production problems.

Desire is a motivational state in which needs are correlated with a specific object of their satisfaction.

The law of result is the desire of people to repeat the behavior that they associate with the satisfaction of needs in the past. Avoid behaviors associated with lack of satisfaction. Wages are the most important part of the system of remuneration and stimulation of labor, compensation for the labor contribution of employees to the activities of the company, an instrument of influence on the efficiency of the worker's work.

An individual is a single representative of the human species.

Individuality - the unity of the unique personal properties of a particular person, the originality of his psychophysiological structure (type of temperament, intellect, worldview, and others). Interest is an emotionally rich focus on objects associated with stable human needs.

Personality - a person in the totality of his social, acquired qualities.

Melancholic - a type of temperament of a person with a weak nervous system, with increased irritability even to weak stimuli, increased vulnerability, and a tendency to deep feelings. A motive is a conscious impulse to achieve a specific goal, understood by an individual as a personal necessity, a personal meaning of an act.

The motive of labor is an internal motivation for activity associated with the satisfaction of certain needs. Motivation is the process of encouraging oneself and others to act in order to achieve personal or organizational goals. Labor motivation is the desire of an employee to satisfy needs (that is, to receive certain benefits) through labor activity.

Motivational core - a group of leading motives that determine the behavior of an employee. Motivation - justifying statements about the perfect action.

Intention - a consciously made decision to achieve a certain goal with a clear idea of ​​the means and methods of action.

Organization of labor - a system of evidence-based measures aimed at providing conditions for the optimal functioning of the employee in the production process, contributing to the achievement of high performance of labor activity.

Participatory management - programs of remuneration for work, seeking to increase the internal motivation and interest of employees in the labor process by expanding their authority in the activities of the company. They include: employee participation in profits and ownership; participation of employees in income; participation of employees in management.

Motivation is a feeling of lack of something that has a certain direction.

A need is an awareness of the absence of something that causes a person to act.

An entrepreneur is a person who invests his own funds in the organization of a business and takes personal risk associated with its results. Process theories of motivation - theories based on the behavior of people, taking into account their perception and cognition, and dedicated to the process of motivation, description and prediction of the results of the motivational process.

Rigidity is the inability to correct behavior.

Self-actualization (self-expression) is the need to realize one's potential and grow as a person. Sanguine - a type of human temperament, characterized by easy adaptability to changing living conditions, increased contact with other people. The strength of the motive is the degree of relevance of a particular need for an employee. Content theories of motivation - theories that try to determine the needs of people, induce them to act and focus on the analysis of the factors underlying motivation. The socialization of the individual is the formation of the individual's ability to live in society on the basis of the assimilation of social values ​​and ways of socially positive behavior.

The social policy of an enterprise is a set of measures related to the provision of additional benefits, services and payments of a social nature to its employees. Social partnership - a system of relationships between employees, employers, public authorities, local governments, aimed at ensuring the coordination of the interests of employees and employers on the regulation of labor relations and other relations directly related to them.

Ability is a combination of innate and acquired regulatory properties that determine the psychophysiological capabilities of an individual in various activities.

Stimulation of labor is an external motivation, an element of the labor situation that influences a person's behavior in the sphere of work in order to encourage him to effective labor activity.

Passion is a very persistent effective desire for a specific object, the need for which dominates over all other needs and gives an appropriate direction to all human life.

Aspiration is an increased emotional attraction to the object of desire.

Temperament is an individually peculiar naturally conditioned set of dynamic manifestations of the psyche of intensity, speed, tempo, rhythm of mental processes and states.

Tolerance is the ability to act adequately in a situation of opposition to someone or something.

Installation - a state of readiness for a certain way of behavior in certain situations.

Phlegmatic - a type of human temperament with a highly balanced, but inert nervous system and slow reactions.

Choleric - a type of human temperament, which is characterized by increased emotional sharpness, fast pace and sharpness in movement

Economic efficiency is getting more results for the same cost or reducing costs while getting the same result.

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Test "Can you give orders?"

The proposed test aims to determine the preliminary and current self-assessment of the effectiveness of the application of organizational and administrative management methods.

Mark the positions in the table that are most significant from your point of view. To do this, in the first column against each position, put an importance rating (B) on a five-point system. After rating the importance against each recommendation, put a five-point mark in the second column indicating your use (AND) of this recommendation.

Current page: 9 (total book has 19 pages) [accessible reading excerpt: 5 pages]

8.3. Test "The ability to make decisions taking into account previous mistakes"

It is often said that people learn from their mistakes. But no less often they say the expression "I stepped on the same rake ...". This test will show how you can take into account previous mistakes and make the right decisions.

The questions on this test should be answered "yes", "no", "don't know".

1. Have you ever made a life mistake, the results of which you felt within a few months or years?

2. Could this mistake have been avoided?

3. Do you sometimes insist on your own opinion if you are not 100% sure that it is correct?

4. Have you told someone close to you about your biggest life mistake?

5. Do you think that at a certain age a person's character can no longer change?

6. If someone gave you a little upset, can you quickly forget about it?

7. Do you sometimes consider yourself a failure?

8. Do you consider yourself a person with a great sense of humor?

9. If you could change the most important events that took place in the past, would you build your life differently?

10. Do you have more reason than emotion to guide your daily personal decisions?

11. Do you find it difficult to make small decisions on issues that life raises every day?

12. Have you used the advice or help of people who are not among your closest people when making vital decisions?

13. Do you often return in your memories to the minutes that were unpleasant for you?

14. Do you like your character?

15. Have you ever asked someone for forgiveness, although you did not consider yourself guilty?

For each answer "yes" to questions: 1, 3, 5, 7, 9, 11, 13 and "no" to questions: 2, 4, 6, 8, 10, 12, 14, 15 you get 10 points. For each “I don’t know” answer – 5 points.

100 to 150 points– You have an exceptional ability to make life difficult for yourself. Perhaps you are already at the stage when you evaluate your own mistakes as successes. You are on your way to another life mistake! Find yourself an adviser immediately before you make another erroneous decision, which again neither you nor your environment will be happy with.

50 to 99 points– perhaps what you call a great mistake that you once made in life is today connected with a different view of yourself and your past. Your caution is not always a guarantee of complete life luck.

0 to 49 points– in the near future you are not in danger of making a life mistake. Naturally, the guarantee of this is you yourself. You have many traits that people with great ability to plan well and foresee their own future have. It seems that you fully feel like the creator of your life.

1. Based on the results of the test, develop an individual decision-making model.

2. Perform a self-test using the following questions:

What is meant by "management decision"?

What is the importance of making a managerial decision?

What are the key points in decision making?

How is the decision algorithm modeled?

Employees of the sales department and the advertising department cannot reach a consensus on an issue that requires joint efforts. They come to the leader and describe the current situation to him. A long discussion begins with convincing arguments from both sides. Soon, all participants in the conversation understand that its ultimate goal is not to develop an optimal solution, but to defend their own point of view. How should a leader act in this situation in order to make the right decision?

You, being the head of the sales department, on your own, without the knowledge of your manager and without consulting with your colleagues, gave the order to ship your products to a completely new consumer, since you were offered a favorable price for the products. But your new partner turned out to be an "invisible firm", and you did not receive payment for the products. Your manager is angry because the company has suffered huge damage. What is your mistake and how will you build your explanation with the supervisor?

You, as a leader, are offered a solution to an important problem in a shorter time, and even as a result, and making a profit, but the implementation of this solution itself is very risky. How will you do it?

You are the head of a company. You need to go on a long business trip. Two deputies remain instead of you. The first one works well in a team, but avoids achieving the goal, the other always achieves the goal, but has difficulty delegating authority. There is a conflict between them. Which of them should be appointed senior?

You entrust an important task to a competent, in your opinion, employee. But suddenly you find out about a person who is more competent in this matter and can perform this task much better. How will you act in this situation?

You suddenly find out that the employee to whom you entrusted the development of an important project is working on the same issue in parallel in another company. What decision will you make in this situation?

Topic 9. Delegation of authority

Delegation should be considered one of the most important problems in management and, at the same time, one of the most complex and relevant. In a general sense, delegation can be understood as the transfer to a subordinate of a task from the sphere of action of the leader.

Delegation of authority is a method of expanding the managerial capabilities of the head by transferring part of his rights and duties to subordinates.

One of the most important advantages of delegation is that, by giving subordinates a certain independence in work, it makes it possible to find out whether they have the inclinations necessary for managerial activity, and if they are, then delegation will allow them to develop.

If you do not have time to do your job, if you constantly do not have enough time, then you need to transfer part of your current work to subordinates. The test below will help you find out the answers to these questions.

Answer the questions "yes" or "no".

1. Do you continue to work after the end of the working day?

2. Do you work longer than your employees?

3. Do you often do work for others that you could easily do without your participation?

4. Do you manage to find, if necessary, a subordinate or colleague who would help you?

5. Does your subordinate know your tasks and scope well enough to replace you if you go on a long business trip?

6. Do you have enough time to plan?

7. Does your desk get cluttered when you return from a business trip?

8. Are you still dealing with cases or problems from the area of ​​​​responsibility that was assigned to you before the promotion?

9. Do you often have to put off an important task in order to complete others?

10. Do you often have to work hard to meet deadlines?

11. Do you often dictate most of your memos, correspondence and reports to the secretary?

12. Do you spend time on routine work that others can do?

13. Do you often get approached about tasks not completed by your subordinates?

14. Do you have enough time for public and representative work?

15. Do you strive to keep abreast of all cases and have information about everything?

16. Does it take a lot of effort for you to stick to the priority order list?

Count the number of yes and no answers. If a:

0 - 3 yes answers– You delegate great;

4 - 7 answers "yes"– you have reserves for delegation;

8 and more "yes" answers - it looks like delegation is a serious problem for you. Solving this problem should be your top priority.

In order for the work to be productive and efficient, each manager must reckon with the opinions of his colleagues. A good specialist can come to the rescue in time and not interfere in extraneous matters if the situation does not require it.

1. You are going on vacation abroad but do not speak any foreign language. Your actions:

a) hire an interpreter;

b) do not let go of the dictionary and try to explain yourself;

c) do not leave the hotel.

2. The boss went on a business trip, leaving the phone number of the hotel where he stayed. Your actions:

a) constantly call him to coordinate various issues;

b) call to find out how you got there;

c) ask him when he will be back.

3. Your flight is delayed and passengers are forced to sit on the plane. Your actions:

a) get to know the surrounding passengers and tell jokes;

b) resign yourself to the situation, but ask for an extra meal as compensation for moral damage;

c) take the stewardess hostage.

4. On a hike with a buddy, you fall behind the main group. Your actions:

a) take command, if not you, then who will find the way;

b) give one to study the map, send the other to study the area: one head is good, but two is better;

c) don't worry, you won't be lost.

5. First of all, you will ask your neighbor in the hostel:

a) name only

b) whether there are common acquaintances;

c) do not ask anything: if you need anything, he will come.

6. You were sick for a couple of days and started things a little. When you return to work, you:

a) without raising your head, deal with cases;

b) ask colleagues to help;

c) do not panic: everyone knows that you were sick.

7. You have decided to buy an apartment. Your actions:

a) call the real estate agency;

b) buy a newspaper ads;

c) decide how the housewarming will go.

8. A friend is having a party, he invited you. Your actions:

a) Are you interested in how you can help?

b) just welcome the idea;

c) buy everything you need, it will not be superfluous.

Table 28

8 to 14 points– You are really taking on too much. Be careful, it can be bad for your health. Learn to make the right decisions and distribute authority.

15 to 17 points– Your ability to use your strengths and weaknesses are worthy of emulation! You play great in a team and understand that the common work brings more results than a personal victory. You are attentive to others and are not afraid to be let down, choose those you can rely on. When necessary, you step forward; when necessary, you give way. Do not promise too much, balanced. All this only strengthens your position as a leader.

18 to 24 points– don't be too passive in making decisions. This certainly will not have a beneficial effect on the results of your activities!

To determine your degree of suitability for independent work, we suggest answering questions. Answers are evaluated as follows: “yes” – 1; “I find it difficult to answer” - 2; "no" - 3.

1. Do you have enough professional knowledge in your chosen field of activity?

2. Are you able to distribute the work among your subordinates, keeping the most important for yourself?

3. Will you be able to solve various management problems (building a portfolio of orders, forecasting the financial condition and profitability of individual products, applying a rational wage system, etc.)?

4. Do you trust yourself completely or will you resort to the help of specialists on individual issues?

5. Will you control the execution of instructions?

6. Will you trust your subordinates to choose the method of doing the work?

7. Do you consider spending money on advanced training a profitable investment?

8. Do you have a fairly clear idea of ​​your activities for the next year or two?

9. If you have to share income with your friend and partner, are you sure that you will maintain friendly relations with him?

10. Will you make a firm promise if you are not sure that you will be able to keep it?

11. Do your relatives and friends agree with your intentions to engage in entrepreneurial or managerial activities?

12. Are you able to allocate time during a heavy workload to think about promising issues?

13. Do you have the necessary funds to open a new business or start a new activity?

14. Do you make notes of what you plan to do?

15. Do you plan your working day?

16. Will you celebrate the achievements of your subordinates or try not to notice them?

17. Are you able to hide your irritation?

18. Have you made inquiries about cases of similar proceedings?

19. Can you make a profit that is greater than the profits of competitors?

20. When choosing the legal form of your business, did you study the tax system?

21. Do you consider that business partners may not always be sincere?

Table 29

80 to 124 points– boldly take on the matter yourself;

40 to 80 points– think again if you have enough delegation skills.

40 points or less– it is better to get down to business with the appropriate assistants.

Delegation is a very important part of a leader's job. But it is necessary to delegate authority correctly. This test task will help determine how well you know how to delegate authority using the example of working with documents.

The test consists of 4 groups, each of which includes 3 questions. The answer “quite rightly” is worth 3 points; for the answer "perhaps fair" - 2; for the answer "not quite so" - 1; for the answer “absolutely not so” - 0 points. Calculate your points.

1. When I have a lot of urgent work, I often put new papers aside.

2. When I'm not too busy with other things, I handle most of the paperwork myself.

3. I personally parse correspondence, because no one else can handle it, and the sight of unread papers annoys me.

1. I have to overcome internal resistance when I instruct a subordinate to prepare an important document.

2. Most of the documentation on less important issues is prepared by my subordinates.

3. I turn to others for help only when the possibility of official trouble becomes very real.

1. It annoys me that I have to waste time on a paper routine, and when I am busy, the papers are pushed aside.

2. I do not consider myself obliged to answer every piece of paper addressed to me.

3. I do not believe that the volume and nature of official correspondence reflects the success of my work and my position in the organization.

1. When I am faced with a crisis situation, I do not have enough time to read all the documents.

2. Only the thought of dismissal can make me finish my official report.

3. I always have more important things to do, so I put the routine documentation aside.

If you scored 7 or more points in the 1st group, then you are most likely a “super performer”, and therefore tend to do more of the paperwork yourself than necessary, underloading your subordinates. True, some of the higher authorities like your constant employment, but the label of a “true campaigner” by no means guarantees promotion and respect from colleagues and subordinates.

If you scored 7 or more points in the 2nd group, then you are most likely a "decoder". Of course, delegation of responsibilities is one of the most important rules of modern management science, and it can make your job much easier (of course, if you delegate correctly). Of course, over time you will master the art of delegation, but it is better to shorten this process by reading the management literature.

If you scored 7 or more points in the 3rd group, it means that you have the features of an "anti-bureaucrat" and you tend to ignore the importance of paperwork. These habits can be costly if your organization has a high volume of paperwork and places a high value on it. Therefore, you should reconsider your attitude to “paperwork” or look for a place in an organization where there is less paperwork.

If you scored 7 or more points in the 4th group, it means that you have too much of a "red tape" in you and you are doomed to constantly listen to reproaches from your superiors for delaying various documents. Only a more differentiated approach to incoming documentation and more extensive use of delegation can help you out.

Finally, if in the 4th group you scored 3 points or less, then you treat paperwork too earnestly, forgetting that there are more important things that require your personal presence.

1. In order to develop skills in delegating authority, fill in the so-called register of assignments according to the example given, in which you need to enter specific tasks (in accordance with the priority of ABC), deadlines and control results.

2. Based on the studied material “Delegation of powers” ​​and the material “Secretary of the head”, draw up a job description for the secretary of the head of a commercial organization in accordance with the following sections:

Department name;

Job title;

educational requirements;

Work experience requirement;

List of performed functions;

Requirements for professional qualities;

Rights and obligations.

A subordinate came to you for a conversation, to whom you instructed to control the implementation of an important decision. He claims that he does not have time to monitor the activities of other people at the same time as his current job, and demands that he be paid a bonus for this additional work. You know for sure that the main activity of this employee takes him less than half of his total working time. You:

a) agree with his arguments and pay the bonus;

b) give him a few more people as assistants and divide the bonus between them;

c) refuse him his demand, citing as an argument that he did not deserve the award;

d) entrust his work to another employee.

Choose the most suitable solution from the above or suggest your own.

You placed on your subordinate, the foreman of the repair organization, the responsibility for training young workers. To do this, you granted him certain rights. Some time later, passing by, you unwittingly become a witness of how he deals with a beginner, and discover that he is doing it completely wrong. How will you do it?

There is an important matter that requires urgent action. How would you handle this situation:

a) find the employee for whom this case is of the greatest importance, and appoint him responsible for the execution;

b) delegate the task to a less loaded employee?

You entrust the task to your subordinate, knowing that only he is able to do it well. But suddenly you find out that he delegated the task to another person, and as a result, the task was not completed by the deadline.

You call both of them to your office and say: ...

You have issued an order regarding the solution of the problem. Your subordinate did not comply with this order, but solved the problem using other means. You understand that his decision is better than yours.

What should be done in this situation?

Your immediate supervisor, bypassing you, gives an urgent task to your subordinate, who is already busy with your responsible task. You and your boss see your assignments as urgent.

Choose the most suitable solution for you:

a) without disputing the task of the chief, I will strictly adhere to official subordination, I will offer the subordinate to postpone the implementation of the current work;

b) it all depends on how authoritative the boss is for me;

c) I will express my disagreement with the task of the boss to the subordinate, I will warn him that henceforth in such situations I will cancel the tasks entrusted to him without the consent of me;

d) in the interests of the case, I will offer the subordinate to complete the work begun.