Personal and business qualities of modern leaders. Personal qualities of the head and subordinates
Personal and business qualities of the head affect not only the behavior of personnel, labor efficiency, but also on the attractiveness of the organization in the eyes of companions, consumers. The highest requirements are imposed on management managers, so their selection is more often carried out by recruiting companies conducted by full testing and evaluation. Experts allocate mandatory qualities, without which it is difficult to cope with the duties.
From this article you will learn:
- What business qualities of the head are mandatory;
- All professional quality of work of the head;
- Personal qualities of the head, reflected on the management process.
Mandatory business qualities of the head
The manager must combine personal, business and professional qualities. It requires constant improvement, as not only the economic situation is changing, which affects demand and proposal, but also the technologies used are upgraded. A competent manager who knows how to lead the team, is what is needed for the organization.
Professional quality of the work of the head
- High level of education.
- Competence in the appropriate profession and adjacent areas.
- Large production experience.
- Errudition and latitude of views.
- Search for new methods and management forms.
- Ability to convey to the surrounding information.
- Planning work.
- Adequate perception and assessment of the surrounding reality.
It should be noted that professional characteristics are only the basis, so they need to be used in the complex with business qualities.
Business qualities of the head
- The ability to create an organization, to ensure its activities and functioning.
- The desire for innovations, transformations.
- Readiness to risk and lead the team.
- The ability to choose the primary tasks to quickly solve them.
- The desire to power.
Considering what qualities of the head must be allocated to the sufficient level of education, the ability to work in a team. It is necessary not to simply manage the team, but listen to it. It is impossible if a person is not endowed with personal qualities necessary to implement management activities.
Personal qualities of the head affecting the management process
It is not enough to have only higher education, to own the skills and thoroughly know the specific scope of activity, you need to be able to lead the team, manage it, but not to exercise pressure. This can achieve managers who have certain personal qualities. Many of them purchased, so they can be improved.
- Dominacy
The ability to manage the team is a feature personally, consistent with the need to influence people, subordinate them. It is necessary for the normal functioning of the control mechanism. It is proved that rigid dominant relations between managers and subordinates contribute to incomplete disclosure of labor potential. Democratic and partrial methods with an authoritarian style prerequisites are better perceived by workers, do not affect the level of loyalty. They allow to disclose the potential.
Dominant qualities of the head help to manage, but you can not forget about the psychological side. For employees work as efficiently as possible, they have little to have a tough effect on them, showing powerful powers. Additionally, you should develop informal authority.
Informal influence gives results if it finds an internal response. If there is no positive response, attempts to establish informal communication will be aggressively regarded among colleagues. Excessive perseverance will not lead to anything good.
- Confidence
To important personal qualities, allowing to manage the team, belongs to self-confidence. It is a certain stabilizer of effort, which prevents the external influence of a negative plan. The lack of confidence leads to negative consequences in the form of an unnecessarily soft attitude towards external factors that can provoke a loss of authority. Against this, this is lost independent line of behavior.
Subordinates perceive and recreate the personal qualities of the head, so excessive softness and insecurity adopted by employees. All this negatively affects labor efficiency. In the eyes of colleagues, self-confident head looks like a support - it will support in a difficult moment, protects, and sometimes it will bother. Such the managers provides psychological comfort within the team. Employees begin to feel more confident. That is why even in an unstable situation, when the internal tension at the limit, it is necessary to show confidence, calm.
Confidence is sometimes bordered by self-confidence. The thin line between the two features of the catch, but often hard to use. Self-confident heads of healthy evaluate the current situation, and do not feed the illusions. They do not exceed and do not exaggerate the importance of events.
The personal qualities of the head influence negotiations with other managers. Only confident in herself a person whoever behaved adequately, perceive as a companion, they want to cooperate with him, because he causes confidence and respect.
- Stress tolerance
Emotional balance - quality that can be developed if it is poorly expressed by nature. Any emotions, whether positive or negative, interfere with control, affect the team. You need to fight with them. With all employees, an even relationship should be maintained, avoiding manifestations of personal hostility, even if it takes place. It is especially important that these qualities are in the class teacher, the chief physician who manages the organization.
Despite the fact that stress resistance is highly valued, the head is a man. It is also subject to various emotions, not always positive. Permanent containment leads to neurosis.
Individual means and methods of emotional and psychological unloading should be seamless. It is better if it is an active or passive vacation, cultural entertainment, additional leave, and not the use of alcohol on the weekend. Otherwise personal qualities of the headNamely intellectual abilities, may begin to suffer. Alcohol causes only temporary relief, euphoria, after that there is a greater decline of strength and nervous exhaustion.
- Creativity
A creative approach to solving current tasks is an important feature that should be developed at the managers. Creativity allows you to see the elements of novelty, evaluate an individual approach to performing the tasks.
M. Woodkok and D. Francis noted the factors that prevent people creatively to solve the tasks:
- Poorly developed desire for a new one.
- Incomplete use of all features.
- Excessive tension.
- Excessive seriousness.
- Imprized methodology.
The creative approach of the leader is adopted by colleagues. They begin to disclose creative potential, with enthusiasm mastering new technologies, strive for improvement. This leads to a rapid fulfillment of collective projects or individual works.
- Enterprise and desire for achievements
These qualities of the head of the organization are the foundation of effective management. Managers endowed with entrepreneurship are not afraid to take responsibility in difficult situations. They are always supported by colleagues, since they are confident.
The leaders adequately evaluate their capabilities. They try to avoid big risks, prefer stability. In addition, they calculate their actions a few steps forward, so as not to lose the credibility in the eyes of colleagues.
- Reliability and responsibility
In management, the quality of the head of the organization's head is a kind of business card not only the manager itself, but also the company. Reputation is the most valuable thing that is. The reliability is valid all, so it is necessary to fulfill all the obligations assigned to themselves, even at a loss of the firm. It is almost impossible to restore the lost confidence.
- Independence
The ability to make decisions, to bear responsibility for them - these are the professional qualities of the head that should be mandatory. Listen to colleagues - well, but it is the manager who is responsible, so he must think primarily his head. Independent leader Well copes with dissenters colleagues, aiming resistance to the right direction.
- Communicability
Sociability is not congenital, but acquired quality. It must be developed, since the manager spends most of his time for communicating with people. You need to learn to express your emotions, feel subordination. Positive communication facilitates the management process, contributes to the construction of trust relationships.
Summing up, it can be said that all the qualities of the manager should be harmoniously combined. Overly, a soft approach to management leads to a decrease in labor efficiency, but also an overly rigid board does not motivate. Development of management methods - paramount task top manager. Methods of impact on employees must combine elements of encouragement and punishment.
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Personal and business qualities of the head. Manual style
1. Introduction.
2. Personal qualities of the head.
3. Business qualities of the head.
4. Errors in control.
5. Stile guide.
6. Types of psychological barriers to innovations.
7. Conclusion.
1. Introduction
The management of the company, the organization, agency, its division, a group of employees is, first of all, working with people, with each person individually. Therefore, to achieve success you need to learn how to work with whom you have to work, firstly, the location was made to you, and secondly, they were convinced of your rightness, thirdly, the maximum efforts for the success of a common cause were made.
The quality of the manager can be divided into two groups. The first group is its business, professional qualities used by them methods and techniques of management activities.
The second group is intellectual and personal (psychological) quality: knowledge, ability, intelligence, emotional-volitional sphere, character. This group of qualities has two features. First, it is the foundation on which the professional, managerial competence of the leader is being built. Secondly, it is much more difficult than the first, amenable to correction: change the style of thinking or insension is incomparably more difficult, Chum assimilate the decision-making methodology or management technology.
2. Personal qualities of the head
One of the main personal (psychological) qualities of the head is his thinking. In the process of practical activity, the head must be able to think:
Problematic and promising, in advance determining the possible difficulties and ways to overcome them;
Systemically, covering all parties to the case and affecting factors;
Practically and reasonably, distinguishing valid factors from subjective opinions, real from the desired or apparent;
Conservatively, unresolved, combining the benefits of accumulated experience with original, innovative management methods;
Promptly, that is, quickly reacting to changes in the situation, independently taking the most rational solutions under conditions of time deficit;
Consistently and purposeful, achieving the goal, separating the main thing from the secondary, not drowning in the teaching;
Self-critical, showing the ability to soberly assess its actions, to maximize the positive experience of others, improve professional knowledge and skills.
Any manager spends a significant part of his working time to communicate. Therefore, important professional quality for him is the ability to carry out business communication with people, regardless of its own emotional estimates. It must control his behavior so that a negative attitude towards someone does not affect the nature of business relationships with it, and a positive attitude to the employee has become known and worked as an additional stimulus increase in activity.
The list of qualities of a good leader, compiled by foreign studies.
Good leader
1. Can establish and maintain relations with equal people.
2. Can be the leader.
3. It is capable of building a system of communications in an organization, to obtain reliable information and effectively evaluate it.
4. It has the ability to take non-standard management decisions in conditions when alternative action options are unclear or dubious.
5. Can find the optimal solution option in conditions of limited time.
6. May go on justified risk and on the introduction of innovations in the organization.
7. It has a tendency to self-analysis, understands the role of the leader in the organization, knows how to see what influence has it to organize.
8. It has a high resistance to frustration (a condition that occurs in a person when a collision with obstacles that he subjectively perceives as insurmountable), cold-blooded.
9. Encourages the participation of members of the team in the discussion of problems, is able to abandon its point of view, if they prove that it is not optimal.
10. Discusses its qualities, accepting comments, but at the same time maintains self-confidence.
11. With excerpt refers to victories and defeats.
12. Maybe the losers without a sense of defeat and take on to solve new problems.
13. It is capable of holding a high level of effort, energetic.
14. Competitive in specific management issues.
15. Translates its ideas into language, understandable to people.
16. expresses subordinates only constructive criticism, seeking to help them better show themselves professionally.
17. It gives to understand people, which basically supports what is respected in the team.
18. Makes efforts to protect the personal dignity of their subordinates, a hard stops any attempts to apply moral and psychological injuries.
19. Provides subordinates as much freedom as possible for official actions, admitting compromises, but not showing unprincipledness.
20. Can cause arrangement.
21. Concentrates attention to the priority purposes, according to their implementation assesses subordinates.
22. It serves as an example in the efficiency of working hours, it is divided with its colleagues rational techniques to achieve this.
23. Clearly, exactly, to briefly express his thoughts with words.
24. Able to see changes occurring both within the organization and outside it.
25. Ready to start the innovation process, manage it and use in the interests of the organization.
26. It is able to be responsible for the entrusted matter.
27. Open to communicate with all subordinates. Attentive to their business offers. In a variety of forms, it expresses gratitude for this.
28. Constantly detecting "stars" in its surroundings. Works out the technology of individual work oriented to their active inclusion in management activities. From the "stars" forms a personnel reserve for nomination.
29. Carefully think over the conditions for creating conditions for the professional implementation of subordinates, providing conditions for their career. For him, priority to encourage everyone for the manifested business ambition when performing official duties.
30. In a position to resolve conflicts, act as an intermediary between conflicting parties, resolve the troubles generated by psychological stress. But in no hurry to be included in the resolution of interpersonal conflicts arising in the divisions. They are engaged in its functional assistants and "stars" of the team. The head itself acts as an arbitrator or a person who has a point in conflict following his proceedings. Learn the leaders of a lower link to resolve conflicts by helping them to gain professional experience in building healthy relationships in their teams.
The professionalism of the manager is a constantly self-expressive amount. It is designed to be a sample of improving its theoretical knowledge and practical skills, general growth. The systematic demonstration of good ownership of the technology of intellectual self-expression is extremely important when developing management decisions.
Depending on the managerial situation, the head has to perform a variety of "roles", which are determined by its position in the organization. There are a lot of such roles.
1. Administrator (observes execution).
2. Planner (develops methods and means, the help of which others achieve the goals).
3. Politician (establishes goals and line of behavior in a group, organization).
4. The expert (the person to which is addressed as a source of reliable information or as a qualified personnel).
5. Representative (team in external environment).
6. Regulator (relationships within the group, organization).
7. Source (ideas, information, promotions and punishments).
8. Judge (as well as a peacekeeper).
9. Symbol (example, face collective).
10. Dictator (person canceling individual responsibility: "All claims to me, act from my name", "say that I ordered."
11. Senior comrade (to which they are treated for help).
12. "Goat Scope" (a person responsible for everything in case of failure).
Selected roles are essentially a set of those skills and skills that a strong leader must have.
There is a list of signs of a weak leader.
Weak leader
1. Always faces unforeseen circumstances, as it is not capable of predicting them, feel their approach and prepare them.
2. I am convinced that it knows and owns them best, so everything tries to do himself.
3. Busy details, participates in all matters, because of what he constantly lacks time. Takes visitors, holding a handset in one hand, and another signing the order and at the same time consulting the employee who stands in the written table.
4. Walks in papers in writing desk. And completely incomprehensible, which of them are important, what urgent, and which are not needed at all.
5. Works for 10-14 hours a day, even at night. Started in the office is late.
6. Always goes with a portfolio, which wears unqualified paper from work - home, from home to work.
7. The decision is trying to postpone for tomorrow: after all, the question may decide for himself or someone else will decide.
8. Never solves anything to the end, the burden of unresolved issues lies on his shoulders, presses on the psyche.
9. Everything sees white or black, there are no shades for him, halftone, nuances.
10. Located "from flying an elephant". Random, non-accepted details gives too much importance, it is not able to distinguish the main one from the secondary.
11. Trying to take the best solution instead of accepting performed.
12. Familynamen with subordinates: patting on the shoulder or hugging the waist, trying to buy a reputation of a good manager.
13. Ready for any compromise to avoid responsibility, is inclined to shift the blame for his mistakes on others.
14. Works on the principle of "open doors", who wants to go to the office, when he wants, and for any occasion.
15. When a team is awarded to a premium or award, he is the first in the list, in the presidium takes place in the first row.
Mintberg called 8 major traits that should be inherent in the modern leader (manager)
1. The art of being equal - the ability to install and maintain a system of relations with equal people
2. Art be the leader - the ability to manage subordinates, to cope with all the difficulties and problems that come to a person together with the authorities and responsibility
3. Art Allow conflicts - the ability to perform an intermediary between the two sides in the conflict, resolve the troubles generated by psychological stress
4. Art handle information - the ability to create a system of communications in an organization, to obtain reliable information and effectively evaluate it
5. The art of accepting non-standard managerial solutions - the ability to find problems and solutions in conditions when alternative action options, information and purpose are unclear and dubious
6. Art rationally allocate resources in the organization - the ability to choose the desired alternative, find the best option in conditions of limited time and resources
7. The gift of the head of the entrepreneur is the ability to go for a certain risk and to introduce innovations in its organization
8. The art of self-analysis - the ability to understand the position of the leader and its role in the organization, the ability to see how the leader affects the organization
Factors that prevent the full implementation of the personal capabilities of the head
1. Inability to control oneself
The head must learn how to handle himself as a unique and invaluable resource, be able to maintain high performance. The leaders who do not know how to "discharge" are not quite effective using their time, energy and skills, are not able to cope with stress arising in their lives, and therefore are not able to manage their companion.
2. Blurry personal values
From the head daily, and often it is also expected to make decisions based on his personal values \u200b\u200band principles. If personal values \u200b\u200bare not clear enough, the leader is not enough Tver Rirdich convictions for decisions, and they will be perceived by others as unreasonable. The practice of successful management is generally focused on such values \u200b\u200bas an effective realization of the potential worker and growing readiness for innovations.
3. Fuzzy personal goal
The head not capable of choosing a goal (including personal) to weigh alternative options, as a rule, misses important opportunities and spends time and effort into minor questions. Such managers usually hardly achieve success and are not able to assess the success of others, since they are limited to the fuzzy of personal integrity.
4. Marriage striving to raise your level
The leaders who do not know how to overcome their weaknesses and work on improving their level, are not dynamic enough, tend to avoid acute situations, their hidden capabilities remain the nerz zvinenim. The business life of such managers turns into a routine, the more, the more often they are in the interests of personal security, exclude from their activities Rzyk.
5. Marriage problems solving problems
Most managers do not know how to work methodically and efficiently on solving problems and achieve qualitative solutions in practical work. It is difficult for them to hold meetings to solve problems, setting and goals, processing information, planning and control. There is a accumulation of problems that prevent ultimately, the actions of the head.
6. Insufficiency of the creative approach
Some managers do not know how to make creative problems and are not capable of innovation. Such workers rarely nominate new ideas, they are unable to make others work creatively and use new approaches in work. They are often not familiar with the methods of increasing their inventivity.
7. Inability to influence people
In everyday work, the head must have from people who are not directly subordinated to him, support and participation, which, ultimately, ensures success. Therefore, the head that does not establish M bridges with others, insufficiently persistently persistently, and also does not know how to express itself and listen to others, is limited in its impact on the surrounding.
8. Insufficient understanding of the features of managerial labor
The leaders who do not know how to objectively evaluate their leadership leadership, will not be able to achieve high returns from workers. There is a manager to constantly improve the management style from the DPOVIDO to the style of the organization.
9. Insufficient leadership skills
For effective personnel management, the supervisor needs to improve skills that allow you to expand the range of guidance capabilities. Otherwise, employees feel displeased and more potential facilities. Inside the divisions with such managers, the functional duties of employees are usually poorly distributed, the organization of labor is low and wasteful, and Incens are intense. This leads to a decrease in the authority of the head and the practical results of the work of collectivism.
"The order must be sublime in this form so that it seemed obvious that it was a logical consequence of an objectively existing situation. The one who receives the task should be sure that if he had been in the place of the head, then the objective circumstances were dictated to him to become just such ?? position and give such an order he received "(law situations situators).
10. Inability to teach
The head is very often in his activity acts as a mentor. Therefore, his ability to train personnel is directly related to the performance of subordinates. The fact that employees have no effective revolution with the head, its recommendation and evaluation instructions, reduces the likelihood of achieving effective result.
11. Weak team formation skills
More often to achieve the objectives of the organization depends on the ability of the head to create a qualified and efficient team
Features that should be inherent in the deputy
1. Show loyalty
Never take a deputy one who does not demonstrate readiness or desire to be loyal
2. Be able to question previous solutions
Such a person must protect the boss from trouble, saying that he makes mistakes
3. Do not always think as the head
4. Mother is quite pride
The deputy must have courage to contradict the manager, to be able to perceive criticism, to have enough will to manage the staff in the absence of a manager. He should also have a character of character to be able to recognize his mistakes, and durability to bring bad news.
5. Be honest
6. Show prudence
7. Be able to keep confidential information
8. To be sociable
The deputy must be able to make convincing reports, writing concise letters, listen carefully and have full information about the activities of the organization
9. To be a convinced member of the team
10. Have interpersonal skills
11. Maintain motivation
12. Being able to occupy the position of the head in perspective
The management of the company, the organization, agency, its division, a group of employees is, first of all, working with people, with each person individually. Therefore, to achieve success you need to learn how to work with whom you have to work, firstly, the location was made to you, and secondly, they were convinced of your rightness, thirdly, the maximum efforts for the success of a common cause were made.
The quality of the manager can be divided into two groups. The first group is its business, professional qualities used by them methods and techniques of management activities.
The second group is intellectual and personal qualities: knowledge, ability, intelligence, emotional-volitional sphere, character. This group of qualities has two features. First, it is the foundation on which the professional, managerial competence of the leader is being built. Secondly, it is much more difficult than the first, amenable to correction: change the style of thinking or insension is incomparably more difficult, Chum assimilate the decision-making methodology or management technology.
One of the main psychological qualities of the head is his thinking. In the process of practical activity, the head must be able to think:
Problematic and promising, in advance determining the possible difficulties and ways to overcome them;
Systemically, covering all parties to the case and affecting factors;
Practically and reasonably, distinguishing valid factors from subjective opinions, real from the desired or apparent;
Conservatively, unresolved, combining the benefits of accumulated experience with original, innovative management methods;
Promptly, that is, quickly reacting to changes in the situation, independently taking the most rational solutions under conditions of time deficit;
Consistently and purposeful, achieving the goal, separating the main thing from the secondary, not drowning in the teaching;
Self-critical, showing the ability to soberly assess its actions, to maximize the positive experience of others, improve professional knowledge and skills.
Any manager spends a significant part of his working time to communicate. Therefore, important professional quality for him is the ability to carry out business communication with people, regardless of its own emotional estimates. It must control his behavior so that a negative attitude towards someone does not affect the nature of business relationships with it, and a positive attitude to the employee has become known and worked as an additional stimulus increase in activity.
Below is a list of qualities of a good leader, compiled by foreign studies.
Good leader
1. Can establish and maintain relations with equal people.
2. Can be the leader.
3. It is capable of building a system of communications in an organization, to obtain reliable information and effectively evaluate it.
4. It has the ability to take non-standard management decisions in conditions when alternative action options are unclear or dubious.
5. Can find the optimal solution option in conditions of limited time.
6. May go on justified risk and on the introduction of innovations in the organization.
7. It has a tendency to self-analysis, understands the role of the leader in the organization, knows how to see what influence has it to organize.
8. It has a high resistance to frustration (a condition that occurs in a person when a collision with obstacles that he subjectively perceives as insurmountable), cold-blooded.
9. Encourages the participation of members of the team in the discussion of problems, is able to abandon its point of view, if they prove that it is not optimal.
10. Discusses its qualities, accepting comments, but at the same time maintains self-confidence.
11. With excerpt refers to victories and defeats.
12. Maybe the losers without a sense of defeat and take on to solve new problems.
13. It is capable of holding a high level of effort, energetic.
14. Competitive in specific management issues.
15. Translates its ideas into language, understandable to people.
16. expresses subordinates only constructive criticism, seeking to help them better show themselves professionally.
17. It gives to understand people, which basically supports what is respected in the team.
18. Makes efforts to protect the personal dignity of their subordinates, a hard stops any attempts to apply moral and psychological injuries.
19. Provides subordinates as much freedom as possible for official actions, admitting compromises, but not showing unprincipledness.
20. Can cause arrangement.
21. Concentrates attention to the priority purposes, according to their implementation assesses subordinates.
22. It serves as an example in the efficiency of working hours, it is divided with its colleagues rational techniques to achieve this.
23. Clearly, exactly, to briefly express his thoughts with words.
24. Able to see changes occurring both within the organization and outside it.
25. Ready to start the innovation process, manage it and use in the interests of the organization.
26. It is able to be responsible for the entrusted matter.
27. Open to communicate with all subordinates. Attentive to their business offers. In a variety of forms, it expresses gratitude for this.
28. Constantly detecting "stars" in its surroundings. Works out the technology of individual work oriented to their active inclusion in management activities. From the "stars" forms a personnel reserve for nomination.
29. Carefully think over the conditions for creating conditions for the professional implementation of subordinates, providing conditions for their career. For him, priority to encourage everyone for the manifested business ambition when performing official duties.
30. In a position to resolve conflicts, act as an intermediary between conflicting parties, resolve the troubles generated by psychological stress. But in no hurry to be included in the resolution of interpersonal conflicts arising in the divisions. They are engaged in its functional assistants and "stars" of the team. The head itself acts as an arbitrator or a person who has a point in conflict following his proceedings. Learn the leaders of a lower link to resolve conflicts by helping them to gain professional experience in building healthy relationships in their teams.
The professionalism of the manager is a constantly self-expressive amount. It is designed to be a sample of improving its theoretical knowledge and practical skills, general growth. The systematic demonstration of good ownership of the technology of intellectual self-expression is extremely important when developing management decisions.
Depending on the managerial situation, the head has to perform a variety of "roles", which are determined by its position in the organization. There are a lot of such roles.
1. Administrator (observes execution).
2. Planner (develops methods and means, the help of which others achieve the goals).
3. Politician (establishes goals and line of behavior in a group, organization).
4. The expert (the person to which is addressed as a source of reliable information or as a qualified personnel).
5. Representative (team in external environment).
6. Regulator (relationships within the group, organization).
7. Source (ideas, information, promotions and punishments).
8. Judge (as well as a peacekeeper).
9. Symbol (example, face collective).
10. Dictator (man canceling individual responsibility: "All claims to me, act from my name", "say that I ordered & quot.
11. Senior comrade (to which they are treated for help).
12. "Goat Scope" (a person responsible for everything in case of failure).
Selected roles are essentially a set of those skills and skills that a strong leader must have.
There is a list of signs of a weak leader.
Weak leader
1. Always faces unforeseen circumstances, as it is not capable of predicting them, feel their approach and prepare them.
2. I am convinced that it knows and owns them best, so everything tries to do himself.
3. Busy details, participates in all matters, because of what he constantly lacks time. Takes visitors, holding a handset in one hand, and another signing the order and at the same time consulting the employee who stands in the written table.
4. Walks in papers in writing desk. And completely incomprehensible, which of them are important, what urgent, and which are not needed at all.
5. Works for 10-14 hours a day, even at night. Started in the office is late.
6. Always goes with a portfolio, which wears unqualified paper from work - home, from home to work.
7. The decision is trying to postpone for tomorrow: after all, the question may decide for himself or someone else will decide.
8. Never solves anything to the end, the burden of unresolved issues lies on his shoulders, presses on the psyche.
9. Everything sees white or black, there are no shades for him, halftone, nuances.
10. Located "from flying an elephant". Random, non-accepted details gives too much importance, it is not able to distinguish the main one from the secondary.
11. Trying to take the best solution instead of accepting performed.
12. Familynamen with subordinates: patting on the shoulder or hugging the waist, trying to buy a reputation of a good manager.
13. Ready for any compromise to avoid responsibility, is inclined to shift the blame for his mistakes on others.
14. Works on the principle of "open doors", who wants to go to the office, when he wants, and for any occasion.
15. When a team is awarded to a premium or award, he is the first in the list, in the presidium takes place in the first row.
Many managers in everyday management activities make characteristic errors. We list typical management errors and recommendations for their elimination.
Transferring solution for tomorrow
This disadvantage is the most common, and huge pile paper on your desk is his first sign. As a rule, we are resorting to the delaying solution in the case when we face tasks, problems or targets are quite foggy if we do not have a clear and clear idea of \u200b\u200bwhat we actually want to achieve. Almost always in such a situation helps the written formulation of the nearest tasks. Try to discuss the problem with the closest employees with experienced people. Find out whether such problems have been before. Install the hard time to resolve issues. Divide the problem on the part.
Performance of half
Being to the limit busy and work creatively - not at all the same. A person can engage in many cases, but to solve only a small part of them. From the point of view of everyday labor productivity and the preservation of its own nervous system, it is more useful to limit ourselves to the final solution of only several problems than simultaneously starting a lot of cases that will not be able to bring to the end. It must be remembered that those who are not solved to the end of the problem with a grave cargo lie on your psyche, while each completed case gives us a sense of moral satisfaction.
The desire to do everything at once
The simultaneous solution of several problems is the surest way to neurosis. You should always remember this. Most of us can intensively address only one problem. Therefore, it is possible to move to a new task only when the previous one has already been fully solved or at least a clear idea of \u200b\u200bits decision is obtained.
The desire to do everything yourself
Management is the feature of the head that cannot be combined with the desire to do everything personally. The task is not to load yourself with work, but to plan, direct and control the work of others. The head is obliged to create such conditions so that in his group, the staff workers work most effectively. He sends and controls the course of planned work.
Belief that you know everything better than others
If some kind of special, non-standard task got up before you - drop a false shame, do not be afraid to drop authority, contact the specialists.
Inability to distinguish between functions
The lack of a clear distinction between tasks, responsibility and service functions very often fails to organize the case. It is necessary to accurately determine the tasks, duties, information channels and the degree of responsibility of each. Then the team will be excluded as the possibility of shifting responsibility for non-fulfillment of the work by one employee to another and duplication of management operations.
The most effective means of combating the duplication of functions and complaints to comprehensive competence - clear and detailed job descriptions, linked to a constantly modernized organization scheme and the changing goals of its activities
Attempts to shift the guilt on others
Many managers often deal with completely useless and absolutely unnecessary. A typical example is shifting guilt on others in case of failure. Useful energy in this case is sent to the past, although it is impossible to correct anything. Where it is more useful to assemble its activities in the future instead - on what needs to be done immediately.
Manual style
The style of the manual is typical of the head of the workshop of activities used in working with people. The leadership style manifests itself in the leader's manner to lead, listen to other people, and in how it organizes the preparation, adoption and implementation of decisions. It can be judged about it by how the personal workplace of the head and the labor of the team heads are organized.
It is customary to allocate three main style of guidance: authoritarian, democratic and liberal. This approach to analyzing and classifying styles is the most common.
Authoritarian (directive) leadership style is characterized by the centralization of power in the hands of one leader. It solely makes decisions, toughly regulates all the activities of the subordinates, without giving them the opportunity to show the initiative. Subordinates should only fulfill what they were ordered, while they receive the minimum of the necessary information. Control over their activities is entirely based on the authorities of the head, who is usually focused on solving purely official tasks, does not trust subordinate, it stops all criticism to its address.
The head, adhering to the democratic style, decentralizes its management authorities. He consults with subordinates who also take part in the development of decisions and receive enough information to have an idea of \u200b\u200bthe prospects for their work. Practiced delegation of functions and powers subordinate. The initiative on their part is in every way stimulated. The activities of the subordinates are controlled not only by the head, but also activists.
Liberal (conscious) leadership style is characterized by the minimum intervention of the head in the activities of subordinates. The head acts as an intermediary to carry out contacts, providing its subordinate information and materials necessary to fulfill work. Usually, it goes on a self-shot, it acts only when the pressure is put on it - either from above, or below. Conservative. Never criticizes the bosses, convenient as a subordinate. She is inclined to influence vanity, the establishment of personal contacts. Critics listens, agrees with her, but does not take anything. As a rule, one or two people are put forward from the subordinate, which actually manage the group and save the case. In some situations (creative periods in the paper), such a style may be optimal, during a short time.
Other classifications of the style styles are possible.
At the same time, the head can act as the role of the leader and as an administrator.
What is the difference between the manager-administrator from the leader leader?
The main difference is that the leader does not command, does not order on the crime to the workers for the sake of achievement any, sometimes far from their understanding, goals, and leads people to solve problems common to the team.
The head of administrative type is always oriented (or almost always) on demands on top, on those who prescribed it, from the relationship of which his career depends. The needs of a managed team for him are only inspiring, because there is an indication of the higher managers to be sensitive, engage in the socio-household and professional needs of subjudices. He holds a line, perhaps, absolutely correct, not interested in or a little interested in attitudes towards her who they put it. For him, all subordinates - one person. He distinguishes them not as a person, but as workers - only by the degree of inclusion in solving the tasks dictated from above them.
Administrative management style eliminates the equal exchange of critical comments: you will not argue with the administrator. He fixed to the creation and strengthening of his dominant position in the team practically by any means and is absolutely convinced that people need hard hand, in the head, decisive everything for the team not only in large affairs, but also in trifles. Since for the administrator, all the people below in the management hierarchy are the same, the same means to encourage their activities, among which it sets the methods of direct command impact (pressure, coercion, punishment, control, intimidation, and t .P.).
In weak manifestations, the administrator - a person with whom you can coexist, but to cooperate not for fear, and for the conscience - hardly. Often, the head of this type is punctured, unceremonen, rude. It is characterized by a dual psychology: "up" - preference, "down" - contempt. In secret, he would like to increase its independence from the manual and enhance the dependence on itself of the people below. Often he identifies himself with the organization that manages.
Unappy administrator principle - "All means are good to achieve the goal", which in fact does not mean that at all costs can be obtained.
The administrator deeply believes that people are all squeezed or, more precisely, must be squeezed from their boss. And if they do not want, they must be forced, force, put in place. At the same time, he considers it permissible to apply any evidence of the superiority of representatives of leadership over ordinary employees.
The head of this type most often does not tolerate criticism. Neglecting people is a consequence of the fundamental installation of the administrator - "I am above others, since I am at a higher position", "my advantages are indisputable, otherwise I would not entrust this responsible work." People submit to him not as an employee who has intellectual and professional advantages (although they may be really inherent), and because of the fear, to hit him unceremonious, degrading, sometimes derogatory criticism.
Socially acceptable and effective in modern conditions is the guidance of people implemented in the form of leadership. What characterizes the leader? First of all, its ability to perceive the needs of the team, his problems and perform the share of work on their satisfaction and the solution that the remaining members of the team take over for any reason can not. The leader can perform in many amplua, then this is a large-scale leader (or even universal), or be narrow-repilted, highly specialized. Employees usually correctly catch this distinction and are not confused, with what question to contact him. It follows from this that the leader in one respect may be driven in another. The leader knows what the interests of those people with whom he is connected to work is able to understand the difficulties (problems) and a separate person, it feels who in it needs. He is ready to defend the interests of employees, has a well-developed ability to understand and clearly express the common interests of the team. I am ready to enhance the person with whom it is unjust. Puts questions about the needs of the team before leadership. It is capable of understanding what people are preferred to silence, catch and express the general opinion of the team members on any important issues for them. Ready to sacrifice personal interests for the interests of the team. Maybe independent of the post office, to accept the functions of the representative of the team. Persistent in defending the interests of colleagues. It is able to involve people in the discussion of the problems of the team, to perform with proposals for the satisfaction of subordinate needs.
Thus, the leader is a person with representative inconsistencies and abilities. He is an expressive of positions common to the team. That is why people unite around him and go after him even when the questions raised them directly do not affect their personal interests. A person becomes a valid leader not only because he is capable of expressing the interests of people. It practically acts that the needs of people satisfy right.
The leader is able to involve people in activities without giving direct regulations and teams. He is highly endowed with a "feeling of elbow", knows how to convince, inclined to encourage. He possesses an informal authority (he is obeyed, they go after him, even if he does not occupy a governing post). The leader is optimistic (I am confident that the overwhelming number of problems that arise in front of people are solvable). Able to plan to work together with the interests and opportunities of each member of the team. People without much fluctuations agree to participate in the affairs, which he organizes, as they know that he will not offer them useless work. It is capable of involve people in doing the work required by the team, but not very beneficial for individual employees. It is able to use for the adoption of collective solutions to opinions and assumptions opposite to their own position. Able to captivate people to perform unplanned tasks.
The leader is a person who is not due to formal subordination or because of fear before the bosses, but because he has the abilities and the ability to turn the works organized by him into interesting and attractive to others. He leads to people, and does not threaten punishment for actual or imaginary misses in work. This, however, does not exclude the use of punishment. But if he resorts to them, it is not often so thought out that the dignity of people does not humiliate.
There is such an idea: a person leads to people only when it can console them in a difficult moment. This is more true. If a person respects people, treats them benevolently, tend to help them in search of fair decisions, is able to empathize, knows how to approve, express sympathy, if, besides, it is helpful and polite, people will reach him. The leader with the installation on consolation finds time to listen and knows how to do it, seriously when discussing the personal difficulties of employees, the optimistic approach to problems causes faith in people in their strength, knows how to keep confidential secrets.
The main quality that leads to such human type is confidence in people. And when a person trusts people, they usually answer him the same.
But the quality of the comforter will benefit the case only if they are balanced by the installation on a rational analysis of the problems with which they are addressed to the leader. Some consolations, without analyzing ways to overcome difficulties and without practical actions aimed at solving problems, cannot serve as the basis for prolonged influence on other people.
To achieve success in management activities, the head must develop creative abilities:
Initiative;
The ability to solve non-traditional problems;
The ability to closely approach any tasks;
Critical gift;
Alternative (multivariant) thinking, the ability to see the problems where everything is clear to others;
The ability to recognize disadvantages in well-working systems;
The tendency to improve everything;
The ability to psychologically rebuild when conditions change or fundamentally new tasks arise;
The ability to act contrary to the opinion of people;
Installation on solving non-traditional problems Contrary to the usual schemes and approaches;
A tendency to independence (in particular, the preference for working with a leader who does not detail the tasks);
Innovation;
Mood against all manifestations of vigilance;
The ability to perceive critical comments as pointers of directions for improving the case or as a source of new ideas and new approaches;
Openness to everything new;
Risk ability;
The inclination and ability to put forward a lot of ideas when discussing problems.
The modern leader, being an undisputed leader, at the same time must have a skill when it requires circumstances, use administrative management methods. In other words, in order to manage people, he must: master the art of managing itself as a leader and as an administrator; To think systemically, panoramic (wide, comprehensively) and at the same time professionally objectively, with knowledge of parts and subtleties of the management process; Understand, accept and use points of view, positions, opinions opposite to our own, and at the same time hold their own principal line; not to succumb to the non-small nazhi from above and at the same time not to be in opposition to the management; be able to disagree without being unpleasant; To be inclined to take new ideas, introduce informed innovations.
Speaking about the personal qualities of managers, successfully implementing innovations in subordinate organizations, divisions, most often noted:
Organizational abilities;
High professionalism;
The desire for self-affirmation, self-realization, success.
The organizational abilities of managers are a complex personality education, which allows you to quickly and effectively solve the management tasks of the subordinates. It includes the creative potential of the head, its intellectual and communicative features, emotional-volitional characteristics, pedagogical capabilities, and also caused by such features of nature as energy, optimism, etc.
In relation to innovations, the organizational abilities of the manager can be assessed in the following indicators:
Cognitive activity (the need for an active decision of official tasks with the involvement of new, non-standard means and methods);
Transformation of the task to introduce a new experience in the "own" problem;
The speed of solving the innovation problem;
The presence of several solution options for organizing innovation;
Depth of prediction and anticipation of the result of innovation;
Positive emotional attitude to an innovative problem;
Fullness of actualization of knowledge and skills (professional, legal, managerial, psychological, pedagogical, etc.).
Organizational abilities are manifested in purposefulness, activity, the ability to attract the innovation of specialists, to enlist the support of the higher authority. Perfect managers support contact with all subordinates, with many colleagues and managers of other departments.
American Specialist in the Psychology of the Department of the Arms Simon notes that it supports contacts about 1000 people. Each of them, in turn, supports relations about other 500-1000 people unknown to him. Therefore, to get an answer to some question, it is enough for several phone calls. Applying in a similar way, you can not only maintain a high level of awareness, but also to develop a certain behavior strategy.
Depending on the relationship of managers to innovations, the following management styles are allocated.
Conservative - oriented to the usual, repeatedly proven in practice ways of work. In the structure of the personality of such a leader, social stereotypes on all three levels are very sustained: mental, behavioral and emotional. It refers to the new one with prejudice, mockingly, the proposals of subordinates rejects, and at the initiative, it tries to shift the work on introducing on deputies or stretch the time.
Declarative. In words, the head supports any innovation, and in fact, conducts only those of them that do not require high labor, energy and risk.
Hesitating. The head is afraid of innovations, has no point of view; Decisions in the field of innovation depend on that under the influence of whom the head of his deputies is located; Takes opposite solutions with the same ease, often change them.
Progressive. The head is constantly looking for new, more economical ways to achieve the objectives of the organization; He possesses a little on a new, advanced; Deeply thinking proposals, regardless of who is their initiator; carefully calculates all the options; Going to a reasonable risk.
Obsessed. A variety of changes in restructuring are a mania of such a manager. It does not bother with a deep preliminary calculation and justification, implements innovations by samples and errors.
It should be, however, to keep in mind that in its pure form data of the guide styles are rarely manifested.
The innovations themselves may be:
Material and technological (new programs, technology, computerization of activities, etc.);
Economic (new stimulation systems, financing);
Regulatory and legal (making proposals in different types of regulatory documents, internal regulations, etc.);
Management or organizational structural;
Personnel (use of psychodiagnostic methods, psychotraining, etc.).
In general terms, the influence of the nature of innovations on their susceptibility can be represented as:
Promotes perception:
Promotes resistance:
Compliance with the needs of practice;
- uncertainty between the content and needs of practice;
One-mindedness (simplicity);
- complexity (complexity);
Initiative from below;
- indication from above;
Minor changes.
- radical changes.
The features of modern commercial activities are also related to the number of factors affecting the perception of innovations. They can be divided into two groups: objective and subjective (socio-psychological).
Objective factors are inherent in the organizations themselves. It:
Closeness of internal information;
Degree of regulation of activities;
Centralization of management;
Available resources;
Mode of mode;
The size of the organization, the institution, the number of its employees;
The period of existence.
Subjective factors include all that is associated with the psychology of employees.
Prediction of the implementation of any innovation in the institution is based not only on the analysis of the psychological mechanisms of its implementation. It is important to have an idea of \u200b\u200bthe reactions of employees in the process of acquiring a new experience.
Often innovations are associated with the concept of psychological barriers arising as a reaction to any innovation.
Types of psychological barriers to innovations
Barrier professional incompetence. It is associated with misunderstanding the essence of innovation due to the low professional training of individual workers. This is characteristic of more often young employees who do not have great practical experience and in the lowest positions. Elements of insufficient professional competence, dilettantism are also among the leaders.
To overcome this psychological barrier, it is necessary to work on improving the professional skill of personnel, introduces workers with the essence of innovation, it is argued to show its advantages, disclose existing for its implementation, etc.
Barrier reinsurance. His essence consists in concerning subordinates that the innovation may cause negative consequences, in the waiting for the support of the innovation by higher management, in the desire to avoid responsibility in implementing and progressing with written instructions, instructions, orders, etc. At the heart of this barrier, the administrative-team management style of management is based on the barrier, the prevention of the initiative, the desire to evaluate employees not by abilities and results, but for personal dedication and execution. Therefore, one of the fixed means of overcoming this barrier is to restructure the style and methods of working management personnel, changing the criteria for the assessment of subordinates.
Barrier skill, habits, traditions. Practice shows that one of their subjective difficulties for employees is the need to change existing methods and methods of working with people, technical means, and office equipment. Former skills of labor activity give an advantage over new, allow you to work quickly and without tension, contribute to public recognition. Therefore, it is natural that all new, which deprives a person of these advantages, seems to him ineffective and inappropriate. This barrier most often occurs in people with long work experience in one place. Young employees are easier to master innovations, are increasing faster to new working conditions, are actively involved in the struggle for achieving new goals.
The idyll barrier manifests itself from employees who have a good financial situation are fully satisfied with the conditions and results of labor. They do not want to risk, they prefer calm, no state of affairs evaluate. Their slogans: "I'm modest", "not sticking out", "I and that enough, what I have achieved", etc. The struggle against such psychology is one of the conditions for accelerating the process of restructuring the activities of commercial structures in new conditions.
Barrier fear lose remuneration. The upcoming technical, technological or organizational changes cause individual subordinate fear of reducing remuneration (salaries, premiums). It shines their activity. Therefore, for such people, it is necessary to reveal the prospects for the growth of professional skills, raising the level of material well-being.
Barrier changes in place of work. Many employees are afraid that as a result of innovation, the state reducing can follow, move to another position.
However, psychological barriers can form and relatively already existing orders, which for one or another no reasons cease to satisfy people. In this regard, without discarding the need to study this phenomenon, the head should have a submission and other typical reactions of employees on innovations, in addition to psychological barriers.
In addition to psychological barriers, the following possible psychological reactions of subordinates on the situation of organizational change are distinguished.
Adoption of innovation and active participation in its implementation.
Passive adoption of innovation is mainly under pressure from the circumstances or socio-psychological mass phenomena expressing in imitation and suggestion.
Passive rejection of innovation, expectant position, the position of attentive study of the negative parties related to the innovation.
Active rejection of innovation, performance against, appeal to experience and theory.
Active rejection associated with the provision of anti-innovation, that is, the rejection of actions and actions.
Another position is highlighted, in which the above mentioned positions may be presented: partial adoption of innovation and immediately a situational rejection of it.
What are the psychological states and mechanisms underlying each of the typical innovation reactions? Understanding the initiator of the introduction of innovations of these mechanisms will allow to form the motivation of employees aimed at making innovations and reduce the level of negative relationship.
For example, the following complexes of motifs affect the active participation in the implementation of innovations.
The first type of motivation is based on unconscious motivation to active adoption (at installation). Motivation of this kind usually occurs when the innovation is caused by all previous circumstances and conditions. Such an entry for the innovation is shown in its expectation, in high activity when communicating, in increasing various proposals and forecasts, in the manifestation of the initiative when changing existing service and functional relations, in the cohesion of the team around common significant goals and objectives.
The second type of motivation is based on the possibility of personal purposes and usually occurs when the innovations open the opportunity to implement plans for the future, self-affirmation and self-examination.
The third type is the sets of motifs associated with a sense of debt. It is manifested when the subordinates are consciously focused on socially significant values, and innovation involves the achievement of a high economic or social effect. This motivation is peculiar to people in whole, socially and professionally active.
All these three types of motivation are mediated by certain individually psychological properties of employees: the peculiarities of their temperament, character, abilities. In some cases, these properties can act independent motifs of the adoption or rejection of innovations (for example, when the personality of the employee is characterized by the narrowness, lack of knowledge, interests, self-knowledge, understanding of its own life strategy, etc.). In this case, we can talk about the well-known predisposition to innovations of people who prefer the change of activities, systems of relations, distinguished by a rapid change of moods, etc.
The basis of passive adoption of innovations is followed by the example of others. This may be due to the fact that the innovation for some reason is insignificant for an employee or he has enough information to decide on its relevance. This type of behavior is characteristic, first of all, the installation on the opinion of the entire team. It is usually formed in cases where the team is cooled and stable. This orientation is as if intermediate. During the innovation, people with such motivation manage to more clearly determine their positions. If the team is highly developed, the staff begin to actively support innovations, otherwise the passive rejection of innovations occurs.
The passive rejection of the innovation causes the exit and the close study of negative phenomena accompanying the innovation. Such behavior is based on complete satisfaction with the existing position of things and unwillingness to endure inconvenience and various kinds of voltage due to the introduction of innovations.
In the formation of this motivation, the negative experience of previous innovations or a high level of conservatism in the personality structure of employees can affect the personality structure.
The active rejection of innovations is expressed in open speeches of employees, often with an indication of the ineffectiveness of such experience in other divisions.
The main motives here are:
Changing the service role of employees in the structure of functional relations towards its leveling;
Changing the content of official duties and related to the restructuring of knowledge, skills and skills;
Informational insecurity of innovations;
Conflict relationships in the team, as well as in the system "Head of 0 executive".
A good leader should take into account the outlined motives and factors in the implementation of innovations. Modern management psychology gives practical recommendations regarding management style.
The most acceptable for managers are as follows.
Speak as much as possible "I", more - "we".
Learn to manage yourself - only then you will gain the ability to competently manage others.
If what your employees do is rooted with your ideas, give them a maximum of freedom.
Speak to forget the old errors and misdemeanors of the subordinates.
Be a little.
Be polite and patient. Remember: Brand - a sign of weakness, powerlessness.
Judge yourself and let you joke subordinates.
Do not be afraid if your subordinate competent you in your business.
Check out every start of the employee.
Do not make comments subordinate not only in the presence of his subordinates, but in general in the presence of other people.
Do not use your power until all loyal means are exhausted, but then apply power to full force.
Openly admit your mistakes.
Before making decisions, ask yourself five questions "why":
Why and why is it done?
Why is it done exactly?
Why does that?
Why is it done at such a time?
Why is this way done?
The answers to these questions will clarify the situation, make your decision more reasonable.
Be confident, do not tend to obstacles.
Learn how to cause subordinate to the conversation and stop them on time.
Collect around yourself capable and active helpers.
Do not limit the rights of subordinates, do not sink their initiative.
Learn not to sneak in the trifles - transfer the subordinate part of your authority.
Keep subordinates in a tone, never undontroll them tasks.
Rail a personal example. This is especially true for discipline, execution and commitment.
In working hours - not a minute of idleness for yourself and subordinates.
Maintain order on your workplace.
Conduct everyday control over the activities of the subordinates without replacing it with petty care.
Criticize only positively and constructively, and not for criticism.
The structure of structural criticism should include the following elements.
1. A clear idea of \u200b\u200bwho (and that) should be primarily in the spotlight: firstly, employees who do not work poorly; Secondly, the employees who do not make the work, which is not prescribed, but useful for business; Thirdly, the intellectual psychological and ethical features of subordinates that prevent them from switching to new techniques of work.
2. Indicates the essence of shortcomings, misses, errors or features of people inhibitory.
3. Description of the process leading to a failure in work.
4. The identification of a person primarily guilty of a negative result.
5. Detection of other people, directly or indirectly involved in a negative result.
6. Analysis of the conditions in which it turned out to be a possible failure.
7. An indication of people involved in creating such conditions.
8. Presumageous clarification of the internal psychologically reasons leading to a person to the fact that it became a brake of useful activities.
9. Qualification of the lack of criteria: repeatability (regularly repeated or random); significance (key or secondary); The consequences (already having a place or potential).
10. Forecasting or presumptive description of the consequences arising from a criticized event (for the organization, for criticized and for members of the labor collective as a whole).
11. Accentuation of attention on issues related to those who (infeit) suffered from a criticized situation and who (sfamilically) is forced to ensure the achievement of goals in the conditions created by the negligence of criticized.
12. Assessment of a negative event and people involved in a criticized result, indicating the responsibility measure.
13. Specific proposals on the liquidation of deficiencies.
14. An indication of the inability to allow repetition of events that demanded critical analysis.
Tips criticizing
Your main principle should be the belief that everything that was done earlier can be done better - if not in general, then in detail.
When analyzing any problem, proceed from the fact that, if useful is not done at all or is not done as it should, it is necessary to seek first to seek someone who is profitable.
Before proceeding with the critical analysis of the negative situation, try to find out if it is impossible to correct the case without criticism.
Before you criticize against any employee, try to extremely clearly define the goals of criticism (which and how specifically it should change). Criticism is not an end in itself, but a means of improving work.
Prior to the start of critical analysis, it is useful to find out the position of the criticized essentially negative event: it is possible that it will be a pulse to correct the case.
Remember that the mandatory conditions for the success of the critical analysis of any employee are knowledge of its way of perception of criticism and the choice of the appropriate form of critical impact.
An objective basis of critics should be accurate and detailed knowledge of what happened and what are the consequences of non-fulfillment or poor performance. Otherwise, the criticism becomes vulnerable due to possible actual errors and inaccuracies and, accordingly, due to errors in estimates.
Critical analysis should be universal, that is, to concern everyone and everything that is being done in the organization (department, service, group); There are no closed zones and inviolable faces for him.
Do not reject offers before and without analysis.
Before expressing a critical remark, listen to the position of the criticized to the end.
Do not stumble the actions and statements criticized in order to disseminate it "in the fluff and dust."
Before making a critical remark, set out your understanding of what is going to criticize.
Criticism should have sufficient emotional potassium to touch for living, but at the same time she should not turn employees in irreconcilable enemies.
If during the discussion it is impossible to immediately indicate how to fix the situation should, at least, to call the surnames of those who could do this.
Criticia, do not declare the guilty of many people. Specifying on the one who is guilty, first of all, determine the measure of the responsibility of others; Without this, criticism is deletent.
Qualify the essence of the damasha, open its subjective reasons.
Take into account the motives of actions criticized (for example, I wanted to do well, but it turned out badly), but evaluate the result on objective consequences.
Do not smooth sharp corners - it can lead to repetition of negative phenomena.
Do not disregard not a single case deserving criticism, but direct your critical activity primarily on key areas.
Do not forget that the criticizing is moral, but at certain cases and legal responsibility for conscious distortion of facts.
Provide the criticized right to control and the ability to implement it.
Do not criticize in general words ("We know it", "he is a bad person", etc.) without an accurate indication of the error. It is impossible to make final evaluation conclusions in the absence of sufficient information on the essence of the criticized event or actions of the employee.
It is impossible to use concepts or speech forms, insulting the dignity of a person.
Represent evidence of personal guilt criticized.
Guide the principle of the relevance of the form of criticism (a sharp uncompromising criticism of a novice employee can bring more harm than good).
Criticize benevolent: the task of criticism is to help an employee, and not to hurt his pride.
Do not criticize the person until they listened to the end.
Do not repeat (neither publicly, none one) critical comments against a person who has corrected the case.
Be extremely correct when you criticize the unpleasant people: it is easy to make a mistake of the condemnation of condemnation for the sake of condemnation due to hostility.
Criticizing subordinates, do not suppress the sense of independence in them.
Teach employees self-critical on their example.
Critics Do not destroy confidence between employees.
Remember that when pronouncing a critical speech of a person, you can insult not only by words: Pose, gestures, facial expressions are often no less expressive.
Do not forget that a good manager makes comments as the deficiencies in the work of subordinates are found, the bad - sails them for public separation.
Note that the criticized constructive perceives comments if they are accompanied by reminders of its abilities.
Be self-critical: this is also criticism, because the shortcomings of the head are multiplied by the number of subordinates, for which this manager is authority and an example for imitation. You must cancel the decision of the subordinate only if you offer the best. Requires the execution of certain rules and norms, check if you follow them yourself.
Criticize in this form so that the criticized understand that he is personally useful (beneficial) the correction of the case.
Here are some possible options for critical estimates.
Capturing criticism: "Nothing. Next time you do better. And now it did not work."
Critica-reproach: "Well, what are you? I counted on you so much!"
Criticism - hope: "I hope that next time you will make this task better."
Criticia-analogy: "Previously, when I was like you, I made one day exactly the same mistake. Well, I got from my chief!"
Critica-praise: "The work is done well. But not for this case."
Impersonent criticism: "In our team there are still employees who do not cope with their duties. We will not call them surnames."
Criticity-concern: "I am very concerned about the current state of affairs, especially in such employees, like ..."
Criticism-empathy: "I understand you well, I enter your position, but you will sign in my. After all, it is not done ..."
Criticism - regret: "I am very sorry, but I should note that the work is done poorly."
Criticism-surprise: "How?! Did you not do this work?! I did not expect ..."
Criticism - Irony: "Delivered, did and ... did. Only as now in the eyes of the leadership will look?!"
Criticity-hid: "I knew one person who did just like you. Then he had to ..."
Criticia-softening: "What did you do so inactively? And not on time?!"
Criticism - Note: "Didn't do it. Next time advise."
Criticia-warning: "If you make such a slip, put on yourself!"
Criticity-demand: "work you have to remake!"
Criticia-call: "If so many errors, and decide how to get out of the position."
Constructive criticism: "The work is incorrect. What are you going to do now?"
Criticism - fear: "I am very afraid that the next time the work will be performed at the same level."
All these forms are good, provided that the subordinate respects his boss and appreciates his opinion about himself. Wishing to look in the eyes of the head adequately, the employee will make every effort to correct the situation. Especially if the criticism was gentle.
When the subordinate refers to the boss is unfriendly, it is better to combine negative ratings with positive.
