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Social psychology of management. Social and psychological functions of management

Social management psychology is a branch of psychological science that studies individuals and groups in the social management system. Social psychology of management streamlines the contradictory interaction between individual, group and general interests for their joint implementation. Social psychology of management ensures the regulation of social relations that determine the position and role of people in society, the direction of their interests, the content and intensity of activity.

Object of social psychology of management- joint activities of teams and groups of people to create material and spiritual values, requiring organization and management.

Subject of social psychology of management- leader and other bearers of certain socio-psychological functions.

Structure of management activities

The analysis of a manager's activities is approached as a professional activity - managerial, with its inherent socio-psychological, ethical and pedagogical characteristics. The activity of a manager is defined as a type of professional executive and administrative work in the field of managerial relations.

Managerial relations are relations between people regarding the organization of joint life activities that arise during the interaction of people participating in social management, i.e. in the process of performing their functions to streamline and develop the life of society and its subsystems.

Types of management relations are stable general connections that arise between subjects of management activities in the process of realizing the goals of the functioning and development of the management object.

To lead means to be able to manage the people, economic resources and time given to the organization to carry out the plan. The team leader is a worker, he receives a salary for his work, he has clearly defined rights and responsibilities, and his own professional principles of work. Educational institutions prepare professional leaders. Scientific methods of selection, assessment and active psychological training of management personnel are being developed.

Managerial work is a type of professional mental work aimed at ensuring unity, consistency, and coordination of the expedient activities of people united in labor associations. Social psychology of management involves the study of the socio-psychological aspects of the managerial activity of a manager in relation to the actions of his subordinates determined by this activity. The emphasis is on the managerial activities of the leader. Its immediate basis is the power of the leader, and the means of implementation are the form, method and style of management.

The socio-psychological form of management is a way of organizing the interaction of management subjects, the relationships between them in the process of their joint activities.

The socio-psychological method of management is a method or set of techniques, operations and procedures for preparing and making, organizing and monitoring the implementation of management decisions.

Development of democratic principles in management modern production constantly requires improvement of organization and strengthening of conscious labor discipline. IN modern conditions this cannot be achieved without the leader’s knowledge of the basic patterns of group behavior of people and relationships in the team, the ability to educate and stimulate subordinates. In this regard, in the activities of work collective leaders, the role of methods of not only legal, but also socio-psychological regulation of relationships is increasing. In order to effectively use such methods, the manager must undergo a course of psychological training in the basics of managerial work, have a good understanding of such phenomena as leadership, socio-psychological climate, perception and assessment of people, group norms and conformist behavior, psychological compatibility and “workability,” interpersonal conflicts.

The modern head of a work team often has to play the role of a leader, the initiator of this or that undertaking, and lead people through personal example. And here we cannot do without scientific knowledge about authority and the mutual influence of people on each other. The patterns of role behavior in certain management situations have become the subject of special analysis and training of management personnel.

The most important functions of professional management, as is known, are: planning, organization, control, decision-making, social development, stimulation and motivation (understood as encouraging employees, their timely rewards and punishment). The performance of each of these functions has its own psychological specificity and requires special knowledge and skills. The implementation of management functions is carried out in the process of organizational activities, the successful solution of the tasks of which requires organizational skills. The essence of these abilities, for example in a production foreman, is the ability to achieve cohesion and integrity of the work team as a system of interaction between human and technical and economic factors, to ensure the rhythm and efficiency of work. The master, as a professional manager, is obliged to know the patterns of people’s behavior in order to effectively set up all processes of interaction in the team in the right mode.

Thus, within the framework of social psychology, the structure of a leader’s activity can be considered multifunctional, combining managerial functions with organizational abilities. Very important, and sometimes leading in the activities of a leader, is its educational orientation, i.e. targeted impact on team members and their pedagogical education.

The socio-psychological principle of managing people is that it must be prompt and psychologically effective in its impact on the personality of subordinates, which is achieved by clearly defining the task and goals of activity, taking into account the capabilities of subordinates and objective indicators of their behavior and work.

In this aspect, the importance of managerial ethics and moral incentive factors is especially great.

Management ethics are the moral principles of the activities of management workers.

Moral stimulating factors - publicity of encouragement, positive assessment of the work of a subordinate, ease of communication by the manager and his accessibility to subordinates.

In production management practice, there are cases of arbitrariness. When faced with such facts, it is necessary to keep in mind that many forms of interpersonal conflicts, rudeness and tactlessness in relationships are often provoked by poor organization of work, which reveals the negative aspects of human relationships. It makes more sense for a manager to establish and strengthen labor discipline using organizational and educational measures rather than administrative measures. But along this path, conflicts usually await him.

Analysis of social conflict is a type of management activity for studying a conflict situation. The ethics of a leader’s behavior in situations of conflict with subordinates is not to avoid them, but to, when resolving a particular conflict, criticizing a subordinate, not destroy personal contact with him, protecting the person’s personal dignity.

Social and psychological training, business and situational role-playing games, analysis of specific situations, training in the art of business conversation and personal influence on people help a modern leader acquire the skills of such professional behavior.

There is no doubt that when nominating a person to a leadership position or recruiting a personnel reserve, it is useful to take into account what qualities or abilities a particular candidate must have so that he can successfully cope not only with production tasks, but also with the issues of educating people and regulating their relationships. At the same time, it is necessary to take into account the specifics of the team, which one or another candidate will lead. It’s one thing to lead a team of workers, it’s another thing to be the leading engineer of a creative group at a research institute or design bureau, or to head an enterprise or association.

The different specifics and scale of managerial work place different demands on the qualities and level of professional training of a manager. Each type of joint labor activity has its own characteristics, and each team has its own group entity. The combination of these social qualities requires adequate qualities from the leader. That is why his activities must be distinguished by professionalism, and special selection of candidates for leadership and preparation of them for the performance of their future duties is necessary. To manage a specific team, it is desirable to have a manager with a specific personal and personal structure necessary for this work. business qualities, cemented by a high professional orientation.

In modern conditions, the study and assessment of people’s abilities for leadership activities becomes more important, the more large-scale, responsible and complex domestic political and economic tasks become, the more the results of collective work begin to depend on the degree of coherence of actions, on interpersonal relationships, trust and mutual assistance, cohesion , conviction.

The structure of a manager’s activity includes, as subjective elements, all of a person’s own needs in such activity and the systems of relationships formed on their basis to his work, to himself, to his subordinates and superiors. As special studies show, the degree of activity of managers' needs for communication and contacts with subordinates, for information, decision-making, etc. significantly depends on the content of the work of managers, profession, official position, length of service and experience, degree of independence in performing functions. Within the framework of workshop management, for example, it was noted that the higher the level of management (heads of workshops and their deputies), the higher the satisfaction of special needs in management (decision making, planning, control), but the lower the satisfaction of needs in non-specific activities - in contacts and communication with employees. Consequently, with an increase in the level of leadership in the structure of a manager’s activity, a redistribution of its components and functions occurs in the direction of expanding independence in decision-making and increasing the subjective significance of socio-psychological factors.

The authority of a leader is one of the essential aspects of the problem of individual authority in a social organization. Therefore, we will begin with a description of personal authority in general, and then consider the features inherent in the authority of a leader.

The phenomenon of personal authority can be viewed from different angles, but three of them seem to be the most important - this is its essence, the psychological mechanisms that determine its influence on other people, and the final effect to which it leads.

The essence of a person’s authority is determined by the significance that a particular person has for other people as a member of a team and as a participant in socially significant activities. It follows from this that the most important factor The authority of a person is the objective value of his properties, which is revealed in the course of joint activities with other people. In this regard, all socially significant properties of a given person are attributes of authority. However, the decisive moment in each specific situation of an individual’s interaction with other people is the subjective value of its properties for these people, which is formed under the influence of their perceptual images, value attitudes, and value judgments. This allows all socially significant personality traits to be considered the basis of authority.

Authority is the result of reflection in the minds of people of social significance, value, and usefulness of those properties that are inherent in a given person as a member of a social community and as a subject of socially significant activity.

This understanding of the essence of personal authority makes it possible to explain the features of its motivating influence on people, carried out through the psychological mechanisms of suggestion and imitation. In this regard, authority acts as a special socio-psychological property of a person, which has a pronounced incentive effect. Any personality trait has a greater or lesser stimulating effect depending on the significance it has for us.

Authority is a certain integrative property, which is formed on the basis of professional, moral, and intellectual properties. The powerful motivating effect of the phenomenon of authority is explained by the summation of the meanings of these personality properties. However, authority as a socio-psychological property that arises in a person’s joint activities with other people can be lost if a revaluation of the “basic” personality properties occurs.

Characteristic forms of manifestation and existence of the incentive effect of authority are suggestion and imitation. According to A.G. Kovalev, suggestion is a way of influencing people on each other, and imitation is a way of reflecting this influence in the process of communication.

In this case, we are primarily talking about the so-called unintentional or involuntary suggestion, which, according to V. M. Bekhterev, can be carried out unnoticed by the person who perceives it. And the higher this “invisibility” of the influence of an authoritative person, the more it seems to us to be self-evident, the greater the authority of this person we have.

Imitation is a form of reflection of the incentive effect of individual authority. The most typical form of imitation of an authoritative person is the so-called involuntary imitation. Such imitation is almost not realized, although this does not exclude control on our part over changes in the personal characteristics of an authoritative person, their subjective value for us. But this is a secondary form of imitation of an authoritative person, which is preceded by the so-called voluntary imitation, when we quite consciously imitate his behavior, follow his actions, share his views and tastes.

It should be briefly said about important role beliefs about the problem of personal authority. Unlike suggestion, this psychological phenomenon is not a form of manifestation of personal authority.

Persuasion is a means of strengthening and maintaining authority, implemented in the speech activity of an authoritative person.

Under the influence of the listed psychological mechanisms, our opinions, views, attitudes, and behavior patterns reflectively change, acquiring characteristics inherent in the opinions, views, and attitudes of an authoritative person.

According to the concept of X. Kellman, changing our attitudes can be carried out in three forms: internalization, identification and external submission. The most profound change is achieved in the first case.

Internalization is a change in attitudes when the opinion of an authoritative person is included in our value structure, becoming our personal opinion.

Depending on the nature of the foundations of a person’s authority, three of its forms are identified: moral, functional and formal authority. The foundations of the first are a person’s worldview and his moral properties. This form is the core of a person’s authority, because it is determined by the system of social relations and the socio-political structure of society.

Functional authority is formed on the basis of a person’s professional competence, his various business qualities, and his attitude towards his professional activities. Together with moral authority, they form a single personal authority of a person, which to a certain extent opposes that type of personal authority that can be called “formal” authority. The basis of the latter, in essence, is the social position that a person occupies in the social structure. The most significant type of formal authority is the official authority of a leader, the characteristic basis of which is power. Any social organization cannot function effectively if the authority of the individual is not formalized to the necessary extent. If an organization is structured in such a way that all its members have moral and functional authority and none of them have formal authority, then such an organization will not be able to function normally - the personal preferences of its members will prevent this.

The role of formal authority as a form of fixing personal authority on a certain social level; formal and personal authorities can complement or contrast with each other. A long-term and significant divergence of these forms of authority can lead to the loss of formal authority, i.e. to a change in the social position occupied by a person. In other words, the formal authority of a leader must constantly be supported by his personal authority.

The integration of all three forms of personal authority is achieved within the framework of specific social roles performed by a person, which leads to the formation of the total authority of the individual as a subject of a social role. This is the really existing authority of the individual, inherent in every person as a member of a social organization. This real phenomenon is formed not on the basis of some individual, albeit very important, properties, but on the basis of their aggregates - “evaluative standards” into which they are combined under the influence of special socio-psychological factors. These standards are updated for each of us when assessing another person and, according to A. A. Bodalev, play the role of unique standards. Based on them, we attribute this person to some psychological type people, the idea of ​​which we had formed earlier.

In teams that differ in the nature of their activities, forms of communication, and structure of value orientations, “evaluative standards” of different content and factors operate. Thus, in student groups, the study revealed four standards of authoritative and three standards of non-authoritative people. Some of them are united by the factors “general personal development” (informativeness = 25.8%) and “effectiveness of persuasive communication” (inf. = 20.1%). They act as certain selection criteria, on the basis of which an individual is recognized as “one of our own” and the issue of the level of his authority in the team is decided. Other evaluative standards are more specific and are associated with certain characteristics of the personality and professional activity of the person being assessed.

In the primary production team, there are different evaluative standards of authoritative and non-authoritative people. Factor analysis, in particular, revealed that the personality traits of the leader of the primary production team, which are most closely related to his authority among workers, are combined by the factor “effectiveness of organizational activity” (inf. = 30.2%). These are the foundations of the moral and functional authority of a leader.

Among the bases of moral authority, the most important are the properties that express attitudes towards people: self-control, understanding the needs of subordinates, goodwill, etc. These properties are of particular importance in women's groups, in which the lack of authority of the leader is directly related to his negative characterological qualities: irritability, conceit, harshness in dealing with people. Such qualities are united by the factor “negativism” (inf. = 10.1%).

All the bases for a leader’s moral authority are assessed not simply as personality traits, but as features of his organizational activities. L.I. Umansky showed that the so-called “psychological selectivity” is the most important specific feature of talented organizers.

Psychological selectivity is a property that consists in distinguishing specific people from a number of others, in selective sensitivity to their psychological characteristics. Psychological selectivity is characterized by the stability of interpersonal relationships. It is supplemented by a group of properties that characterize the psychological tact of a leader.

Psychological tact is the ability to find the right tone, the right form of communication with a person. Psychological tact is the most important prerequisite for the authority of a leader, which makes it possible to effectively communicate with subordinates.

The specifics of the basis for the manager's functional authority are also determined by the characteristics of his organizational activities, since his most important function, as is known, is organizational. All the functional and psychological properties of a leader, including business competence and particular attitudes towards professional activities, seem to be attracted to a single center, ultimately ensuring the effective organization of the production process and the well-coordinated work of team members. Outside of this “attraction,” they lose the quality of being the basis of a manager’s business authority, becoming the basis of the authority of a more or less competent specialist. It is no coincidence that the professional competence of a manager is taken for granted, acting as a background, often unnoticed by subordinates, whose attention is focused on the peculiarities of the manager’s attitude towards them. If the manager’s professional preparedness is insufficient, it becomes the object of close attention of his subordinates, because they have a question about whether the manager is suitable for the position he occupies.

Therefore, the head of the primary production team would make a mistake if, in order to gain authority among his subordinates, he focused all his attention on improving relationships with them, neglecting the improvement of business, organizational skills, and business competence. The truth is to improve both groups of these characteristics of the personality and activity of a leader. Only in this case will he enjoy real personal authority among his subordinates.

However, the authority of a leader is not limited to his personal authority. An essential aspect of it is also official authority, the basis of which is the power delegated to the head by state power.

There are several reasons that make the official authority of a manager necessary. The most common of them is the collective nature of labor in a modern enterprise. The psychological diversity of individual characteristics of team members results in the fact that their personal interests, needs, motives for activity and actions may not coincide with public interests and needs. As a result, there may be a threat of disorganization of collective work, disruption of production programs, and the possibility of some members of the team ignoring the requirements of the manager. It is in such cases that the official authority of the manager turns out to be necessary. However, the leader in the authority of a leader should be recognized as personal authority, since the essence of a leader’s activity lies in organizing the joint activities of people, and not in the exercise of power as such.

The dialectic of the relationship between official and personal authority of a leader is clearly manifested in leadership styles, representing combinations of various forms of leadership influences. These can be directive forms (order, remark, reprimand and other types of coercion), if the leader prefers to influence subordinates, relying on official authority, or there can be a request, persuasion, advice, approval, if he seeks to use his personal authority.

Analysis of these forms as the basis of authority has shown that a leader cannot win personal authority from his subordinates, relying only on directive forms of leadership influence. The so-called “strong-willed” leadership style allows in some cases to achieve high production results, but, as a rule, does not bring the desired personal authority to the manager. The optimal leadership style, which provides authority to the leader, combines both groups of these forms of leadership influence. Popular means of influencing subordinates in this case are usually advice and persuasion, request and approval. The measure of censure is most often a remark, very rarely a reprimand. At the same time, the manager’s ability to take into account the opinions of subordinates is mandatory. This style of leadership generates people's satisfaction with work and has a positive effect on the socio-psychological climate of the team.

Types of management and their effectiveness

The type or style of leadership is one of the most important socio-psychological characteristics of a leader as a subject of management of a work collective, and it is no coincidence that the interest of researchers in studying this problem does not decrease. However, despite numerous studies conducted in our country and abroad, a number of issues in the theory of leadership styles remain unresolved, starting with the terminology used and ending with an understanding of the essence of the phenomenon under consideration.

In the works of various authors one can find the terms “type”, “style” or “typical style” of leadership, and most domestic and foreign researchers use these terms as well-known and therefore do not consider it necessary to define the concept they denote. Only a few psychologists quite rightfully try to clarify the terminology.

Management style is a set of typical ways for a manager to interact with subordinates and colleagues. The main management styles are: authoritarian, liberal and democratic. Management style is an individual characteristic of a manager’s management activities and depends on the characteristics of thinking.

The style of managerial thinking is a set of typical views, values, and norms of a manager in relation to the character, principles, and tasks of interaction with employees.

Type of leadership (typical leadership style) is a set of characteristics of management activities that are common to a certain group of managers. The type of leadership distinguishes this group of managers from others united by other sets of activity characteristics.

Historically, in social psychology, it was the development of a typology of leaders that, from the very beginning of the formulation of the problem of style, was the main search task of researchers, therefore, in fact, here leadership style is understood precisely as a typical style or type, in contrast to management psychology, which considers leadership style as a purely individual characteristic of a leader’s activity. The socio-psychological approach to the problem has identified another significant feature: the classification of types (styles) of leadership is based only on those characteristics of the leader’s activities that are manifested in his communication, interaction and relationships with subordinates, primarily in the nature of the distribution of power and the involvement of subordinates in group management. Management psychology also includes in the leadership style the business characteristics of the manager, which reflect the specifics of his participation in purely management processes: receiving and processing necessary information, decision making, in the personal organization of work of the manager.

The question of the essence of the phenomenon of leadership type (style) is not only of purely cognitive interest, but also turns out to be fundamentally important for determining the factors that determine this or that type, and in practical terms - for organizing targeted work to improve the effectiveness of various types of leadership and to manage the process their formation and development.

A number of researchers consider the type of leadership, similar to the general style of activity, as a complex of individual psychological characteristics of the leader’s personality, manifested in his activities, in particular in the methods and methods of leadership.

Management methods are methods of immediate (direct), operational influence on a managed object in order to ensure unambiguous behavior and actions of performers in a given situation, in achieving the appropriate result.

Thus, D. P. Kaidalov and E. I. Suimenko define leadership style as a stable “set of personal, subjective and psychological characteristics of a leader, through which one or another method of leadership is implemented.” N. M. Klunichenko describes leaders of the authoritarian and democratic type as people whose techniques, methods and methods of leadership activity are dominated by the signs of a certain type of personality, oriented either towards themselves or towards the collective. The basis for this approach is the presence of statistically reliable connections established in a number of studies between one or another type of leadership and a certain “symptom complex” of individual psychological characteristics of the leader’s personality.

However, the presence of such relationships does not mean that the types of leadership are strictly determined by the individual psychological characteristics of the leader’s personality. The same leader can use different leadership styles (types) in his activities, for example, when managing groups of different composition, and at the same time, the same type of leadership can be combined with different personal characteristics of different leaders.

Therefore, the second approach seems no less legitimate, considering the type of leadership as a general behavioral characteristic of a leader’s activity, which, of course, is interconnected with his personal characteristics, but is determined not only by them, but also by a number of objective factors specific to group activities and general conditions its course. Thus, A.L. Zhuravlev understands by the term “type of leadership” the individual-typical features of an integral, relatively stable system of ways, methods, and techniques of a leader’s influence on the team in order to effectively perform management functions. V.V. Liukin defines leadership style as “an individual stereotype of a leader’s behavior, a typical complex of stable features in the choice of means and methods of influence, and, moreover, only those with the help of which a given result is achieved.” Let us note in passing that this definition does not quite rightfully include the sign of the mandatory effectiveness of a style, because in practice ineffective styles are often observed.

In favor of considering the type (style) of leadership as a certain behavioral stereotype of interaction between a leader and subordinates, the phenomenon of the influence of the leadership style of a superior boss on the style (type) of leadership of lower-ranking managers subordinate to him, described by foreign researchers, can also serve.

Social interaction is the process of influence of individuals, social groups or communities on each other in the course of realizing their interests. The assimilation of patterns of interaction with subordinates inherent in a superior manager is possible precisely because it affects primarily the behavioral sphere and is not always accompanied by a change in the deep characteristics of the individual, although over time, when certain patterns are consolidated, such changes necessarily occur.

Consideration of the characteristics of the type (style) of leadership as a behavioral characteristic of a leader allows us to approach the issue of purposeful management of the formation process from a more active position. optimal types with the help of special training and practical training of young, inexperienced managers and retraining of managers with established experience of suboptimal interaction with subordinates. Sometimes just a critical comparison by the leader of his own leadership style with the characteristics of optimal types already gives impetus to the beginning of work on restructuring the usual stereotype.

Noting the legitimacy and validity of the interpretation of the type (style) of leadership as an internally holistic general behavioral characteristic of the specific interaction between a manager and subordinates, attention should be paid to cases of a too narrow approach to the problem. Thus, some authors, identifying the style of work of a manager and the style of leadership, define the latter only as “a set of specific techniques and methods in the process of solving management problems,” and the type of leadership is derived from the frequent repetition of certain methods of working with people.

Reducing the type of leadership only to a set of methods and techniques for working with people specific to a given leader seems incorrect, primarily because when different types leadership, not only the forms, but also the content of communication and interaction between the leader and his subordinates are different. Thus, an authoritarian leader usually contacts subordinates only in the business sphere of communication, and the content of these contacts is limited to the unilateral provision of information to subordinates or operational control over their activities. The content of communication and interaction between a leader of a democratic type and his subordinates is qualitatively different: it includes a joint definition and discussion of the tasks facing the team (both production and social), a general search for ways to solve them, a mutual exchange of information, including informal, outgoing information. beyond the production-required minimum, establishing psychological contacts. Already on the basis of the listed differences, it is impossible to attribute leadership style only to the specifics of the techniques and methods of influence of the leader on subordinates.

In addition, such an instrumentalist approach to the interpretation of leadership style creates misconceptions about possible areas of work to improve the style and gives rise to the illusion that in order to optimize the style, the manager only needs to change the set of methods and techniques used to work with people. This assumption contradicts reality. An autocrat who begins to give orders in the form of a request or to use incentive measures more widely does not thereby turn into a democrat. Here we come to the idea that changing the type of leadership requires not only a mechanical change in the techniques and methods of interaction of the leader with people, but also a revision of the internal content of his contacts with them, a certain psychological restructuring of his personality. A person’s behavior in the same way cannot be independent of his personality, just as a person’s personality cannot but manifest itself in a person’s behavior. However, with the style or type of leadership as a behavioral characteristic of a leader, in all likelihood, it is not so much the individual psychological characteristics of the individual that are most closely related, but rather its socio-psychological characteristics, in particular, the system of social attitudes and especially the type of general attitude of the leader in relation to group activities , to yourself and those around you.

There is a connection between different types leadership, on the one hand, and the types of general orientation of managers in their activities, on the other, were identified in different production situations by English social psychologists M. Ergile and his colleagues at Oxford University. Production foremen, oriented primarily towards subordinates, were democratic and exercised general rather than strict leadership. Managers who were primarily product-oriented were found to be more authoritarian and prone to harsh leadership.

Data confirming the connection between the type of leader's orientation in activity and the leadership style in production conditions were obtained in a study by T. S. Troitskaya on a sample of foremen (32 people). Leadership style was determined according to a developed and tested methodology expert assessment behavior of a leader in the ten most typical and significant situations of interaction between a leader and subordinates. Correlation analysis of the data obtained revealed the presence of a strong positive connection between the leader’s orientation towards subordinates and the severity of the democratic leadership style (r = 0.50 at a = 0.01), a weaker connection of the same type of orientation with the liberal type of leadership (r = 0.38 at a = 0.05) and its strong negative connection with the authoritarian style (r = -0.61 at a = 0.01). It can be considered that the type of general orientation of the leader in his activities acts as the very bridge that connects the behavioral characteristics of the leader with his personal, primarily socio-psychological, characteristics and to which special attention must be paid when forming optimal leadership styles.

The essential characteristics of the phenomenon of leadership style or type include the specificity of its activity manifestation. As a rule, in the interaction of a manager with subordinates, it is possible to record the simultaneous presence of elements or components of all three main types in different combinations, and the manager’s inclination towards one of them is visible only as some dominant tendency.

Management principles can be consciously introduced into the practice of managers, while simultaneously teaching them the methods and means of implementing these principles.

The three-member classification of leadership types since its development by K. Lewin, R. Lippitt and R. White has been traditional for social psychology, although the names of the types vary among different researchers. However, for recent years Increasingly, there is a tendency to overcome the classical trichotomy. Thus, N.V. Revenko classifies leadership styles according to the degree of expression of the “authoritarianism - liberality” factor. E. S. Kuzmin, I. P. Volkov and Yu. N. Emelyanov identify five styles that characterize the personality of the leader and the organizational principles of his work with people: remote, contact, goal-setting, delegating, problem-solving.

In general, an analysis of domestic and foreign scientific literature shows that, on the one hand, the classification proposed by K. Levin and his colleagues continues to be the most substantiated and “working”. On the other hand, the three-member classification at the present stage ceases to satisfy researchers; it turns out to be too general and does not cover the whole variety of real types of leadership, which gives rise to the emergence of new classifications, sometimes developed purely speculatively and not supported by empirical research data.

The need to develop a more detailed classification is particularly acute when considering the issue of effectiveness various styles(types of) leadership, since this is where the most conflicting evidence has been obtained. First of all, it is necessary to note the dissimilarity of data obtained by researchers regarding two different types of effectiveness of leadership styles - industrial and socio-psychological.

The effectiveness of management activities is the ratio of its useful result and the amount of resources expended for this (labor, production, etc.). The primary condition for effective organizational activity of a manager is the conflict-free organization of relationships in the team, the best use of the abilities and qualifications of employees, the most appropriate placement of workers and the distribution of work in accordance with the real capabilities of each person.

The production efficiency of leadership style is a characteristic of the effectiveness of group activities.

The socio-psychological effectiveness of leadership style is a characteristic of the optimality of group processes and states. Regarding the positive influence of the democratic leadership style on the socio-psychological characteristics of groups and teams (increased cohesion, development of friendly relations, higher level of motivation for the work activity of group members), the conclusions of all researchers are quite clear, its advantages have been proven. At the same time, if we isolate individual aspects of the leadership style that manifest themselves in the most typical and significant situations of interaction between a manager and his subordinates, the leader’s orientation factors take first place in terms of the strength of the relationship between the relevant indicators:

a) to solve only production problems;

b) to solve production and socio-psychological problems.

Based on the experimental data, the following conclusions can be drawn:

1. Characteristics of the type of leadership and orientation of managers have a certain impact not only on vertical relationships, but also on relationships between group members, and primarily on the level of development of cohesion and such business collectivist relationships as mutual responsibility, mutual demandingness, cooperation and mutual assistance .

2. The strongest positive impact on the socio-psychological characteristics of primary groups is exerted by the leader’s orientation towards solving not only purely production, but also socio-psychological problems.

3. The strongest negative impact on the group is exerted by the leader’s orientation toward purely business relationships with subordinates, i.e. so-called remote control.

The findings can be considered preliminary due to the small sample size, but it makes sense to check the emerging trends on a wider range of objects and in different types of teams. At the same time, the data presented confirm the general conclusions of other researchers about the beneficial influence of democratic tendencies and orientation in leadership on the socio-psychological characteristics of the team.

As for the question of the influence of leadership types on group performance, the situation is much more complicated. S. Sales, in a review of the literature on the problem of the effectiveness of leadership styles, notes the discrepancy between the data obtained from research in real production groups and the results of experiments performed in laboratory conditions: if in real groups the advantage of the democratic style is consistently found, then in many laboratory studies statistically significant differences in the productivity of groups with different styles no guidance was received. S. Sales explains this paradox by the fact that in a laboratory experiment, increasing productivity is not considered by group members as a factor of self-actualization and therefore does not become a motive for their active work. However, the author does not provide any empirical data confirming the validity of such conclusions.

Some prerequisites for a more complete understanding of the problem are provided by the results of a study conducted in 18 primary work teams (235 people) that were part of two production shops - one that was advanced in all respects (let’s call it shop A) and one that periodically failed to meet the plan (shop B) . All the main indicators characterizing the socio-psychological climate in the team were higher in the first workshop. The leadership styles followed by the foreman of these workshops were studied. Their behavior in the 10 most typical and significant situations of interaction with subordinates was subjected to expert evaluation. Analysis of the data obtained showed that, along with the general dominance of the democratic component in the work style of the foremen of both workshops, in workshop A the average assessment of the degree of its expression was generally higher, but not so much as to fully explain the much more favorable psychological climate and higher work productivity the entire workshop.

A comparison of average assessments of the severity of leadership styles in individual situations revealed a very peculiar picture. In shop A, the average ratings of the manifestation of authoritarian forms of behavior of managers, with their overall relatively low level, turned out to be higher than in shop B, in situations of choosing tasks (2.4 compared to 1.7), making decisions (1.4 vs. 0.9 ), encouraging subordinates to take action (1.6 and 1.1), choosing methods for additional stimulation of workers’ labor activity (2.9 compared to 1.4), i.e. mainly in situations of managing organizational and technical processes. However, in the same workshop A, the democratic tendencies of behavior of the leaders of primary teams in situations of forming relationships with subordinates (average score 3.9 compared to 2.4), perception of criticism from them, are expressed much more strongly than in the second workshop. . establishing feedback with subordinates (3.4 versus 2.8), regulation of information flows (2.9 and 2.4, respectively), i.e. mainly in situations of managing the social processes of a group’s life.

The optimal type (style) of leadership turned out to be one that was characterized by both higher authoritarianism of the leaders of primary teams in directing the process of group activity and higher democracy of the same leaders in managing the life of the group as an integral social organism.

In the formation of this specific type of leadership, the head of workshop A played an active role, consciously orienting the team of middle managers towards solving socio-psychological problems of management (the head of the workshop personally trained the foremen according to the program he developed using the method of analyzing specific situations). It is no coincidence that this boss took third place in terms of authority among all the managers of the association’s workshops who had undergone an expert assessment of their business and personal qualities.

It is also interesting to note that the foremen of workshop A themselves rated the degree of expression of the democratic leadership style in their work more highly than the foremen of the second workshop (5.7 out of 8.0 compared to 4.6). This fact can also be considered as a peculiar phenomenon of group orientation of managers towards a certain type of leadership, set by a manager of a higher rank.

These data lead us to the conclusion that in the activities of any manager in managing a team (primarily the primary one), it is always necessary to clearly distinguish between two interrelated but independent aspects, and when deciding on the effectiveness of leadership styles, take into account their specifics.

Existing classifications of leadership styles (types) are based on an analysis of the leader’s behavior in the process of general management of the organization of the group’s life as a social organism. This primarily applies to those studies that are carried out on the basis of real production groups, each of which acts not only as a situational-functional association of people, but also as a stable socio-psychological community, developing according to its own special laws, and the process of its life activity in this quality also requires certain targeted influences on the part of the official leader. At the same time, the functional and socio-psychological aspects of the life of a real team are inseparable in practice.

When it comes to directly managing the process of group activity, here, in all likelihood, even the very formulation of the question of searching for general and universal leadership styles is inappropriate, since sometimes the very specificity, content, nature and structure of the activity predetermine the content and methods of interaction between the leader and subordinates, not providing opportunities for free choice. It is in such cases of strict regulation of the interaction of a leader with subordinates, determined by the specifics of group activity, that the leadership style that manifests itself in the organization of the non-production life of a group or team may turn out to be either a neutral factor that does not affect group productivity (since there is no organic connection with group activity here no), or a factor of random action. And only in those cases when the group activity itself is interrelated in nature, its result may depend on the leadership style, which is included as a necessary component in the structure production activities groups. Then a direct influence of leadership types on group productivity may also be detected.

Thus, the presence of contradictory results in studies of the effectiveness of leadership styles carried out in real teams is explained precisely by the presence or absence of similarity in the principles of organizing group activity and the social life of the group.

If we proceed from the proposed concept, according to which different types (styles) of leadership characterize only the specifics of interaction between leaders and subordinates when managing the life of a group as a social organism and cannot be directly extrapolated to managing the process of group activity itself, failures in studying effectiveness become understandable leadership styles using a laboratory experiment. The reason for these failures is that in laboratory conditions only group activity is simulated, and even then in a refined form. This, on the one hand, cuts off the entire sphere of non-production social interaction between the manager and subordinates, which is always so wide and diverse in real teams.

In addition, in an experimental setting, people’s activities are freed, cleared of a large amount of real interference and noise that usually accompanies work activity in production. But their elimination is part of the structure of the manager’s real activities and often also requires interaction with subordinates. On the other hand, in laboratory conditions a number of new, unaccounted factors appear that affect the activity of the group and the motivation of the activity, and, consequently, its results. This includes cognitive interest in relation to a new situation, emotional excitement from the presence of a new or significant group, and the influence of game elements of the situation, etc. All these features mean that studying the effectiveness of leadership styles using laboratory simulations is often an inadequate method.

It is the lack of the necessary methodological apparatus that currently hinders a more detailed study of the effectiveness of leadership styles. In the practice of foreign research, along with laboratory experiments, fixed observation of the forms of behavior of managers in relation to subordinates and questioning of managers are widely used. When comparing data from expert assessment and self-assessment of leadership style, discrepancies were also found, indicating some overestimation by managers of the level of their own democracy, which is understandable, since this particular type of leadership is socially necessary and socially approved.

Currently, the most informative method for studying leadership styles seems to be the method of expert assessment, based on a structural-element analysis of the manager’s activities in managing the workforce and identifying the most significant and typical situations of his interaction with subordinates. When conducting an assessment, the experts’ task is to determine the typical characteristics of a given manager’s behavior in each situation. Since these particular characteristics, as noted earlier, are not integrated in a strictly defined manner into two or three clearly demarcated styles and do not fit into either a dichotomous or a three-member classification, the final characteristics of the style obtained as a result of element-by-element analysis turn out to be multidimensional, which opens up new perspectives for studying the problem of the effectiveness of leadership styles.

Characteristics of management styles

Style management	Authoritarian	Democratic	Liberal
Nature style	Concentration of all power and responsibility in the hands of the leader. Personal goal setting and choice of means to achieve them. Communication flows come mainly from above.	Delegation of powers with retention of key positions by the leader. Participatory decision-making at different levels. Communications are carried out actively in two directions.	Removal by the leader responsibility, abdication in favor of a group or organization. Providing the group with the ability to self-govern in the mode desired by the group. Communications are built mainly horizontally.
Strong sides	Attention to urgency and order, predictable results.	Strengthening personal commitment to getting work done through participation in management.	Allows you to start a business the way you see it without the intervention of a leader.
Weak sides	Individual initiative is inhibited.	Takes a lot of time to make decisions.	The group can lose direction and slow down without the leader's intervention.

Introduction
Chapter 1. Psychological aspects of motivation labor activity.
1.1. Work motivation in management
1.2. The structure of the human motivational sphere
1.3. Psychological aspects of motivation
Chapter 2. Improving the personnel management system of Morning Star OJSC
2.1. General characteristics of the organization
2.2. Methods of staff motivation
2.3. Analysis of staff motivation of a structural unit
Conclusion
List of sources used

Introduction

At the beginning of the 21st century, humanity is entering an era of dynamic changes, both in social and economic relations, which determines the transition of society to a new level of development. Advances in science and technology, on the one hand, and the rise of people's needs (together with increasing opportunities to satisfy such opportunities) on the other hand, have radically changed society and the work of a leader.

Managers begin to feel that they are losing the ability to manage an organization (enterprise or other business entity) with the usual, traditional methods and means. Changes in people and the external economic, political and business environment of society dictate the need to restructure the work of managers, as well as the introduction of new methods, procedures and management tools in modern management.

Management is a set of principles, methods, means and forms of production management with the aim of increasing production efficiency and its profitability.

However, in Russian economy, the understanding that material property is not the main thing in the economy has not yet matured. The main thing is a person with his ideas, a person who moves material property so that the economy becomes profit-oriented from rent-oriented. The current and strategic sustainability of an enterprise, competitiveness, profit margins and prosperity in market conditions are determined by the internal consistency and consistency of the system of interests of all participants in the economic process. Otherwise, a conflict of interest undermines the market position and competitiveness of the organization and society as a whole.

Every modern manager manages an enterprise by implementing the following management functions: planning, organization, control, coordination and motivation.

Leaders translate their decisions into action by putting into practice the basic principles of motivation.

Motivation is the process of motivating oneself and others to act to achieve personal or organizational goals.

Many scientists have contributed to the theory of motivation, starting with the founder of scientific management, F. Taylor, who put forward the problems of cooperation between employers and employees, their training and education, distribution of labor and responsibility between the enterprise administration and employees.

The substantive and procedural approaches to motivation, developed by theorists of management and psychology, are quite close. In practice, they complement each other and are closely intertwined with each other. American philosopher D. Dewey draws attention to the fact that the deepest desire inherent in human nature is the “desire to be significant.” The deepest characteristic of human nature is the passionate desire to be appreciated by other people. Therefore, a leader has a large “motivational field” of influence on a person, based on this understanding of the basic needs of people when they work together in a team.

It must be noted that managers must always be aware of the need to motivate people to work for the organization. They should not think that simple material rewards are enough for this. It is necessary to dispel this misconception, since money does not always motivate a person to work harder.

The true motivations that drive a person to give their best to work are difficult to define and extremely complex. But, having mastered modern models motivation, the manager will be able to significantly expand his capabilities in attracting an educated, wealthy employee of today to perform tasks aimed at achieving the goals of the organization.

Coursework objectives:

– consolidate theoretical knowledge in the discipline: “Motivation of work activity”;

Build effective model motivation of work activity.

Coursework objectives:

• study special literature on a given problem;
• collect and analyze source data;
• develop proposals for improving the system of personnel motivation in the organization.

Chapter 1. Psychological aspects of work motivation.

1.1. Work motivation in management

Motivation in management it is the stimulation of the will of the employee in order to develop his activity in the production process.

On the other hand, motivation is aimed at satisfying individual and group needs of people (motivation - motivation).

In the theory of behaviorism (from English - behavior), or the theory of personal behavior, motivation is associated with social behavior person. Behaviorism considers human behavior as a set of human responses (reactions) to the influence (stimuli) of the external environment, or the “stimulus-response” system.

Motivation in management is a system of incentives that organizes an employee or group of employees to actively participate in work activities, subordinate their personal interests to the general interests of the organization and strive for the high-quality achievement of the organization’s goals.

Motivation as a management function is implemented through a system of incentives, that is, any actions of a subordinate must have positive or negative consequences for him in terms of satisfying his needs or achieving his goals.

When building the social “organism” of an enterprise, the manager performs the following main groups of work:

Conducts planning and personnel selection;

Creates a system of motivation, quality and remuneration;

Performs rationalization of labor processes;

Creates conditions for the socio-psychological stability of the organization.

Staff An organization is a collection of employees organizationally united by a commonality of goals and interests in the process of the organization’s activities.

Personnel motivation mechanism is a system of socio-economic relations associated with the motivational impact on individual workers and on the entire personnel of the organization, as well as a set of functional and organizational structures, forms, methods, incentives through which these socio-economic relations are realized.

Behavioral regulation refers to motivating by identifying functional or desirable behaviors, reinforcing those behaviors, and suppressing undesirable behaviors with negative reinforcements.

A typical process for influencing employee behavior includes:

Identifying the problem or desired behavior change;

Developing a system of assessments and measures that allow you to evaluate and see behavior change;

Motivation management.

The structure of the motivation mechanism includes components of short-term, long-term, individual and group motivational influence on the organization’s personnel.

With all the variety of methods and approaches to motivation, four relatively independent groups of incentives have proven their effectiveness: monetary; targeted (complex); enrichment of labor content; participativeness.

Two main (“classical”) approaches to managerial motivation have been identified: substantive and procedural. In the first, an attempt is made to understand what motivates a person when starting and performing quality work, what is the content of motives, and what incentives contribute to success at work.

The process theory of motivation answers the question of what incentives force a person to strain in order to move towards the goal set by the organization. The latest comprehensive motivation systems are being developed. (see table 1.1)

Table 1.1. Motivation theory

Theories of motivation	Summary
(1)	(2)
1). Maslow's Hierarchy of Needs	Content theories of motivation According to the theory, the existing five main types of needs (physiological, security, social, success, self-expression) form a hierarchical structure, which, as a dominant, determines human behavior. The needs of higher levels do not motivate a person until the needs of lower levels are at least partially satisfied. However, this hierarchical structure is not absolutely rigid and strict.
2). McClelland's theory of needs	Believing that the classification of needs proposed by Maslow was not complete, McLelland supplemented it by introducing the concept of the needs of power, success, and belonging.
3). Graetzberg's two-factor theory	He came to the conclusion that factors operating in the process of work influence the satisfaction of needs. Hygienic factors (amount of payment, working conditions, interpersonal relationships and the nature of control on the part of superiors) simply prevent the development of a feeling of dissatisfaction with work. To achieve motivation, it is necessary to ensure the influence of motivating factors - such as a sense of success, career advancement, recognition from others, responsibility, and increased opportunities.
1). Expectancy theory	Process theories of motivation It is based on the assumption that a person directs his efforts to achieve a goal only when he is confident in the high probability of satisfaction through his needs or achieving the goal. Motivation is a function of the expectancy factor “labor inputs - results”, expectations - “results - rewards” and valence (that is, the relative degree of satisfaction).
(1)	(2)
	The most effective motivation is achieved when people believe that their efforts will definitely allow them to achieve the goal and will lead to receiving a particularly valuable reward. Motivation weakens if people perceive the likelihood of success or the value of rewards to be low.
2). Theory of justice	Assumes that people subjectively evaluate the reward-to-effort ratio and compare it with what they believe other workers received for similar work. Unfair remuneration, according to their estimates, leads to psychological stress. In general, if a person considers his work to be undervalued, he will reduce the effort expended. If he considers his work to be overvalued, then, on the contrary, he will leave the amount of effort expended at the same level or even increase it.
3). Porter-Lawler model	It is based on the fact that motivation is a function of employees' needs, expectations and perceptions of fair remuneration. The productivity of an employee depends on the efforts he makes, his characteristic features and opportunities, as well as their assessment of their role. The amount of effort expended depends on the employee's assessment of the value of the reward and the confidence that it will be received. Labor productivity generates satisfaction, and not the other way around.
1). Participation of working people in the management of the organization	Latest theories of motivation It involves involving employees in discussing decisions and other problems of the current life of the organization, which allows them to awaken and / or show a sense of involvement in the affairs and work of the enterprise.
2). Participation of workers in the profits of the enterprise	It assumes that the manager applies the principle of participation to profit (everyone receives a part of the income depending on their contribution to the common cause, that is, their qualifications and position).
3). Participation in the organization's property	Psychologists believe that the main interest of any person is a sense of ownership. It is the possession of property that gives a person a sense of confidence and economic freedom.
(1)	(2)
	Therefore, managers can offer the employee part of the organization’s property for the effort expended. Although this share is small in material terms, however, in a psychological sense its significance is extremely large.

Thus, it can be noted that classical theories of motivation based on the study of needs, as well as procedural approaches, will allow enterprises to involve people in creative work and, on this basis, increase their productivity.

Classical approaches to motivation have given a lot of positive results for increasing labor productivity. The latest theories of motivation take into account the new circumstances of modern life:

The pace of life has sharply increased; The living environment and business environment have changed qualitatively (working conditions - a variety of machines, sensors, mobile phones, faxes, etc. have appeared);

The rate of change of models and product generations has increased;

Competition has increased in all markets, which requires employers to pay more attention to the quality of the workforce;

Work is becoming global in nature, which (together with the increasing complexity of products) actually makes monitoring the work of personnel impossible and the alternative is a conscious (creative) attitude to work.

The consistent introduction of new management methods in the field of labor motivation and its quality leads to increased labor productivity. However, it is necessary to take into account not only external environmental factors, but also internal environmental factors influencing human behavior in the labor process, which include the motivational sphere of a person.

The structure of a person’s motivational sphere will be discussed in more detail in paragraph 1.2. this course work.

1.2. The structure of the human motivational sphere

There are two really and functionally interconnected sides in human behavior: incentive and regulatory.

Incentive provides activity and direction of behavior; the regulatory one is responsible for how this behavior develops from beginning to end (until the goal is achieved) under certain conditions.

The concept of “motivation” is used in two senses:

1) as denoting a system of factors that determine behavior (in particular, needs, motives, intentions, goals, interests, etc.);

2) as a characteristic of a process that supports behavioral activity at a certain level.

Of all the motivational concepts, the most important is the concept needs.

Needs- the state of a person’s need for certain conditions that they lack for normal existence and development.

Needful states are always associated with the presence of an unpleasant internal feeling of dissatisfaction, with an objective deficiency of what the body requires to eliminate it. Need activates the body and generates its behavior aimed at finding what is required.

The quantity and quality of needs that people have depend on the level of their organization, lifestyle and living conditions, etc.

People as individuals differ from each other in the variety of needs they have (organic, material, spiritual and social) and their special combination.

The main characteristics of needs are the following: strength, frequency of occurrence and methods of satisfaction, as well as the substantive content of needs, i.e. a set of those objects with the help of which a given need for a given person can be fully satisfied.

Motive– that item that meets an urgent need, i.e. acting as a means of satisfying it, it organizes and in a certain way directs people’s behavior.

Thus, direction and organization, i.e. expediency and reasonableness of behavior can only be ensured by a specific motive - the subject of a given need. Therefore, for full motivation, i.e. To stimulate and direct behavior in a certain direction, at least two motivational factors are needed: need and motive.

The difference between needs and motives appears in connection with their different roles in motivating behavior as a process. Every existing need, the degree of its satisfaction or dissatisfaction, manifests itself subjectively and, as a rule, unconsciously, in emotions. The motive appears in the human mind as an object, or goal, towards which behavior is ultimately directed.

A motive is always in one way or another connected with the processes of cognition: perception, thinking, memory and speech.

Target- an immediate, necessarily conscious result, to which at the moment behavior is directed.

The goal is the motivational content of consciousness, which is perceived by a person as the immediate and immediate expected result of his activity. It is the main object of attention, occupies short-term and working memory; the thought process unfolding at a given moment in time and most of the emotional experiences are associated with it.

The motivational formations discussed above: needs, motives and goals are the main components of a person’s motivational sphere.

Each need can be realized in many motives, and each of the motives can be satisfied by a different set of interrelated, sequentially achieved goals. In turn, behavior aimed at satisfying a need is divided into separate types of activity (communication) corresponding to particular motives, and each type of activity (communication) is divided into a number of actions corresponding to specific goals.

A person’s motivational sphere can also be assessed according to the following criteria: development, flexibility and hierarchy.

1).Development of the motivational sphere – qualitative diversity of motivational factors presented at each level. The more diverse needs, motives and goals a person has, the more developed his motivational sphere is.

2).More flexible is considered to be the motivational sphere in which, to satisfy the motivational impulse, more general(higher level) more diverse motivational incentives of a lower level can be used.

Development and flexibility characterize the motivational sphere of a person in different ways. Development is the diversity of the potential range of objects that can serve for a given person as a means of satisfying an actual need, and flexibility is the mobility of connections that exist between different levels of organization of the motivational sphere: between motives and needs, motives and goals, needs and goals.

3).Hierarchization is a characteristic of the structure of each level of organization of the motivational sphere, taken separately. Needs, motives and goals do not exist as arranged sets of motivational factors. Some needs (motives, goals) are stronger than others and arise more often than they do; others are weaker and updated less frequently. The greater the differences in the strength and frequency of actualization of motivational formations of the same level, the higher the hierarchization of the motivational sphere.

In addition to needs, motives and goals, interests, tasks, desires and intentions are also considered as drivers of human behavior.

Interest- a special cognitive motivational state of a cognitive nature, which, as a rule, is not directly related to any one central need at a given time.

A person is interested in everything that could potentially serve as a means of satisfying his needs and motives and achieving his goals.

Interest corresponds to a special type of activity, which is called indicative-research. Highest level the development of such activities is scientific, artistic and creative research.

Task– a private situational and motivational factor that arises during the performance of an action aimed at achieving a set goal, and which must be overcome in order to move on.

The same task can arise in the process of performing a variety of actions and is therefore just as non-specific to needs as interest.

Desires and intentions– these are momentarily arising and rather quickly replacing each other motivational subjective states that meet the changing conditions for performing actions.

Interests, tasks, desires and intentions, although they are part of the system of motivational factors, participate in the motivation of behavior, however, they play not so much an incentive role as an instrumental one. They are more responsible for the style rather than the direction of behavior.

1.3. Psychological aspects of motivation

When considering the “technology” of labor motivation, it is necessary to take into account the variety of psychological mechanisms underlying the conscious attitude to work. In this regard, let us pay attention to two psychological mechanisms of motivation to work, which determine the entire process of forming and establishing people’s attitude towards it. As such, there is a mechanism for satisfying leading needs and interests; mechanism of action of incentives and motives.

The practical usefulness of orientation in the named mechanisms lies in the fact that it helps to present both the objective and subjective sides of the psychological process of formation and approval of people’s attitude towards work, as well as to understand the mental unity of these sides.

The psychological mechanism of labor motivation is initially the needs and interests of people. Needs express their connection with the outside world. The more adequately this connection reflects everything that is necessary for a person’s life, the more favorable his progress will be. personal development. Needs, refracted through the needs of a person’s physical and spiritual development, are mediated by his psyche, acting as interests in his value-worldview complex. In general, needs and interests form a kind of foundation for motivating a person to act. That is why the targeted formation of needs (primarily reasonable ones), the actualization of certain interests is one of the initial conditions for motivating the work of personnel. If this condition is not met, then the psychological mood of people (their social attitudes, value orientations, etc.) may not correspond to the tasks of labor motivation.

Needs and interests motivate people to certain activities, determine their actions, and give their actions a conscious character. However, these actions, actions may or may not be performed. Needs and interests impulse, motivating a person, but do not finally bring him into a state of activity. A bridge connecting a person’s sensory-rational readiness for activity with his volitional apparatus, acting as a mechanism of incentives and motives. He explains how the interaction of people's needs and interests with external conditions, the real situation in which they find themselves due to production circumstances, occurs.

Stimulus – This is an external influence that sharpens in a person’s mind some needs and interests that are significant to him.

Psychologically, this aggravation forms in the mind a personal attitude (meaning) to external influences in the form of a certain emotional act of will with the involvement of thinking. This entire complex process of the work of consciousness, which directly includes the actions of people, is called a motive. The motive is present in the action. It may be more or less conscious, but there are no actions without motives.

Thus, incentives translate the impact of needs and interests into motives, that is, into a specific semantic reason for people’s actions. As is known, external causes act through the internal conditions of the people’s psyche. If needs act as the original reason external influence, then the motives are those internal conditions, which complete the directed organization of the emotional and value-worldview complex, determine the manifestation of will.

The above allows us to assert that work motivation is a problem, primarily psychological. No forms and methods of motivation can give the desired effect if their development and implementation do not take into account the basic relationships of the human psyche with the outside world.

These relationships are most comprehensively reflected in the psychological mechanisms of motivation described above. To understand the operation of these mechanisms, it is useful to know the general and specific requirements for organizing work motivation.

General requirements include what is associated with the formation of needs and interests through scientific organization labor.

The success of motivating work activity depends decisively on the extent to which requirements such as skillful choice of goals, putting them forward to people, and passion for these goals are realized.

Also, the most important requirement for organizing labor motivation is to ensure the personal interest of employees in work.

Personal interest is a person’s desire to act towards goals, the achievement of which corresponds to his needs and interests and satisfies his expectations. The more fully personal interest is realized, the more more people located and enthusiastic about activities that contribute to this.

A decrease in personal interest in work leads to an increased perception by employees of the negative aspects of the nature and content of work, its organization, relationships in the team, and ultimately to a decrease in labor productivity.

Along with the general requirements for labor motivation, a number of specific requirements must be observed:

1).comprehensive consideration of objective working conditions that can have or are having an impact on the formation of the employee’s impressions and ideas about work, on his psychophysiological state. Let's consider some of these conditions:

Room temperature;

Room lighting;

Color design of equipment and premises;

Statement of information;

Rhythm of work;

Organization of the workplace;

Labor rationing;

Sanitary and hygienic conditions;

Relationships in the team;

2).ensuring the organic unity of material and moral incentives, the continuity of the combination of material and moral incentives for people’s conscious attitude to work;

3).The leading methods of labor motivation are encouragement and punishment, which act in the form of specific measures of material and moral incentives for people to have a conscious attitude towards work.

Work motivation plays the role of a unique mechanism that directly affects human consciousness. Therefore, it must be comprehensively psychologically justified. In this regard, when organizing it, compliance with a number of psychological and didactic principles is of particular importance:

Certainty - that is, it is necessary to provide for the extent to which the motivational system correctly guides employees professionally and morally.

Work motivation should focus people on solving specific production problems. Consistent adherence to the principle of certainty in motivation involves not only the economic, but also the moral and psychological aspect of the consequences that can be caused by the introduction of certain indicators. These motivation indicators must, in turn, be thoughtful. It is necessary to predictively determine their consequences, their impact on people’s consciousness.

Justice.

This principle is of particular importance when applying material and moral penalties.

Timeliness.

The psychological effect of reward and punishment is directly related to this principle. Often, failure to meet incentive deadlines is one of the reasons for staff turnover from the enterprise.

Visibility.

This principle actively influences the consciousness of people (photo exhibitions, honor boards, etc.). The entire system of both material and moral stimulation needs visual expression. In other words, the more visual the stimulation, the higher the psychological effect of its use.

So, it is necessary to especially note that people are not indifferent to the forms of expression of motivation, its presentation.

All of these psychological and didactic principles form a system, the application of which requires strict consistency and skillful implementation when organizing staff motivation. In general, psychological recommendations for organizing labor motivation and their implementation in practice are a reliable lever for increasing labor efficiency and using internal reserves for economic growth in production.

Chapter 2. Improving the personnel management system of Morning Star OJSC

2.1. General characteristics of the organization

Open Joint Stock Company "Morning Star", hereinafter referred to as the Company, was registered by the Resolution of the Head of Administration Central region Khabarovsk 04.08.93 No. 298. The organization is legal entity and operates on the basis of the Charter and legislation of the Russian Federation. The Company is the legal successor in all legal property and civil matters, as well as part of the fulfillment of contractual obligations to the workforce municipal enterprise"Harmony".

Corporate name of the organization: closed joint stock company "Morning Star"

The main goal of the organization: making a profit.

Founders of OJSC "Morning Star":

• Far Eastern Commercial Bank "Dalcombank", 680000, Khabarovsk, st. Dzerzhinsky, 34-a
• JSC "Trading Company Complex", Korsakov, Sakhalin Region, st. Sovetskaya, 46
• Individual Slobodenyuk Olga Dmitrievna, Korsakov, Sakhalin region, st. Lermontova, 37.

The charter stipulates the following types of activities:

• construction of residential buildings, garages, cellars, structures, etc.
• production and sale of consumer goods and industrial and technical products both in the Russian Federation and abroad
• transportation of goods within the Russian Federation and international routes
• provision of tourism services, organization and management of hotel management, rental of tourist equipment, etc.
• production and rental of video and audio materials
• advertising activities
• organization of a beauty salon (!)
• any real estate transactions
• organization of a hairdressing salon (!)
• organization massage parlor (!)
• provision of health services, including sauna, gym and other types of health services
• holding spectacular, pop, cultural events
• organization of gambling business in accordance with the legislation of the Russian Federation
• and others.

Of the above types of activities, the Company provides the following list of services:

• organization of a beauty salon (all types of cosmetic services, wrinkle stretching, lifting, lymphatic drainage, manicure, pedicure, etc.)
• organization of a hairdressing salon (all types of hairstyles, hair coloring, perms, etc.)
• organization of a massage salon (acupressure, honey massage, weight loss massage, etc.).

Management bodies of the organization are:

• general meeting of shareholders;
• General Director (sole executive body);

The General Director is elected by the general meeting of shareholders in the manner prescribed by the Charter of the enterprise.

The JSC is headed by a general director, who is directly subordinate to a deputy general director. Subordinate to the deputy. Gene. The director has the following departments:

• 1 department directly occupied
• 2nd department carrying out the main activities
• 3rd department
• financial and accounting department headed by Ch. accountant
• Administrative maintenance organization, headed by a chief, engaged in supplying the JSC with the necessary material resources necessary to carry out its activities
• Department of work with consumers, engaged in promoting services on the market and assessing the quality of the branches.

The organizational structure of the JSC is divided into corresponding structural blocks (departments, services). This approach to the formation of an organizational structure, in management theory, is called departmentalization . And given the fact that employees are grouped in the organization in accordance with the functions they perform, the organizational structure of the OJSC can be called functional departmentalization.

However, it should be noted that the JSC uses a mixed form of various organizational structures. This happens because the goals and objectives of the enterprise management change, the number of structural divisions is reduced, short-term projects are implemented, etc. Making a choice of an effective organizational structure in modern conditions is very difficult. Rate of change environment has increased so much that modern managers must look not so much for a specific, permanent structure as for a temporary one that reflects a certain stage of development of the organization.

The management of an OJSC must take into account that an effective structure can be chosen only with a broad, integrated approach to changes in the enterprise and its environment.

The process for making adjustments to the organizational structure should include:

• systematic analysis of the functioning of the organization and its environment in order to identify problem areas. The analysis may be based on a comparison of competing or related organizations representing other areas of economic activity;
• development of a master plan for improving the organizational structure;
• consistent implementation of planned changes;
• encouraging increased awareness among employees, which will increase their responsibility for the intended changes.

Authorized capital organization is 23 000 000 (twenty-three million rubles) rubles.

It consists of 230 ordinary shares with a par value of 100,000 (one hundred thousand) rubles each.

Shares are distributed among shareholders in the following order:

Dalcombank – 20 shares for a total amount of 2,000,000 (two million) rubles

JSC "Trading Company Complex" - 200 shares for a total amount of 20,000,000 (twenty million) rubles

Slobodenyuk O.D. – 10 shares for a total amount of one million rubles.

The authorized capital of an organization can be increased by increasing the par value of all outstanding shares, or shares of a certain category (types) or by placing additional shares.

Reducing the authorized capital is possible by reducing the par value of both all outstanding shares and shares of a certain category (types).

As of January 1, 2001, the average number of personnel is 24 people.

The age range of the staff is from 22 to 47 years.

It should be noted that in 2000 the staff was increased by 20% due to the expansion of the scope of activities.

According to the Charter of the enterprise, the organization has established a mixed form of remuneration: tariff salary +% of the completed plan.

The organization has adopted its own tariff system with 10 categories. The tariff salary is strictly regulated. In service branches there is a surcharge of 0.5% of the total amount of customer service.

Each employee is entitled to 24 days of vacation. If he works on weekends or holidays, he is given the right to add a paid day to his vacation. Vacation pay is calculated in accordance with the legislation of the Russian Federation. In addition to vacation pay, each employee receives financial assistance in the amount of a monthly salary.

Based on their performance results at the end of the financial year, employees receive a bonus (based on the principle of 13 salaries) in the amount of 2% of profit.

At Morning Star OJSC, when hiring, an agreement is concluded between the employee and the administration, which stipulates the rights and obligations of both parties. The administration undertakes to provide the employee with a technically equipped place of work, to create safe conditions work, pay sick leave, provide regular leave within the agreed time frame, provide study leave, and, if necessary, at the discretion of the organization, send employees to advanced training courses.

Decisions on promotions are made by the General Director, taking into account the recommendations given by department heads and other employees.

According to accepted practice, informal evenings of relaxation are held in the team once every 2 months.

What methods of staff motivation are used at Morning Star OJSC will be discussed in detail below.

2.2. Methods of staff motivation

In the course of analyzing the constituent documents, analyzing the work of the enterprise, the relationship between the administration and employees, methods of motivating staff were identified.

Table 2.1. Methods of staff motivation

Organizational	Administrative	Economic	Socio-psychological
1. full technical equipment of the workplace 2.involving employees in making decisions about personnel movement (still theoretical) 3.conducting information meetings job description for each category of employees	1.documented relations between employees and administration in the employment contract 2.organization of personnel training (advanced training courses)	1. additional payment to salary (% of the amount of service) 2. monthly additional payments to staff (% of revenue) 3.annual bonus based on the results of the year financial assistance for vacation	1.payment of sick leave 2. holding evenings of relaxation 3.providing additional vacation days

According to a survey of administration representatives and employees, these motivation methods allow achieving the following goals:

1. Employee satisfaction with the state of the workplace
2. Participation of employees in decision-making on the movement of personnel within the organization
3. Awareness of employees about the affairs of the organization
4. Clear delineation of the rights and responsibilities of the administration and employees
5. Employees have a clear understanding of their job responsibilities
6. Material interest of employees in improving work results
7. Creating a positive moral and psychological climate in the team
8. Increasing the level of professionalism of employees
9. Employees' sense of social security
10. Increasing the organization's profit

Staff believe that the methods used should be expanded. During the survey, employees expressed the following wishes:

1. Feel more involved in the decision-making process
2. Feel more social security
3. Application of a flexible work schedule (sliding work schedule, part-time work, provision of leave without pay if necessary)
4. Providing career opportunities
5. Increasing material rewards for work results

As a result of the analysis, it should be noted that there is some discrepancy between the wishes of employees and the actual methods of stimulating personnel.

For a more structural and detailed analysis, one division of Morning Star OJSC will be considered - department 1.

Characteristics of the structural unit

So, the main goal of the 1st department is to organize customer service in the following areas:

Hairdressing services,

Cosmetology services,

Massage services.

The 1st Division is one of the three main divisions, but the largest of them all.

The department is headed by a chief who is directly subordinate to a deputy and a chief customer service specialist. In total, there are 10 people in the department - 3 of them are management staff, 7 people are employees. The department holds a daily information meeting for employees to discuss current issues.

All employees of the department, as well as management personnel, have professional education.

Each department employee has job description, where his job responsibilities are specified.

2.3. Analysis of staff motivation of a structural unit

The next stage of work was to determine the social structure of the department.

The main composition of the department is employees under 29 years old - 60%, 30-40 years old and 50-60 years old are evenly distributed at 20%, respectively.

70% of employees have higher education, 20% receive it by studying part-time at universities, 10% have a secondary technical education, but plan to enter universities in the summer of 2001.

As a result, the majority of employees working in the department are under 29 years of age (60%), 90% have a higher education or are receiving it. 50% of employees have been working for 4 years, the other 50 were hired last year due to the expansion of the scope of activity.

5 people under the age of 29 with higher education were hired. The administration of the enterprise believes that the study leave of correspondence students interferes with the achievement of the organization’s goals, as a result of which, when selecting employees, preference was given to applicants who already had a higher education.

To clarify attitudes towards work, we were interested in the degree of job satisfaction of department employees depending on the social structure. As a result, the following data was obtained in the tables below:

Table 2.2. Attitude to work depending on age

Are you satisfied with the job?	Up to 29 years old		30-40 years		40-50 years		Total
	people	%	people	%	people	%	people	%
1. Quite satisfied with the work	1	10	1	10	–	–	2	20
	3	30	1	10	1	10	5	50
3. Work is indifferent	–	–	–	–	–	–	–	–
4.Rather dissatisfied	2	20	–	–	1	10	3	30
5.Completely dissatisfied	–	–	–	–	–	–	–	–
6.Difficult to answer	–	–	–	–	–	–	–	–
TOTAL	6	60	2	20	2	20	10	100

Table 2.3. Attitude to work depending on education

Are you satisfied with the job?	Medium-technical		Neok. higher		Higher		Total
	people	%	people	%	people	%	people	%
1. Quite satisfied with the work	1	10	1	10	–	–	2	20
2. More satisfied than dissatisfied	–	–	1	10	4	40	5	50
3. Work is indifferent	–	–	–	–	–	–	–	–
4.Rather dissatisfied	–	–	–	–	3	30	3	30
5.Completely dissatisfied	–	–	–	–	–	–	–	–
6.Difficult to answer	–	–	–	–	–	–	–	–
TOTAL	1	10	2	20	7	70	10	100

Table 2.4. Attitude to work depending on length of service

As a result, 20% of respondents were satisfied with their work, 50% were rather satisfied than dissatisfied, and 30% were rather dissatisfied.

The majority of young people under 29 (30%) are more satisfied than dissatisfied, 20% are more likely to be dissatisfied. 1 person expressed complete satisfaction with the work. This means that young people are still searching for themselves. At this age, many motivational methods are required for satisfaction.

The respondents were 30-40 years old, the age when a person established himself as an individual and formed his needs and goals. Among them, 10% are satisfied with their work, 10% are rather satisfied.

Respondents aged 40-50 were equally distributed between answers 2 and 4.

Consequently, the greatest dissatisfaction with work is expressed by people under 29 years of age; complete satisfaction is equally distributed between respondents under 29 years old and 30-40 years old. To a greater extent, employees are satisfied with their work, regardless of age, or rather satisfied than dissatisfied.

People with higher education do not express complete satisfaction with their jobs; they are the ones who are most likely to be dissatisfied with their jobs. Respondents with secondary technical education are satisfied with their work.

Respondents who have worked for the company for 4 years are more likely to be satisfied than dissatisfied with their work. There is no answer 4 in this group. From the group of respondents who have been working for 1 year, the total number of those most likely to be dissatisfied is formed.

In general, the following situation arises:

70% are satisfied with their work, or rather satisfied, mostly respondents who have worked for over 4 years, have higher or incomplete higher education and are under 29 years of age.

30% are rather dissatisfied; these are respondents who have worked for 1 year, have a higher education and are under 29 years of age.

This means that the main factor influencing job satisfaction is the length of work in a given organization (despite the fact that age and education in both groups are equivalent). When making these conclusions, it should be noted that, as a percentage, the majority of department employees are under 29 years of age and have higher education (or incomplete higher education).

When assessing labor motivation, of particular interest are data on the reasons that motivate enterprise personnel to work. All employees of the department were asked to answer the question “What motivates you to work today.” The response data were placed in tables and ranked depending on socio-demographic factors.

Table 2.5. Reasons for working depending on age

Reasons for working	Up to 29 years old		30-40 years		40-50 years		Total
	people	%	people	%	people	%	people	%
1. Doing what I love	1	10	1	10			2	20
2.Working until retirement
					2	20	2	20
			1	10			1	10
6. I’m working until I’m laid off
	5	50					5	50
TOTAL	6	60	2	20	2	20	10	100

Table 2.6. Reasons for working based on education

Reasons for working	Middle tech.		Neoc.higher		Higher		Total
	people	%	people	%	people	%	people	%
1. Doing what I love	1	10	1	10			2	20
2.Working until retirement
3. The situation is similar at other enterprises					2	20	2	20
4.By working, we can change the situation					1	10	1	10
5. I take advantage of social benefits
6. I’m working until I’m laid off
I'm working, but I'm looking for a better option			1	10	4	40	5	50
TOTAL	1	10	2	20	7	70	10	100

Table 2.7. Reasons for working based on length of service

Reasons for working	1 year		4 years			Total
	people	%	people	%		people	%
1. Doing what I love			2	20		2	20
2.Working until retirement
3. The situation is similar at other enterprises	1	10	1	10		2	20
4.By working, we can change the situation			1	10		1	10
5. I take advantage of social benefits
6. I’m working until I’m laid off
I'm working, but I'm looking for a better option	4	40	1	10		5	50
TOTAL	5	50	5	50		10	100

As a result, 20% of respondents rate their work as their favorite, half of them are under the age of 29, the other half are aged 30-40, all of them have a higher education or are in the process of receiving it, and have also been working in the company for over 4 years.

Employees working in the organization, but who are in search best option 50% of the total number of respondents. Of these, 50% are people under the age of 29, mostly with higher education and working at the enterprise for a year. Among those who have worked at Morning Star OJSC for more than 4 years, only 10% of respondents work for this reason.

Respondents who believe that by working they can change the situation are 10% of the total number of department employees. These are employees from 30-40 years old, with higher education, who have been working at the company for over 4 years.

Passive employees of the department (believing that the situation is identical in other organizations) make up 20% of the total number of respondents. For the most part, these are people with higher education. They were evenly distributed according to the number of years worked.

Consequently, most department employees are looking for a more profitable employment option. Considering that most of the company's employees are under the age of 29 and have a higher education or are receiving it, the main factor influencing the reasons for working in this organization is length of service.

Based on observation, work analysis and questionnaires, a scheme of forms of personnel incentives was constructed. (Appendix A)

Analysis of the actual forms of incentives for department employees allowed us to determine the following.

As a set of measures aimed at increasing the labor activity of workers, increasing labor efficiency and its quality, both moral and material forms of incentives are used.

The most significant for employees are material forms of incentives, such as salary, profit sharing and additional payments. According to the staff, these are the incentives to improve the quality of work. Monetary income is the main incentive among others, since it is most often mentioned as a first-level factor, as a reason for increasing job performance. Improvement and increase in income in most cases has a stimulating effect, deterioration leads to serious dissatisfaction.

The organization also uses additional forms of incentives, which can be classified as second-level factors. This includes tuition assistance, evenings off, provision of paid sick days, vacations, days off, etc.

Most employees are interested in the presence of level 2 incentives, since they are looking mainly for a stable position in the organization (opportunities to learn, the opportunity to get sick without the risk of losing their job, etc.), as well as establishing a positive climate in the team (rest evenings).

Each employee surveyed noted that he needed more incentives and, as a consequence, a study was conducted to determine the type, strength and direction of motivation of department employees.

The questionnaire for surveying respondents is given in Appendix B.

The survey data were entered into a table for calculating the average score of respondents by motivation group.

Table 2.8. Requirements Analysis

Respondent No.	1 subgroup				2 subgroup			Average score	3 subgroup			4 subgroup			Average score	Answer to question No. 49
–	50	55	60	61	52	54	56	–	48	53	58	51	57	59	–	–
1	3	2	2	2	1	1	1	1,7	3	2	3	2	2	2	2,3	2
2	1	2	2	1	1	2	2	1,6	3	1	3	1	2	2	2,0	2
3	2	1	1	1	2	2	1	1,4	3	1	3	1	2	1	1,8	3
4	2	2	2	2	1	1	1	1,6	3	2	3	2	3	2	2,5	2
5	1	2	2	3	2	1	1	1,9	3	3	3	3	2	1	2,5	2
6	1	3	3	3	2	2	2	2,3	3	1	2	1	3	3	2,2	1
7	3	1	2	2	3	1	1	1,8	2	2	3	1	2	2	2,0	3
8	3	2	1	2	2	2	2	2,0	3	1	2	2	2	1	1,8	1
9	2	2	2	1	1	2	1	1,6	3	3	2	3	1	3	2,5	2
10	3	3	2	3	1	1	1	2,0	3	2	2	3	2	2	2,3	2

Resulting table on the strength of motivation, direction of motivation and type of motivation

Table 2.9. The strength of motivation, the direction of motivation and its type

Respondent No.	Ch. No. motivation groups	Wed. group score	Type of motivation	Wed. motivation score	The power of motivation	Focus of motivation
1	2	2,3	3	1,8	average	Motive preservation
2	2	2,0	3	1,7	average	Motive preservation
3	2	1,8	3	1,4	average	Motive preservation
4	2	2,5	3	1,8	average	Motive preservation
5	2	2,5	3	2,1	average	Motive preservation
6	1	2,3	1	2,1	average	Motive preservation
7	2	2,0	3	1,7	average	Motive preservation
8	1	2,0	1	1,8	average	Motive preservation
9	2	2,5	3	1,8	average	Motive preservation
10	2	2,3	3	2,0	average	Motive preservation

As a result, the prevailing 3rd type of motivation in the vast majority of 90% is the focus on satisfying material needs (salary, income, etc.), career growth, the opportunity to communicate with people and the opportunity to earn respect. The same 90% have an average strength of motivation, aimed at preserving existing incentives. Employees did not show strong motivation and focus on achieving their goals. Therefore, management should increase the level of employee engagement.

10% of respondents noted a lack of motivation as such.

Given this situation, the administration should pay attention to the fact that people driven by incentives work much more effectively.

Based on the questionnaire (Appendix B), respondents were asked to rate the degree of importance of the requirements and the possibility of meeting them on a 10-point scale. As a result, we received the following data:

Table 2.10. The degree of importance of requirements and the possibility of satisfying them on a 10-point scale

№	Application data requirements	Requirements importance rank	Rank of Satisfaction Opportunity	deviation
1	Good earnings	10	5	5
2	Interesting work, enjoyable	7	4	3
3	Opportunity to advance in your career	7	2	5
4	Opportunity to benefit people	4	2	2
5	Opportunity to get housing, place a child in kindergarten, get a voucher	8	1	7
6	The opportunity to fulfill a duty to society, to do what is necessary	3	2	1
7	Opportunity to improve skills and expand knowledge	6	4	2
8	The ability to produce products that are in demand	3	1	2
9	Opportunity to earn respect	8	7	1
10	Provide wealth, buy whatever you want	10	4	6
11	Opportunity to communicate with people	7	5	2
12	Opportunity to apply your knowledge and abilities	5	4	1
13	Be independent in your work, decide for yourself what to do	6	1	5

In the course of the above data, it becomes obvious that the greatest difference between the importance of employee requirements and the possibility of satisfying them has developed in the requirements for material well-being, the possibility of involvement in the decision-making process, and the possibility of career growth.

Based on this, Morning Star OJSC proposes complex system motivating staff to meet identified needs.

The use of these methods will increase the level of satisfaction and interest of staff in improving work results, as well as change the motives for achievement and increase the power of motivation of employees.

Table 2.11. Employee motivation

№	Components of Motivation	Tools, methods	Motivation goals
1	Personnel policy	Moving employees across departments, mastering related professions	Intra-industrial mobility and flexibility in the use of professional qualifications
2	Involvement in decision making	Delegation of responsibility, voluntary participation in decision making	Involvement in the affairs of the organization, taking responsibility of employees
3	Workplace organization	Psychological elements, working conditions ( color design office interior)	Pleasure at work
4	Flexible adjustment of working hours	Sliding work schedule, increased vacation time for employees	Responsible use of working time
5	Personnel assessment	Assessing employee behavior and performance using non-material incentive methods	Positive influence on individual behavior
6	System of participation in profit distribution	Collegial decision % of bonus based on performance	Focus on comparing costs and benefits
7	Forms of social benefits	Life insurance, accident insurance	Employees' sense of social security

Conclusion

In this work, the theoretical aspects of labor motivation of personnel in the organization were considered, goals and objectives, the place and role of labor motivation in the personnel management system were formed.

The relevance of the chosen topic is beyond doubt, because In the course of studying the theoretical aspects of the topic and conducting practical research, it is undeniable that work motivation occupies one of the leading places in the personnel management system as a whole.

When planning and organizing work, the manager determines what exactly the organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager has the opportunity to coordinate the efforts of many people and jointly realize the potential capabilities of a group of workers. However, in practice, managers often mistakenly believe that if a certain organizational structure or a certain type of activity “works” well on paper, then it will also “work well” in life. But this is far from true. A leader, in order to effectively move towards a goal, must coordinate the work and force people to carry it out.

Personnel management at the present stage is of particular importance: it allows us to generalize and implement a whole range of issues of individual adaptation to external conditions, taking into account the personal factor in building an organization’s personnel management system.

In the course of theoretical research, it was found that the labor motivation system should take into account the elements of all those discussed in Chapter. 1 theories of motivation, since today there is no single correct theory of motivation. Therefore, just like in management theory in general, it is necessary to take into account situational factors and, in accordance with them, motivate employees to improve their performance

Based on the research conducted, the following conclusions were drawn:

1. The main incentive to improve work performance is wages and other forms of material incentives (bonuses, financial assistance, etc.)

2. In addition to the material interest, the organization’s employees express wishes:

Opportunity for career growth

Availability of additional social guarantees

Praise and recognition of professional success

Opportunity to participate in the decision-making process

Accepting a share of responsibility

Opportunity to gain respect in a team

Opportunity to realize yourself

Opportunity to communicate with people, etc.

Satisfying motivational needs is more effective and cheaper for the organization than not satisfying them. To determine how and in what proportions motivation methods and tools should be applied, the administration must know what the needs of its employees are. The manager must carefully observe his subordinates to decide what needs are changing, and the same motive cannot be expected to work effectively all the time.

Rapidly developing production does not leave the modern manager time to gain experience through trial and error. In addition, today, when technology has become of great importance for business, a manager must master the theory of management, which gives him the ability to effectively manage an organization. One of the important parts of management is motivation. Conditions and mechanisms for satisfying motivational needs - physical, economic, social, etc. are numerous and some of them are listed in this work. With their help, you can achieve skillful leadership and sustainable growth of the organization.

List of sources used

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6. Dessler G. Personnel management. – M.: “BINOM”, 1997
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Thesis on the topic “Psychological aspects of work motivation” updated: December 2, 2018 by: Scientific Articles.Ru

Management activities (just like any other) are carried out under certain conditions: material and technical, socio-psychological, sanitary and hygienic, etc.
One of the main results of the manager’s organizational activity is the new state of the work collective and each employee. With skillful, high-quality organizational activities of the leader, the team develops, its social structure, socio-psychological climate, well-being and mood of people, their attitude towards work, working time, equipment, etc. changes for the better, people’s labor and social activity, demands on each other increase, and vice versa, with inept organizational activities of the production manager , social, socio-psychological and moral indicators of the workforce are deteriorating.

3. Management functions

The functions and principles of management were first described by the famous French manager Henri Fayol (1841–1925). Drawing on his many years of management experience as the head of a large mining company, he developed a system for managing a large organization, which he outlined in the book “Fundamentals of Industrial Management” (1916). It defines the main functions of management - planning, organizing, directing, coordinating and controlling. A. Fayol developed the following management principles:
1. Division of labor. Work should be distributed among performers in accordance with technology.
2. Powerful powers. The right to give orders and the duty of employees to obey.
3. Labor discipline.
4. Unity of command. The contractor must receive orders from only one person.
5. Subordination of personal interests to general ones. The goals of the organization come first.
6. Unity of purpose. Actions to achieve the goal must be defined for each performer.
7. Remuneration for work.
8. Centralization. The degree of centralization should be appropriate to the situation.
9. Hierarchy of subordination. It is required from top to bottom.
10. Order. Every thing, every worker in its place in right time.
11. Justice. Fairness and fair treatment of every employee.
12. Job stability. Every employee should be confident about their workplace.
13. Initiative. Managers must encourage employees to take initiative
14. Corporate spirit. The need to instill in employees a sense of belonging to their organization.
Among many modern approaches to management, both to the theory and practice of management, the theory of systemic and situational (operational) management is predominant. It is based on five main functions: planning, organizing, staffing, leadership and control.
Planning represents a function that managers and relevant services perform when they make decisions about the selection of people, objects, technologies, and methods of organizing work. It also serves to select the appropriate moment of action, conditions, location and determine the amount of costs for the effective use of resources. Planning means developing a scheme for the future activities of an organization.
The process of planning the activities of an enterprise includes the following stages: identifying capabilities (resources, production, capacity); determining the goals of specific plans (final results); establishing the basic parameters of the plan; choice optimal option areas of activity; assessment of alternative activities; development of programs and rules for implementing the plan, and also includes forecasting, modeling and programming.
The second function of management is organization of work collective activities: identifying the activities necessary to achieve the goals of each unit; their grouping; assigning created groups to certain departments and managers; issuing tasks and instructions on performing relevant activities; ensuring coordination of powers and information connections horizontally and vertically (the structure of organizational activities has been disclosed above).
HR function is to ensure staffing, appoint to positions provided for organizational structure, competent specialists. This function includes: recording, evaluating and selecting candidates for positions; establishment wages; vocational training and various types of advanced training; professional growth, personnel certification; promotions and personnel transfers; modern approaches to training staff, including managers.
Next function – management - concerns issues of delegation of authority, interpersonal relationships between managers and subordinates in teams, the choice of methods and leadership style. Management involves stimulation and motivation, that is, activities to create sustainable incentives for highly effective work (the activities of specialists and managers to motivate work activity are disclosed in a separate paragraph).
Final function – control – means evaluating and adjusting the performance of subordinates to ensure that the results of the work correspond to the planned ones. At the same time, results are compared with goals and plans, negative deviations appear, and through measures to correct them, the implementation of planned programs and goals is achieved. The most important elements control are accounting and analysis. With the help of accounting, observations, collection and processing of data characterizing the controlled process are carried out.
Control, as one of the main functions of management, has a number of requirements. It must be systematic, prompt, objective and economical. Control should not be total. Otherwise, it suppresses the independence and innovative activity of employees. Well-organized control is carried out openly. Subordinates know who controls them, in what form control is exercised, and what its main means are. Control is a manifestation of attention to the employee and his work achievements. It is unacceptable to use control as a punitive means in working with personnel. The results of control must be communicated to the performer; they are important for the employee as significant production information, as an assessment of work and an incentive for further work.
Specific functions and tasks, the content of the manager’s activities depend on his status, position and the specifics of production. At the same time, the functions noted above are performed by managers of all ranks, including heads of primary work teams (teams of teams, sections, laboratories, departments, etc.), who, as a rule, become graduates of technical universities.
In order to successfully manage people, it is necessary to systematically study and evaluate their qualifications, personal qualities, individual psychological characteristics and, taking these characteristics into account, use adequate methods and techniques of influencing individual team members, distribute responsibilities and tasks, organize their high-quality implementation, in a timely manner carry out control, evaluation and stimulation of work. The head of the primary team also needs to take care of maintaining a normal socio-psychological climate, improving interpersonal relationships, forming a healthy public opinion, strengthening labor discipline, and eradicating all kinds of violations in people’s activities. Thus, the head of the work team simultaneously acts as a technical specialist, as an organizer (manager), and as an educator (psychologist and teacher).
There are other approaches to analyzing the managerial activities of a manager. According to G. Mintzberg, in the process of professional activity, a manager plays a series of specific roles, combined into three groups - interpersonal, informational and decision-making roles. They look like this:
1. Interpersonal roles.Manager as head of department carries out representative actions of legal and social content; as group leader– conducts business communication with employees, educates them and forms work motivation; as representative of the organization– Maintains relationships with other organizations and the public.
2. Information roles. A manager collects and analyzes all information relevant to his organization and then communicates it to his employees. In addition, he acts as a speaker (speaker, lecturer, presenter) at meetings, seminars, conferences, presentations, exhibitions, etc.
3. Decision making.Manager as entrepreneur carries out actions on issues of innovation and reorganization, takes the necessary measures in the face of complications and difficulties. As a manager, he distributes material, financial and other resources between people and departments. The manager is also a participant in business negotiations.
How much time do managers spend performing certain functions? It depends on the level of management and the specifics of production. Research conducted by Charles MacDonald at American enterprises showed that the working time of a middle-level manager (head of a department or workshop, director of a small company) is approximately distributed as follows (see Table 1).

Table I

Manager's working hours

The table shows that a middle-level manager spends 53% of his working time on performing managerial functions (1, 3, 4, 6, 10); for various forms of business communication (5, 8, 9, 11, 12, 13, 14) - 28%, for performing pedagogical functions (2, 7) - 19%.
Academician P. X. Shakurov, analyzing the activities of a manager, identifies three groups of management functions: 1) target, 2) socio-psychological and 3) operational. TO targeted functions, in his opinion, include the production functions of the manager (creating the necessary conditions and organizing the production process); a social function focused on satisfying the material and spiritual needs and interests of employees.
Socio-psychological functions include: organizing the workforce for joint activities, its unity; activation and motivation of work activity; its improvement; development of self-government in the team.
Among operating rooms management functions are highlighted: planning, instruction and control.
Thus, in P. X. Shakurov’s approach to the analysis of a manager’s managerial activities, along with traditional management functions, social and socio-psychological functions aimed at developing the personality of each employee and the work team as a whole are traced.
We also made an attempt to clarify the functions performed by heads of departments at industrial enterprises. By analyzing management activities, studying relevant domestic and foreign literature, and surveying managers at enterprises, a list of tasks that they solve in performing their functions was compiled. These include:
1. Management tasks:
– determination of the goals of the work collective;
– planning of collective work;
– issuing tasks to employees; organization of their joint activities;
– control of work performance and evaluation of results;
– motivation of employees’ work activity, material and moral incentives for work;
– ensuring labor discipline and law and order;
– collection, processing and analysis of information; preparation and adoption of management decisions.
2. Communication tasks:
– establishing normal relationships with people; business and informal communication with them; managing emotions; understanding the psychological state of the interlocutor and adequately responding to it;
– taking into account in communication the social and psychological characteristics of people (age, gender, profession, level of education and general culture, nationality, lifestyle, range of interests, character traits, etc.);
– preparing and conducting conversations, meetings, briefings, discussions, negotiations, brainstorming, business games; oral presentations (public speech) without text, use of technical means of communication;
– drafting business letters, memos, plans, reports, etc., analysis of correspondence;
3. Social and psychological tasks:
– studying and identifying the individual psychological characteristics of each employee in the primary team, implementing an individual approach to employees;
– timely assessment of the psychological state of the workforce, the formation of a favorable socio-psychological climate, resolution conflict situations;
– analysis and improvement of the social and socio-psychological structure of the workforce, study and formation of public opinion; participation in planning and implementation social development labor collective;
4. Recruitment tasks:
– selection, placement and promotion of personnel, optimization of staff turnover;
– participation in training, advanced training and retraining of personnel;
– acceleration of professional and socio-psychological adaptation of young people in the workforce;
– study and assessment of the work and personality traits of each employee, drawing up an oral or written description of the activities and personality of a specialist, participation in personnel certification;
– formation of a reserve of management personnel;
5. Social and pedagogical objectives:
– creating conditions for the development and use of the creative potential, qualifications, experience and abilities of each employee;
– increasing the general educational, professional and cultural level of employees;
– involving them in various forms of self-government, social work, amateur creativity, physical education and sports;
– improving the working, living and rest conditions of employees, developing the social infrastructure of the enterprise, taking care of the normal psychological and physical condition of each employee;
– labor and moral education of young workers, mentoring;
– preparation and conduct of classes in the system of economic and technical education of workers.
To successfully solve management problems in work teams, managers must know the social psychology of the team, personality psychology, social psychology of management, psychology of communication and industrial pedagogy; they must be able to use this knowledge in working with people.

4. Management methods and style

When solving production and social-management problems, leaders (managers) use various methods. Methods of leadership (management) are a set of techniques for the manager’s purposeful influence on employees, ensuring the coordination of their work. In management psychology, there are three groups of management methods: administrative, economic and socio-psychological.
Administrative methods involve direct influence of the leader on subordinates, higher management bodies on lower ones. This impact is manifested in administrative orders, instructions and instructions, in various regulations, instructions, standards and other official regulations that organizationally regulate the activities of subordinates and ensure their responsibility.
The specific forms and scale of application of administrative methods are determined by management tasks, the level of production organization, the level of development of the workforce and the personal qualities of managers. The higher the level of work organization and social development of the team, the better prepared and authoritative the managers, the comparatively less need for the use of administrative management methods.
Economic methods are based on the use of a set of incentives that provide for material interest and financial liability labor collectives and managers. These include: regulation of workers' wages depending on the quantity and quality of products, material incentives or punishment, the use of such levers as profit, price, credit, etc. A market economy creates conditions for expanding methods of economic stimulation of workers' labor activity by transferring them part of the property (shares) of the enterprise, their receipt of income (dividends) from profits, etc.
Socio-psychological management methods are based on the psychological and pedagogical knowledge and skills of the leader, his personal authority among employees. These include: persuasion, explanation, suggestion, conversation, advice, request, personal example of the manager, methods of moral encouragement and punishment, requirements for compliance with labor discipline, etc. The psychological knowledge of the manager is also necessary for an individual approach to employees, taking into account the characteristics of character, temperament, abilities of each of them. In conditions of group (collective) work activity, effective methods and techniques for influencing a person’s consciousness and behavior are criticism and self-criticism, the formation of a healthy public opinion, ensuring transparency, organizing and holding meetings, discussions and other group events, competitions between employees and between groups (divisions) organization), use of visual aids (posters, stands), media, etc.
When solving management problems, all management methods must be used in combination depending on the specific situation, the level of development of the team, the individual psychological characteristics of people and other factors. Therefore, the efficiency of use various methods leadership primarily depends on how much the manager takes into account the components of the human factor. A necessary condition for the creation and implementation of effective methods leadership is the social, psychological and pedagogical competence of managers at all levels of management. However, as the data show sociological research, the preparedness of managers to work with people is often low. For example, 60% of the shop managers surveyed have little idea of ​​how to organize a discussion, hold a meeting, or have a personal conversation. Self-assessment data from shop managers show that they are more confident in their ability to use administrative methods, and less confident in socio-psychological ones. Meanwhile, a psychologically competent leader treats his subordinate as an individual, shows respect to his subordinates, takes into account their interests, opinions, assessments, suggestions, and strives to create an atmosphere of mutual understanding, cooperation and co-creation.
Leadership style- the habitual manner of behavior of a manager in relation to subordinates in order to influence them and encourage them to achieve the goals of the organization; this is a certain system of management methods and techniques used by the manager in solving managerial, socio-psychological and other problems.
In the 1930s, the German psychologist Kurt Lewin (1890–1947), who emigrated from fascist Germany in the USA, conducted a series of experiments, on the basis of which he identified three, which have become classic, leadership styles: authoritarian, democratic and liberal. Until now, his approach to the analysis of leadership styles is the most common. Although now they are more characterized as directive, collegial and permissive.
Authoritarian (directive) The style is based on the assumption that people are lazy by nature, do not like to take responsibility, and can only be controlled with money, threats, and punishment. It is characterized by high centralization of management, unity of command in decision making, and strict control over the activities of subordinates. Employees must only do what they are told to do. At the same time, they receive a minimum of information. A leader of this style, as a rule, refuses the services of experts, the opinions of subordinates, and does not submit his proposals for preliminary discussion. He seeks to avoid situations in which his incompetence could become apparent. Due to constant control, this management style provides quite acceptable work results (according to non-psychological criteria: profit, productivity, product quality may be good), but there are more disadvantages than advantages: 1) high probability of erroneous decisions; 2) suppression of initiative, creativity of subordinates, slowdown of innovations, stagnation, passivity of employees; 3) people’s dissatisfaction with their work, their position in the team; 4) an unfavorable psychological climate causes increased psychological stress and is harmful to psychological health.
Democratic (collegial) The style is characterized by the manager’s desire to develop decisions taking into account the opinions of subordinates, the distribution of powers and responsibilities between the manager and subordinates. The collegial style manager discusses the most important production problems with the deputy and employees and, based on the discussion, a solution is developed. At the same time, he in every possible way stimulates initiative on the part of his subordinates. Regularly and timely informs the team on issues that are important to them. Communication with subordinates is friendly and polite. The implementation of decisions made is controlled by both the manager and the employees themselves.
The democratic style is the most effective, as it provides a high probability of correct informed decisions, high production results, initiative, employee activity, people's satisfaction with their work, a favorable psychological climate and team cohesion. However, the implementation of a democratic style is possible with high intellectual, organizational, and communication abilities of the leader.
The most convincing data on the effectiveness of the democratic leadership style was obtained by R. Likert, director of the Institute for Social Research at the University of Michigan, on the basis of large industrial enterprises. He applied the methodology of transition from an authoritarian to a democratic decision-making system. Motivation, communication, goal setting, control and performance standards were the main factors affected by group participation in decision making.
The democratic leadership style led to increased labor productivity, reduced costs, reduced unproductive losses, improved labor relations, reducing staff turnover, increasing income. Likert's conclusion is simple: high performance labor and economic success of the company can only be achieved if all employees, participating in the development of fundamental goals, strive to achieve them.
Liberal (permissive) leadership style is characterized by minimal participation of the leader in managing the team. Such a leader usually leaves things to chance, acting sporadically or when pressure is exerted on him either from above or from below. He prefers not to take risks, to move away from completing a difficult task, and to shift his functions and responsibilities to others. Subordinates are left to their own devices; their work is rarely monitored.
Communication with subordinates is conducted in a confidential tone, using persuasion and establishing personal contacts. He is tolerant of criticism, agrees with it, but, as a rule, does nothing. This leadership style can only be acceptable under certain circumstances: in creative teams in which employees are independent and creative, or when there are one or two people in the group who actually manage it.

The manager, his personality and activities as subjects of management. Management- purposeful influence on the people being led and their communities, which leads to their conscious and active behavior and activities, in accordance with the intentions of the leader. Therefore, leadership can be called management, but not all management is management. Leadership is a special case of management. Its main differences are that leadership: 1) is limited to influencing people and their communities; 2) involves interaction between the manager and subordinates; 3) is intended to cause someone's activity in accordance with the intentions of the leader.

Leadership is to a greater extent a social characteristic of relations in a group, from the point of view of the distribution of management and subordination roles. Guidance is based on the principles of legal relations, social control and disciplinary practice.

Supervisor- a person who is officially entrusted with the functions of managing a team and organizing its activities. The leader is legally responsible for the functioning of the group (team) to the authority that appointed (elected, approved) him and has strictly defined possibilities for authorization - punishment and reward, subordinates to influence their productive (scientific, creative) activity.

In his activities, a manager constantly carries out three types of communication: subordination, or communication during the interaction between the manager and subordinates; service-comradeship is communication between manager-colleagues; friendly is communication based on moral and psychological norms of relationships.

Manager's functions:

Goal setting- the main function of the manager is the formulation or selection of the goal of the organization’s functioning, as well as its concretization into subgoals and their coordination.

Forecasting- a management function aimed at anticipating possible changes in the external and internal environment of the organization and taking them into account when managing it.

Planning - development and implementation of organizational plans.

Function of the organization has three main meanings: 1) it is the general process of creating a specific organizational structure; 2) this is the functional division and subsequent coordination of the main types of work between individuals in a managed system; 3) certain coordinating processes necessary for the implementation of any other management function.

Decision function- this is any process of choice, implemented either in the individual activities of the leader, or in various forms of collegial decisions.

Motivation function- stimulating performers to achieve the overall goals of the organization.

Communication function ensures coordination of joint activities in the course of the organization’s activities based on the exchange of information by its members.

Control and correction function ensures that the organization achieves its goals.

HR functions leaders are to form and implement personnel policy organizations (determining wage and benefit systems).

Production and technological functions- this is a set of managerial functions related to managing the operating subsystem of the organization.

Derived (complex) functions management: integration, strategic, stabilization, representative.

The criterion for the effectiveness of leadership is the degree of authority of the leader. Authority- this is the moral and psychological influence that a person has on people, this is the recognition that she enjoys among them.

Management and leadership, leadership styles in group management.Management - intellectual and physical activity for the purpose of performing by subordinates the actions and decisions prescribed to them certain tasks. Leadership is exercised through clearly defined formal (official) relationships. Leadership - the process by which one person influences another person or group. Leadership is generated by a system of informal relationships in the process of influencing people. As a phenomenon, leadership is based on socio-psychological mechanisms.

Depending on the official position in the organization, the presence of rights and responsibilities, the concepts of “manager” and “leader” differ in the following:

1. The leader is mainly called upon to regulate interpersonal relations in the group, while the leader regulates the official relations of the group as some official organization.

2. Leadership can be stated in the microenvironment, since it is connected with the entire system of social relations.

3. Leadership arises spontaneously; the leader of a real social group is either appointed or elected. But this process is not spontaneous, but purposeful, carried out under control various elements social structure.

4. The phenomenon of leadership is less stable, the promotion of a leader depends more on the mood of the group, while leadership is a more stable phenomenon.

5. Management of subordinates, unlike leadership, has a more specific system of various sanctions, which are not in the hands of the leader.

6. The decision-making process of a leader (and in the leadership system in general) is much more complex and mediated by many different circumstances and considerations that are not necessarily rooted in a given group, while the leader makes more direct decisions regarding group activities.

7. The leader’s sphere of activity is mainly a small group, where he is the leader. The leader's sphere of action is broader because he represents a small group in a larger social system.

The work of a leader is mainly mental in nature. The result of this work is management decisions and actions of the leader. The purpose of his work is to organize joint efforts of the team aimed at achieving effective final results. The work of a manager includes two main aspects: 1) ensuring the technological process, which is designated by the concept of an instrumental control loop; 2) organization of interpersonal interactions, - the concept of an expressive circuit. These contours do not always harmoniously combine with each other and, moreover, require the manager to implement qualitatively different methods and forms of behavior.

The usual behavior of a leader who influences subordinates and motivates them to achieve the goals of the organization is called leadership style. Management style is considered as individual-typical features of a holistic, relatively stable system of priorities, as well as methods, methods, techniques of management interaction in the structure of implementing management functions. Leadership style- this is a set of typical and relatively stable methods of influencing a manager on subordinates in order to effectively perform management functions and assigned tasks.

The most famous is the classification of management styles by K. Levin, who described the autocratic, democratic and liberal styles.

Psychology of power-subordination in managerial interaction. The psychological basis of management and leadership is power and influence. Power as a psychological phenomenon is characterized by the ability of a leader, a manager, to induce a person to do something that he otherwise would not do, i.e. require a person to perform some action or not to perform it in order to achieve the general goals of an activity, organization (group). Psychological influence- this is the impact on the mental state, feelings, thoughts and actions of other people using psychological means: verbal, paralinguistic and non-verbal. The behavioral level comes to the fore; when we talk about influence, we note the focus of this phenomenon on changing the internal psychological attitudes, opinions, and needs of a person.

If power is the prerogative of the manager, and not the leader, then it can be characterized as the legitimate, legal right to give orders to subordinates, as well as the right to reward or punish them. Types of power:

1) The power of reward.

2) The power of coercion or punishment.

3) Normative (formal) power, based on a contract, presupposes that the employee has a certain set of analysis, and the manager has the right to monitor compliance with duties, and, if necessary, insist using sanctions.

4) Reference power. The leader influences his subordinates with the strength of his personal qualities and abilities. He is a model for his subordinates.

5) Expert power is built on the reasonable faith of the subordinate in the correctness of the leader’s activities.

6) Information power. The manager has information available only to the “select” who allow him to make qualified decisions.

Psychology of managerial decision making. Of key importance for characterizing the entire system of decisions made is the concept of a managerial (organizational) decision, which is collective in nature and determines the entire set of normatively prescribed decisions of a manager, directly related to his official and formal organizational status.

Management decision- this is the choice that a leader must make in order to fulfill the responsibilities of his position. The most effective management decision is the choice that will be implemented and will make the greatest contribution to achieving the final goal.

Typology of management decisions:

1. Programmed management decisions are the result of the implementation of a certain sequence of actions. Unprogrammed solutions have the same features, but with the opposite sign.

2. Depending on the implementation of which management functions are carried out, such types of decisions as target, prognostic, planning, motivating, control, organizational, correctional, production and technological are distinguished.

3. Based on the initial uncertainty of the situation when making management decisions and the selection processes in them, management decisions are divided into structured and unstructured. The former differ from the latter in the following ways: a) the subject has all the necessary and sufficient information for a decision; b) a set of alternatives for exiting the situation is known in advance; c) for each alternative, the sets of “wins” and “losses” that the adoption of this alternative will lead to are known, i.e. the system of consequences.

4. Deterministic are characterized by the use of regulatory procedures in their preparation and a focus on maximizing the elimination of risk elements from their process. Probabilistic ones are characterized by the use of soft - non-standard development procedures, and often - intuitive means and allow risk as a necessary parameter of the final decision.

5. Based on the breadth of coverage, management decisions are divided into general and private.

6. Based on the innovativeness of forms, management decisions are differentiated into:

a) routine (reduces to recognizing a problem and overcoming it in a well-known way);

b) selective (involve the choice of one of a number of known methods);

c) adaptive (require changes in known methods taking into account the specifics of the situation);

d) innovative (occurs when a situation cannot be overcome in any known way and the creation of a fundamentally new way of solving it is required).

7. Based on the content, prohibiting, permissive, and constructive decisions are distinguished.

8. Based on functional characteristics, they distinguish between those aimed at improving planning, organization, motivation and control.

9. Depending on their focus, there are political, technical, technological, economic, social, etc.

10. In relation to personality, they distinguish between intellectual, volitional, and emotional.

11. The most general typology is the division into: individual and collegial (group).

The signs of a “good solution” are: efficiency; validity; consistency; timeliness; eligibility; feasibility; combination of rigidity and flexibility; specificity and regulation.

Stages of developing management decisions:

1. Understanding the problem (collecting information; determining its relevance; determining the conditions under which this problem will be solved).

2. Drawing up a solution plan (development of alternative solution options; comparison of solution options with available resources; assessment of alternative options for social consequences; assessment of alternative options for economic efficiency; drawing up solution programs; development and preparation of a detailed solution plan).

3. Implementation of the decision (communicating the decision to specific executors; developing measures of rewards and punishments; monitoring the implementation of the decision).

Management communication. Managerial communication ensures the effectiveness and even the very possibility of management actions and at the same time a component of this very activity, a specific management action.

Management communication- a special type of communication, the purpose and result of which is to solve specific management problems. Communication occurs for managers only if at least two conditions are present: through it, management tasks are solved and its participants receive opportunities for self-realization, self-improvement, and achievement of success.

There are several classifications of types of management communication: formal and informal types of management communication; individual and group; individual formal, individual informal, group formal, group informal.

Managerial communication is, first of all, communication, transmission and acceptance of various kinds of messages. In the communication process, the manager uses various information flows. Information flow- these are ways of transmitting information that ensure the existence of the social system (enterprise institution) within which they move. These are processes of information transfer to ensure the interconnection of all links of the social system. There are two types of information flows: 1) horizontal - between employees or groups of employees who are equal in position and status, for example, between department heads; 2) vertical - between workers or groups of workers located at different levels of the hierarchy, for example, between a boss and a subordinate.

In turn, vertical information flows are divided into downward (from management to ordinary employees in the hierarchy) and upward (from lower employees to higher ones). Each type of information flow has its own psychological characteristics.

Thus, management communication is extremely important and necessary for any manager. It has its own specificity and structure. Managerial communication becomes full-fledged if it is focused not only on solving a managerial problem, but also on a person, on the realization of his capabilities.

One aspect of the division of labor is the division into managers and subordinates. For a long time In our literature, leadership was considered only as a type of socio-political and legal activity. Currently, the activities of a manager are considered as professional, namely managerial, which has its own psychological, ethical and pedagogical characteristics. The activity of a manager is defined as a type of professional executive and administrative work in the field of managerial relations.

To lead means to be able to manage the people, economic resources and time that an organization has to carry out its specific tasks. The team leader in our society is an employee who has clearly defined functions, rights and responsibilities, as well as professional principles of work. Special literature for managers is published, there are educational institutions that train professional managers and improve their scientific methods selection assessment and active psychological training of management personnel.

As noted by the authors of the book “Psychology and Collegiality” D. Kaidalov and E. Suimenko, the psychology of leadership involves the study of the socio-psychological aspects of the managerial activity of a leader. its basis is the power of unity of command, and the method of solution is the methods and style of leadership. Solving the problems of optimizing leadership in both theoretical and practical aspects begins with studying the functions of a leader. First we need to define what we will consider as the function of a leader.

A function in this case is a set of homogeneous tasks that are repeated and that must be solved in order to ensure the normal functioning of a certain system and its transfer from one state to another, which more closely meets the requirements.

There are several classifications of managerial functions, where different criteria are used. Many researchers talk about function, sequentially considering the stages of the management cycle. This approach was started by the founder of the scientific organization of labor in the West, A. Fayol, who identified the following elements of so-called administrative operations: foresight; organization; order; coordination; control.

Researcher Yu. Tikhomirov considers the functions of a manager to include: organization of the management system; selection of goals; forecasting; planning; information; decision making; organizational and grassroots activities; control; management effectiveness assessments.

V. Afanasyev names the following main management functions: development and acceptance management decision; organization; regulation and adjustment; accounting and control.

V. Afanasyev and Y. Tikhomirov focus on the relativity of solving the above-mentioned functions based on separation by management cycles, since in real practice management, all these functions are inextricably linked, or, in other words, are in close relationship and interdependence.

Psychologists and sociologists (unlike management specialists), when highlighting the functions of a manager, take as the basis for their classification not only the management cycle, but the entire structure of the manager’s activity in the work team. The manager is considered not only as a performer of an administrative role, but also takes into account the variety of social and educational responsibilities that he performs.

Considering the general block diagram functions of a manager in organizational systems, V. Rubakhin and A. Filippov distinguish general and special functions.

General management functions:

Implementation of decisions of government bodies;

Determining the goals and main directions of activity, as well as prospects for the development of the organization of the team and production as a whole;

Creation of a cohesive, efficient team;

Formation of a rational organizational structure;

Distribution functional responsibilities, available resources and funds within the team;

Development and implementation of effective labor organization and management.

Special functions are economic planning, personnel, technological and managerial.

The economic planning function is related to:

Determining the need for human and material resources, monitoring their availability and use;

General coordination of the activities of subordinates in order to ensure the effective use of human, material resources, and equipment;

Forecasting possible so-called bottlenecks and planning measures to eliminate them;

Self-control of your work;

Social planning of production in general.

The personnel function is related to:

Staffing and general management of personnel in the performance of their functional duties;

Organization of work in order to study personnel and determine the prospects for their further use;

Providing advanced training for personnel, optimal conditions labor and safety;

Development of a system of moral and material incentives for subordinates;

Elimination of industrial conflicts;

Taking care of consumer services employee problems.

Technological and management function includes:

Defining tasks and assessing the production situation;

Determining ways and means of performing tasks in accordance with the capabilities of the production team (quantity, qualifications, time, material, equipment);

Making decisions, assigning tasks to subordinates;

Implementation of coordination in a team, in an organization;

Performance monitoring with task definition;

Maneuvering existing reserves;

Assessment, summing up, solving assigned problems.

As we see, the subject of management activities is forecasting, organization, administration, coordination and control. Particular importance in the process of implementing these functions is given to the processes of decision-making, coordination and communication of all levels of production.

In general, the activity of a manager, according to V. Rubakhin and A. Filippov, is determined by two components: managerial, associated with the general organization of the activities of the production team, and organizational, associated with the implementation of production tasks that are repeated cyclically.

So, management activity is multi-level and diverse, and comes down to the continuous solution of a certain set of problems.

What are the general psychological features of this activity?

1. Management activities are of a sociotechnical nature, associated with the management and management of technical and technological systems and social and production organizations.

2. Mediocrity and distance from the control of real objects and processes.

3. Large volume and variety of operational tasks and actions.

4. the non-algorithmic nature of many operations, which is associated with a lack of information and activities in conditions that often change.

5. Rigid determination of parts of operations by time parameters organizational system generally.

6. High mental tension associated with great responsibility for making decisions. Let's notice the activities of the leader to the greatest extent socially conditioned. It is based on the widespread use of social information, as well as socio-psychological knowledge about the team in which management is carried out.

Performing their functions in accordance with the various interests of employees, each manager influences their behavior in accordance with the requirements of society, involves them in the process of social development, in management and forms public consciousness and ensures high efficiency activities of each employee.

Some researchers note that the effectiveness of a manager depends on the performance and stability of the team of lower-level managers and the quality of relationships in the team.

Other researchers, for example L. Umansky, consider organizational activity as the final link in the people management system. He notes that in the primary team, leadership activities are combined with organizational ones.

The first function of organizational activity is the integration of individuals by familiarizing workers with common tasks, goals, determining the means and conditions for their achievement, as well as through planning, coordinating teamwork, accounting and control.

The second function is communication. This refers to the establishment of horizontal communications within the primary team and external vertical communications with senior management levels.

The third and fourth functions of organizational activity are training and education (in a broad sense).

As L. Umansky notes, in each specific organizational activity, all of the above functions are in unity and interdependence.

E. Kuzmin, I. Volkov, Y. Emelyanov identify the following functions:

Administrative (work orders, coordination of individual actions and control over execution);

Strategic (defining goals and choosing methods to achieve them, planning and forecasting)

Expert and advisory;

Communication and regulation;

Representations of the group in the external environment;

Disciplinary;

Educational;

Psychotherapeutic.

A. Kovalev considers the following functions of a manager:

Goal setting;

Planning and forecasting;

Coordination;

Stimulation;

Control;

Upbringing.

According to L. Blyakhman, the content of a manager’s activity is manifested in the following functions:

Goal setting;

Administrative and organizational (formation of management bodies, distribution of tasks among subordinates, coordination of their actions and control of execution);

Expert (consultations of employees and specialists);

Disciplinary and stimulating (assessing the quality of work of subordinates, determining rewards and penalties)

Representative (in front of external organizations);

Educational and propaganda (creation of a favorable socio-psychological climate in the team, development of the abilities and initiatives of subordinates, selection and placement of personnel, participation in the training of the promotion reserve).

Slovak psychologist I. Šipoša believes that the content of management activity is to foresee the optimal operation of the organization’s system and implement it. Psychology in management should help predict people's behavior and ensure its optimization.

Slovak psychologist F. Liptak classifies all human actions in systems, including the leader:

1. A person acts in mixed systems and in most cases is an element of many systems, but their relationships differ in terms of time and space.

2. From an organizational point of view, each person appears in three aspects:

Autoorganizations (a person organizes himself)

Suborganizations (as an organizer of other systems and subsystems);

Meta-organizations (a person himself is the subject of an organization of other people who organize it).

3. When solving problems of labor organization, it is necessary to take into account the following two points:

A person’s ability to be an element of any system (personal characteristics);

Conditions in which a person can act as such an element.

At each level of the system, regulatory mechanisms are created. Psychologists should be interested in precisely those systems that are controlled by humans.

Systems managed by people are divided into two types:

Control technical means(man-machine)

Management of socio-economic systems (person - person).

The second type of management is complex, since the individuals who are managed (as units) have certain abilities to manage, their own goals, and make their own decisions.

According to the two types of management, a double strategy for regulating the system arises (which relates to the function of leadership):

Biotechnological - which takes into account the material environment of the individual worker and is based on objective criteria that can be measured;

Psychosociological - aimed at modifying the collective activities of social and professional groups, which as a whole create the collective of the enterprise.

In the psychological literature there are other lists of the functions of a leader, which to one degree or another differ from those given.

An urgent task today is to analyze the functions of a manager based on empirical research.

One of the first attempts at this approach was made by A. Zhuravlev, V. Rubakhin, V. Shorin, who discovered twelve functions of a manager according to the managers themselves and divided them into two groups:

Production;

Socio-psychological.

It was found that managers at different levels pay more attention to production functions than to social and psychological ones. However, mid-level managers (for example, shop managers) provide greater importance to socio-psychological functions compared to lower management levels. As managers age and work experience, their attention to socio-psychological factors also increases.

In a study conducted by L. Pochebut, the functions of a manager in a production team were divided into two types:

Production and technological (specially professional);

Socio-psychological.

In the process of performing the production and technological function, the manager acts as a specialist in a specific production and solves problems within the framework of the “human-technical” system. Social-psychological functions are understood as all those functions that are implemented in the “person-person” system. In order to detail the structure of the socio-psychological function, a questionnaire survey was conducted among 232 managers different levels(from foremen to the shop manager) of the Svetlana association. Using correlation and factor analyses, the structure of the socio-psychological functions of managers’ activities was identified, which contains the following components:

Informational;

Organizational;

Socializing;

Decision making.

In each of the functions, a central feature was noted (the so-called core of the function), which was closely correlated with all the features of a particular function and the responsibilities of the manager.

The work of A. Kitov is of interest, in which the question is raised about the so-called blocks of social activity of a leader (meetings, studying documents, receiving visitors, etc.), considered as empirical units of activity. A. Kitov notes that in each such unit of activity three theoretical units of activity can be distinguished:

Diagnostics and forecasting, that is, studying the state of affairs and predicting their course in the future

Development of a program of action for subordinates that would direct this activity in the right direction;

Encouraging subordinates to carry out a certain program.

The proportion of these units of activity varies depending on the situation.

Kharkov sociologists discovered that lower-level managers pay very little attention to the development and implementation of advanced labor methods, rationalization activities, improving the qualifications of their subordinates and general education, as well as their own and improving the cultural and political level. On average, this takes six minutes a day. Namely, the work of such a plan primarily determines the qualifications of lower-level managers and leads to a decrease in efficiency in the activities of the primary team.

Knowledge of the functions and responsibilities must coincide with the moral readiness of the manager to perform them. Then the official demands are reinforced by their own demands on themselves.

When analyzing the structure of a manager’s activity, one must also take into account subjective elements, that is, the manager’s own needs in such activities, and the formation on their basis of a system of attitudes towards their work, towards themselves, subordinates and senior managers. As special studies show, the indicator of managers’ activity in communication and contacts with subordinates, in informing, and making decisions significantly depends on the content of the manager’s work and experience, the degree of independence in performing certain functions. For example, within the framework of workshop management, higher satisfaction of special needs in leadership (decision making, forecasting, control) was found, but lower satisfaction of needs in non-specific activities - in contacts and communication with subordinates.

So, with an increase in the level of leadership in the structure of a manager’s activity, a redistribution of its components and functions occurs to expand independence in decision making.