MINISTRY OF EDUCATION AND SCIENCE OF RUSSIA
federal state budgetary educational institution
higher professional education
"Vologda State Technical University"
CHECK TASK No. 2
Course: "Psychology of Management"
Cherepovets
Introduction
Subject and main tasks of management psychology
Basic functions and principles of management psychology
Conclusion
psychology management leader
Introduction
Modern management psychology is a relatively young and fairly rapidly developing branch of applied psychology. In modern psychological science, two main directions are quite clearly distinguished - theoretical psychology and practical (applied) psychology. Nowadays, both theoretical and practical psychology are not a single whole. Each is a system of theoretical constructs, certain initial principles, views, approaches, languages for describing various phenomena of the psyche and human relationships. All this fully applies to management psychology. It can be stated that today it represents a set of general approaches to understanding problems. On the other hand, modern management psychology has accumulated a colossal amount of factual, statistical and experimental material, which allows one to draw fairly accurate conclusions and develop specific recommendations for specialists in the field of management. Differences in approaches are not a factor complicating matters; on the contrary, they contribute to new searches.
Without competent, constantly improving management, it is impossible to overcome the transformations that are taking place in our society. The modern situation requires paying increasing attention to socio-psychological problems of management.
Management of organizational and socio-psychological processes and phenomena, specific management of people, their actions and behavior forms a complex of problems that are discussed in the course “Psychology of Management”. Management psychology is a large-scale multifaceted science that has a number of various directions, which we will try to reveal.
Subject and main tasks of management psychology
In the process of development of management psychology, a significant number of definitions have appeared. Different authors interpret the issue of terminology differently and sometimes contradict each other. Such discord has led to the formation of a certain system of psychological knowledge, which could be divided into “applied psychology for managers” and a certain system of theoretical knowledge. In general, this is a collection of information from various branches of psychology that allows a layperson to understand some psychological patterns, in particular those that would help optimize the solution of management problems. Very often this system is identified with the subject or results of research in the field of management psychology.
This situation, as well as the discrepancy in definitions, reflect a certain stage in the development of this science and society as a whole. The deficit of true psychological knowledge and psychological culture, now fully realized, is beginning to be overcome among “managers.” A powerful request is being formed to specialist psychologists in the field of education and specifically practical activities, which leads to a shift in the focus of researchers’ attention from methodological to applied problems.
We will dwell only on some of the currently available definitions of management psychology and the subject of management psychology.
The definitions given below were formulated by Antonova N.V.
Management psychology is a science that studies the psychological patterns of management activities.
The main task of management psychology is to analyze the psychological conditions and characteristics of management activities in order to increase the efficiency and quality of work in the management system.
The management process is implemented in the activities of the manager, in which management psychology highlights the following points: diagnostics and forecasting of the state and changes of the management subsystem; formation of a program of activities of subordinates aimed at changing the states of the controlled object in a given direction; organization of execution of the decision. In the personality of a manager, management psychology distinguishes between his managerial needs and abilities, as well as his individual management concept, which includes a super task, problematic content, management plans and principles and rules of management internally accepted by the individual. The management subsystem studied by management psychology is usually represented by joint activities large group hierarchically interconnected leaders. [Antonova N.V., p. 7].
Urbanovich A.A. gives a different concept of management psychology:
Management psychology is a branch of psychological science that combines the achievements of various sciences in the field of studying the psychological aspects of the management process and is aimed at optimizing and increasing the efficiency of this process [Urbanovich A.A., p. 16].
V. A. Rozanova gives the following concepts:
Management psychology is part of a comprehensive science of management
The goal of management psychology is to develop ways to improve the efficiency and quality of life of organizational systems
The subject of management psychology is the activities of leaders (managers), implemented in the performance of basic management functions
Sources of management psychology
a) management practice;
b) development of psychological science;
c) development of the sociology of organizations
[Rozanova V. A., p. 9].
Kabachenko T.S. gives the following concept:
The subject of management psychology is psychological patterns of activity in the implementation of basic management functions [Kabachenko T.S., p. 23].
E.A. Naumenko considers management psychology as a field of scientific knowledge about the laws and patterns of interaction between people included in various groups and organizations.
Management psychology is a branch of psychology, the subject of study of which is mental phenomena realized in management systems and in the processes of relationships and interactions between people.
Management psychology develops at the intersection of two scientific disciplines - management theory and psychology. This determines the specifics of the subject of management psychology, which reflects broad psychological
knowledge in its complex presentation with extra-psychological features of the structure and functioning of organizational systems.
[Naumenko E.A., p. 2].
As we see, the very concept and subject of management psychology is interpreted ambiguously. From one point of view, management psychology is intended to optimize the management of the “man-technology” and “person-person” systems; from the second, it studies the “person-person” system, as well as the “person-group”, “group-group” and etc. Accordingly, there are differences in the definition of management psychology. For example, in the first approach it is defined as a branch of psychology that studies the psychological patterns of management activity. The main task of management psychology is to analyze the psychological conditions and characteristics of management activities in order to increase the efficiency and quality of the management system. In another understanding, management psychology is one of the most important branches of social psychology, studying the problems of communication and interaction of people in various social structures.
Adhering to the first point of view, E.E. Vendrov and L.I. Umansky identified the following aspects of management psychology: socio-psychological issues of production groups and teams, psychology of a manager’s activity, psychology of a manager’s personality, psychological issues of selection of management personnel, psychological and pedagogical issues of training management personnel, engineering psychology of management.
The position of V.F. is similar. Rubakhin and A.V. Filippov, who classify functional-structural analysis of management activities, engineering psychological analysis construction and use of automated control systems (ACS), socio-psychological analysis of production and management teams, relationships between people in them, study of the psychology of the leader, relationships between the leader and the led, psychological aspects of the selection and placement of management personnel, psychological and pedagogical issues in the training of managers.
While in other positions, A.G. Kovalev included in the field of management psychology the identification of optimal moral and psychological properties of the leader’s personality, ensuring the maximum effect of team management, the determination of real types of leaders and their influence on the productive activities of people, the establishment of patterns of team development and leadership dynamics; study of the structure of the team and the specifics of the approach of the gel leadership to various microgroups. Supporting this point of view, A.I. Kitov believes that management psychology is mainly focused on the psychological aspects of management relations that function in the process of interpersonal and intergroup interaction of people in the process of work.
Since engineering psychology first and foremost studies “man-machine” systems as control systems, a significant part of its problems falls within the scope of consideration of control psychology. However, it does not seem possible or appropriate to include engineering psychology in the latter due to the fact that in this case there will be a mismatch in the methodological foundations of these branches of psychological knowledge, which have repeatedly proven their theoretical and practical maturity.
But one cannot limit the subject area of management psychology to the problems of social psychology. After all, then such issues as professional selection of managers, regulation of their activities and its psychological analysis fall out of consideration; it is clear that these issues are inextricably linked with other components of the leadership process and therefore must be resolved from a unified position.
We see management psychology as a complex psychological science.
According to A.L. Svenitsky, this implies the use of the principles of social psychology, ergonomics, engineering, differential, educational psychology and other psychological sciences in relation to the theory and practice of organizational management.
Management psychology is one of the rapidly developing branches of psychology, studying the psychological patterns of behavior of individuals and groups in organizational management systems. It was formed at the intersection of two scientific disciplines - management theory and psychology, which determines its complex nature. Management psychology synthesizes psychological data itself with the most important patterns of the structure and functioning of organizations. In addition, according to modern ideas, it is a science that studies not only management activities, but also the entire complex psychological problems related to management. In the management structure, there are necessarily two components - the control and managed subsystems. The first correlates with managerial activities, and the second with performing ones. Therefore, the study of the latter is also the task of managerial psychology.
Management activity is the most important and determining link in the functioning of organizations; This is a kind of quintessence of management practice in general. But the very concept of “activity” is at the same time one of the most important general psychological categories; therefore, it is through it that management theory and psychology are synthesized, and management psychology itself becomes possible as a scientific discipline. Because of this, it is traditionally believed that management activity is the “core” of all management psychology (or even its subject as a whole).
The structure of managerial psychology, like any other scientific discipline, is formed by ideas about the object, subject and method. The object of managerial psychology is a variety of organizational management systems.
Its subject is the psychological aspects, factors and mechanisms of functioning of the managing and managed subsystems of organizations.
What causes the disunity in approaches? Management psychology as a specific branch of practical psychology arose almost simultaneously with the emergence of the profession of manager and professional managers. It appeared in response to a specific social order of industrial society. This social order can be expressed in the form of the following questions: ¨ How to make management effective? ¨ How to make maximum use of human resources in production without coercion and pressure on people? ¨ What is the best way to build and organize a team management system? Thus, “from the very beginning, management psychology was focused not on creating a theory, but on solving specific practical problems. The same can be said another way - modern management psychology is built on the understanding that the use of the human factor in production, the human dimension in management, is economically beneficial. It doesn’t matter how it looks in theory, it is important that it works in practice and is beneficial - such a very pragmatic and, of course, not indisputable view predetermined the development of management psychology as a branch of practical psychology. So the lack of a single view, a single concept in management psychology is caused by completely objective reasons” [Veresov N.N., p. 2]. Basic functions and principles of management psychology If the management process itself arose from the emergence of human society, then the science of management arose only at the beginning of the 20th century. It arose as a result of the urgent need for a rational organization of social life. In its formation and development, management psychology as a science went through a number of stages. Modern management psychology is a relatively young and fairly rapidly developing branch of applied psychology. Nowadays, it can be presented based on different approaches to understanding problems. Systematic approach. Its proponents considered the shortcoming of all previous theories to focus only on individual elements of control. The effectiveness of management was not considered as the result of all its components. The use of a systematic approach to management allowed managers to see the entire organization in the unity and interconnection of its constituent parts. In accordance with this approach, any organization (enterprise, division, military unit) is a system. As in a biological organism, in an organization all its parts are interconnected. Each element of the system contributes to its development. The organization is an open system, that is, it interacts with external environment. The external environment largely determines the survival of an organization. Representatives of the systems approach consider the subject, object of management, and the management process itself as a systemic phenomenon. The organization is viewed as an open system. Situational approach. At the turn of the 70s, the ideas of the “situational approach” gained wide popularity. The validity of various types of management systems - both strictly regulated and those based on internal freedom - was proven, depending on the specific characteristics of the “organizational context”. Proponents of this approach believed that systems theory reveals which elements are included in an organization to form a system, but it does not itself answer the question of which of these elements are most important. The situational approach does not deny the systemic approach, but emphasizes taking into account specific situational factors that arise in the process of management activities. The effectiveness of management is determined by the flexibility of the management system, its ability to adapt to a specific situation. Empirical (pragmatic) approach. This approach was based on the study and subsequent dissemination of specific experience in managing firms and military organizations. Its emergence was a definite reaction to the insufficient practical orientation of a number of provisions of scientific management. Proponents of this approach did not deny the importance of theoretical principles, but considered the analysis of direct management experience more important. Such an analysis, in their opinion, makes it possible to select the appropriate this type situation solution. They developed special management teaching methodologies based on specific management situations. Proponents of this approach advocated for the professionalization of management, that is, for the transformation of managerial work into a special profession. The works of scientists in this area are associated with the widespread use of the terms “management” and “manager” in the theory and practice of management. Its essence is to study and disseminate specific management experience using appropriate techniques. Quantitative approach. This is a generalized name for all management techniques related to knowledge of mathematics, statistics, and cybernetics. The emergence of this approach was a reaction to advances in science and technology, primarily to the process of computerization. The computer as an element of modern management culture has made it possible to free management work from large number routine, technical operations. “the concept of operational management” (it is not enough for a manager to know only the science of management; a manager must have knowledge of sociology, psychology, mathematics, economics, systems theory, etc.); “the concept of management decisions” (the main thing in a manager’s activity is decision-making. Training of a manager should include, first of all, the formation of his readiness to make correct and timely decisions); “the concept of mathematical or scientific management” (the world situation and its complication require ensuring an increasingly scientific nature of management. For this it is necessary to use various mathematical models and concepts). The main functions of management psychology should also be highlighted: Today, management psychology is experiencing particularly intensive development, its ideas and practical recommendations are becoming popular and relevant. Right now, many books on psychological and managerial issues have appeared. The period being experienced is characterized by a number of features: the applied nature of the problems being developed in management psychology; integration of psychological and managerial knowledge, proceeding by combining the achievements of various branches of science; the main emphasis is on considering the features of management in business and business relations, relatively less attention is paid to other branches of knowledge. Attempts are being made to reduce the psychology of management to the psychology of management [Urbanovich A.A., p. 15]. A specific manifestation of the subject of management psychology can be presented in the following directions. Psychological patterns of management activity itself. Psychology of a leader as a subject of management activities. Psychological aspects of interaction between a manager and subordinates. Psychological patterns of management itself activities. This direction is being studied theoretical foundations management process. Its patterns, functions. This issue was first considered by A. Fayol. Subsequently, it was discussed both by representatives of the classical school of management and by followers of other areas of management theory. T.S. pays special attention to the management process in his works. Kabachenko. Under the management, following V.G. Afanasyev, he understands the function of systems of various natures (biological, social, technical), ensuring the preservation of their certain structure, maintenance of the activity regime, implementation of the program, goals of the activity” [Kabachenko T.S., p. 14]. This direction also deals with the study of management functions. The main management functions are “relatively isolated areas of management activity that allow for control action” [Kabachenko T.S., p. 17]. There is also no single point of view on the issue of studying management functions; let us turn to the opinion of T.S. Kabachenko: P.N. Esmansky, identified the so-called “normal management functions”. Among them he included management (direct management), executive and technical activities (production itself), communications, accounting and administrative functions (supply), coordination, and inspection. Additional functions were general and applied education and accounting and financial functions. A. Fayol distinguishes the technical function, or production, commercial (purchase, sale, exchange), financial (search for capital, its effective use), accounting (accounting, statistics), security (safety of property and personnel), administration (foresight, organization, direction, coordination and control). L.S. Blyakhman points to the following main functions of a manager: goal setting, administrative and organizational activities, expert, disciplinary and incentive, representative, personnel policy. In management practice there is always a need to search for the most rational, effective methods of management. This is due to the fullest use of the capabilities already available, traditionally established in management practice. Psychological patterns of the organization’s activity as a subject and object of management. In social management, unlike other types of management, the main components are either people as members of various organizations, or organizational units as a whole. Thus, the concept of "organization" refers to key categories management process. Organization (from the French word organization) means structure, connection, as well as a good, systematic, thoughtful arrangement of something. Therefore, the term “organization” is usually considered in three different meanings: as an object (phenomenon); as a management process; as an influence or action. One of the outstanding representatives of this management school, Charles Bernard, defined organization in the substantive sense as a system of consciously coordinated activities of two or more individuals. IN modern concepts management is clarified and the content of the systematic feature is revealed. An organization is a form of association of a group of people (two or more), whose activities are consciously coordinated by the subject of management to achieve a common goal or goals and to streamline joint activities. Depending on the goals and conditions of activity, individuals in social management act as subjects and objects of management [Urbanovich A.A., p. 3]. One of the most famous representatives schools of “social systems” R. Dabin, analyzing the organization, identifies four specific systems of organization: technological; formal; non-formal; informal (informal) [Kabachenko T.S. ,p 26]. The technological subsystem of behavior determines the individual actions and tasks of personnel in connection with the division of labor in the organization. Thus, the leading role in the organization is given to the technological subsystem. The function of connecting man and technology is carried out by a formal subsystem that unites individuals in a single organization. The formal subsystem is based on rules that determine the behavior of people occupying one or another status in an organization. This subsystem is based on the broad goals of the organization and the norms of behavior necessary to achieve them. Rules and regulations are established for each job position and fix the duties and responsibilities of the individual in relation to the organization, and establish a set of values that are expected from its members (sense of duty, loyalty). The informal system of behavior covers the sphere of direct interpersonal relationships of a voluntary nature. Their basis is unspoken norms, which primarily manifest themselves in a situation of free choice. The informal system provides solutions to the problems of the formal subsystem, but through informal means. This is a kind of way of “cutting corners” when implementing tasks of corresponding statuses by moving functions from one position to another, redistributing basic management functions, in particular, control functions and decision-making. All of this can transform relationships of power and authority in an organization. There are close relationships between these four subsystems. It is customary to distinguish three main types of social organizations: business, public, and associative. Business organizations (enterprises, institutions, etc.). The goal of such organizations is a commercial idea, based on a way to make a profit. Public organizations are a union of individual participants united by a socially significant goal. Associative organizations are built on the basis of personal sympathies, mutual affection, and common interests [Efimova S.A. Theory of organization #"justify">The diversity and diversity of organizations create significant difficulties for their classification. Let us outline the most popular approaches that have become widespread in organizational theory, sociology and, partly, management practice. Classification of organizations according to organizational and formal criteria. Types of organization by type of ownership (who owns them): According to organizational and legal forms there are: partnerships; cooperatives; joint stock companies(with varying degrees of responsibility); subsidiaries and dependent companies; funds; associations; institutions, non-profit partnerships etc. By industry they distinguish large number organizations, for example: industrial, agricultural, trade, educational, etc. processing; assembly (for example, in industry and agriculture); research; design; educational; educational (museums), etc. The functional approach distinguishes the following types of organizations: production, regulatory (political), social, integrative. As for the psychology of organizational behavior, it should be noted that the studies of E. Mayo and the views of C. Bernardo focused on human social factor in the organization. American researchers point to the existing role of the leader in the organization. A role that consists of mastering social forces in the organization, managing its informal components, forming values and norms of interaction. These ideas were the prerequisites for expanding research within the framework of organizational behavior. Discipline and organizational behavior originates from the report of R. Gordon, D. Howell. The main conclusion of their research is that academic psychology is difficult for managers to use in practice. A new approach is required that would synthesize research into the behavior of individuals and groups in organizations. As a result, the psychology of organizational behavior combined separate areas of psychology, sociology, pedagogy and other sciences. Psychological patterns of activity of an organization as a subject and object of management is one of the main directions of modern management psychology. Research in this area was carried out by T.S. Kabachenko, R. Dabin, E. Mayo, Ch. Bernard et al. Despite the disunity of approaches to studying this issue, most authors agree that general condition the implementation of management activities is a certain way organized management environment. Such an environment is an organization that has a certain structure - a set of elements and links of the management system, between which there are constant connections and relationships. Features of the organization's structure determine the parameters of management activities, which also depend on the place of the manager in this system. Organization as one of the management functions can be divided into a number of organizational structures: Linear management structure. This is historically the oldest management structure, first appearing in the armies of ancient states, due to the ability to effectively manage a limited number of subordinates. The linear management structure is built on the production-territorial principle of unity of command and full competence. The linear management structure has both its advantages and disadvantages. The advantage is the clarity and precision of subordination, the personal responsibility of the manager for all types of management activities and for the final result. In addition, the advantages of such a management structure are simplicity, reliability and cost-effectiveness (in the absence of duplicate units). The disadvantages of a linear management structure are: high demands on the abilities and knowledge of managers, who must make qualified decisions on any issue, and their departments for management activities; long path of approvals; orientation of managers towards solving operational problems to the detriment of long-term management tasks due to the large number of current affairs and shortage of working time. Functional management structure. This structure is associated with specialized management and a clear distribution of functionality. And it was first recorded in one of the principles formulated by F.W. Taylor. The distribution of labor in management led to the emergence of functional specialists (lawyers, economists, personnel officers, etc.), which led to the formation of functional divisions and a functional structure in management. This direction of management psychology also considers other aspects that should be noted: Psychology of organizational behavior. Psychology of managing individual behavior in an organization. Basic models (forms) of organizing joint activities. Formal and informal structures of the organization; Value orientations in the organization, management of the process of their formation. Efficiency and competitiveness modern organizations. Innovations in the organization. Psychology of a leader as a subject of management activities. Managerial functions are carried out by persons occupying a certain status in the organization. Their activity aims to regulate the processes that determine the state of the organization. The activities of a leader are diverse. In order to successfully carry out the effective activities of an organization, make optimal decisions, and work with people, a talented leader must combine abilities, experience, knowledge, and the ability to use them. A leader must have training in many areas of life. In particular in the field of psychology. The manager, the leader, is the central figure in management systems, its subject. Organizational structure enterprise is expressed in the interrelation of various statuses. We distinguish several types of such relationships: linear, functional, staff, matrix. Depending on what type of relationship a particular manager is included in, the content of his management activities occurs. The psychological characteristics of a manager’s activities in linear organizational structures presuppose the existence of a direct official relationship between the manager and the subordinate. The undoubted advantage of a linear management structure is its harmonious hierarchy, simplicity and clarity of interaction, and, at first glance, the apparent certainty of power and responsibility. The functional type of relationship presupposes a hierarchy of authority when implementing a certain function in an organization. The introduction of functional management in production is associated with the name of F. Taylor. The main problems of a functional management system are related to the need to delineate areas of authority. At the organizational level, this acts as a problem of allocation of functions, and at the psychological level, as a problem of role uncertainty due to the unclear hierarchization of the system of responsibility. Regardless of the management system, the main psychological characteristics of management activities can be called: a wide variety of activities at different levels of the management hierarchy; non-algorithmic, creative nature of activity, carried out with a lack of information and in a frequently changing, often contradictory environment; pronounced prognostic nature of the problems being solved management tasks; significant role of the communicative function; high mental tension caused by great responsibility for decisions made. Also, at present they remain very current problems individual management style, development management decision. Already in the first works on management psychology, the psychology of the leader’s personality was identified as one of its essential directions. Empirical study of this problem began in the 20s and is currently being carried out quite intensively. The problem of leadership and management is one of the cardinal problems of management psychology. A large number of studies are devoted to the problem of leadership styles (the theory of leadership styles by McGregor “Theory X” and “Theory Y”, the theory of leadership styles by R. Likert). Today, there are three main leadership styles: authoritarian, democratic, liberal. Although modern scientific developments contain more complete parameters of leadership styles. In particular, T. Kono distinguishes innovative-analytical, innovative-intuitive, conservative-analytical and conservative-intuitive leadership styles. In carrying out his leadership activities, the manager simultaneously takes into account three groups of needs: a) individual needs; b) the needs of the task - to complete the work; c) the needs of the group. Another question that is being studied this direction Management psychology is the psychological characteristics of making management decisions. A managerial decision is a decision that has the power of power in relation to its executors. Such a decision has a subject (a leader or a group of persons), who relies on his official legal status and has leverage (sanctions). Management decision occupies one of the central places in the management system. If we characterize the full management cycle, management activities through functions (planning, control, organization, etc.), then in any of these functions there is two elements: preparation and implementation of the decision. A management decision is characterized by four main points: variability, awareness, purposefulness, and the presence of action. A management decision is a response to a problem situation. A problematic situation is a kind of contradiction between the actual, the possible and the proper. The solution is designed to resolve these contradictions. The decision is made through a process called the “decision-making process.” There are a number of successive stages of this process: diagnosis and formulation of the problem; identification, evaluation and analysis of alternatives; choice of alternative; its implementation and correction. Thus, any management decision comes down to choosing one option from several possible ones. Thus, a management decision is an instrument of the subject of management, through which a goal is set for subordinates, and methods and terms for its implementation are indicated. And the decision-making process, firstly, occupies a central, hierarchically important place in the management structure; secondly, it is widely represented in management activities and is included in all stages of its implementation, in all situations and at all levels. Thirdly, the decision-making process has a high degree of complexity, maximum deployment, specific measures and forms of responsibility; and also exists in individual and group form. The decision-making process in management activities is considered in psychology as a stage of an act of will, the result of which is the formation of a goal and means of achieving it. The following psychological aspects of management decisions can be mentioned: decision as a process from ignorance to knowledge; personal profile of the decision: a set of individual characteristics of the leader; interaction of people involved in the decision-making process (those who prepare the decision, whose interests it affects, and who implements it); perception of decisions by the performer: it must be psychologically justified and understandable; program of the performer's activities. Thus, the decision-making process, being an important element in the management system, has complex content from a psychological point of view. The specifics of making a management decision depend on the manager’s use of a particular strategy. The decision-making process can be controlled if you think through in advance the organizational and psychological mechanism for “launching” and executing the decision. This direction of management psychology also considers other aspects of the activity of a manager as a subject of the management process: Individual management concept; Psychological analysis of the leader’s personality, psychological requirements for the personal qualities of the leader; Individual management style of a leader and problems of its correction; Personnel selection in management activities; Reflective-evaluative activity of a leader; Stress in management activities. Stress management. Time management. Psychological aspects of interaction between a manager and subordinates. Let us first turn to the phenomenon of managerial communication and its psychological aspects. It is no secret that through communication a person interacts with different people in different environments. In communication, there is a comprehensive exchange of activities and their results, goals are achieved, general attitudes and moods are formed, habits and traditions are developed, and a style of behavior is formed. A specific form of communication is management communication. In the process of managerial communication, the manager interacts with people, information is exchanged in order to coordinate and change their actions in a certain direction. This type of communication is a condition for organizing production and achieving goals. The following forms of management communication are distinguished: subordination is communication between the manager and subordinates, which is based on relations of subordination regulated by administrative and legal norms; service-comradely communication between managers and colleagues, relations of coordination, agreement, regulated by administrative and moral norms; friendly - communication between managers, between managers and ordinary employees, it is based on relationships of sympathy and they are regulated by moral and psychological standards. When choosing a particular form of communication, a manager must take into account various factors: the level of management, socio-psychological conditions of interaction and individual characteristics of people. We can name several psychological principles that ensure managerial communication. First of all: helping to increase the employee’s potential and the growth of his professional level; creating conditions for the manifestation of initiative; a clear definition of the employee’s job competence, his tasks and responsibilities. Next: delegation their authority and trust in subordinates. Such installations, on the one hand, relieve the central link of the management system from problems solved locally, and on the other, motivate subordinates. There are three functions of management communication: a) issuing orders, b) receiving feedback, c) issuing assessment information. That is, the manager enters into management communication in order to give orders, instructions, and advise something; receive “feedback” from a subordinate about the completion of the task and give an assessment of the completed task. The quality of managerial communication can be defined “as the achievement of interaction in changing the actions of subordinates in a given direction” [Ivanova V.S., p. 41]. The quality of communication is influenced by: psychological characteristics of the individual, mastery of means of communication, stylistic features of interaction, the ability to organize the communication space, and mastery of the mechanisms of mutual understanding. The mechanisms of managerial communication include: formal power, manipulation, cooperation. A factor in the success of management communication is also is the manager’s awareness of one or another type of “relations of interdependence.” There are three types of "interdependence". “Paternalistic” type, which is characterized by closeness and informality of relationships. The “bureaucratic” type, its main features: the dominance of formal relations, a high degree of standardization of organizational procedures. The “entrepreneurial” type is characterized by autonomy and independence of the subject of activity, low centralization of power, economic type of control, low structure, low degree of identification. An important issue that this area of management psychology studies is communication. Communication is usually understood as the process by which an idea is transmitted from a source to a recipient with the aim of changing the behavior of the latter [Ivanova V.S., p. 42]. Communication occupies a central place in any theory of management and organization, since the structure, size and scope of an organization's activities are completely determined by means of communication. Traditionally, the communication process has four elements: Sender, source - the person generating ideas; Message is information encoded in symbols that is transmitted from the sender; Channel - a path, a means of transmitting information (verbal or non-verbal); The recipient is the person interpreting the information. Thus, communication satisfies, on the one hand, the organization’s needs for successful formal interactions and information transfer, and on the other, the needs of individuals for communication and informal contacts. The motivation of individual behavior in an organization is another important issue that we must mention when covering this area. Motivation is one of the means of influencing human behavior to achieve both general group and individual goals. Motivation refers to “the process of motivating oneself and others to act to achieve personal or organizational goals.” [Ivanova V.S., p. 48]. The main levers of motivation are motives and incentives. A stimulus is an external reason that prompts a person to take active action. Motive is an internal driving force. Some authors believe that a motive is only conscious internal impulses, while others believe that instinctive impulses, for example, biological drives and desires, can also be classified as a motive. Motivation is a socio-psychological mechanism for regulating human behavior. Theoretical approaches to the phenomenon of motives are not unambiguous. All motivational theories, and there are more than two hundred of them today, can be divided into two groups: "theories of satisfaction" (or substantive theories), their authors focused on the analysis of needs, tried to identify those that to a greater extent motivate people to action. Valuable contributions to the development of motivation, from the point of view of substantive theories, were made by the following researchers: F. Taylor, A. Maslow, H. Herzberg, D. McClelland. "process theories". The authors of these theories (B. Skinner, V. Vroom, L. Porter, E. Lawler) were based on the analysis of human behavior. This approach to motivation assumes that human behavior can be controlled (manipulated) by restructuring the environment or process in which a person works. This group includes, first of all, the “expectancy theory,” the authors of which believed that if the desired behavior is followed by a pleasant event, the so-called “reward,” then this leads to the fact that a person associates a pleasant experience with desired result, waits for it and demonstrates the specified behavior. Next in this group is the “equity theory,” which suggests that people subjectively evaluate the level of remuneration for the results of their work and compare it with the remuneration of other people. If the comparison shows injustice, e.g. If the real reward does not coincide with the expected one, then psychological tension arises, making motivation difficult. L. Porter and E. Lawler developed a comprehensive motivation theory, which combined elements of “expectancy theory” and “equity theory.” From their point of view, the employee’s results depend both on the effort and abilities expended, and on the employee’s awareness of his role in the labor process. At different times, various mechanisms and methods of motivation have been proposed. A manager can apply one or another scheme in accordance with his ideas, knowledge and experience and use certain methods of motivation in his practice. Thus, the manager must take into account and be able to use in the arsenal of management tools the actions of the socio-psychological mechanism for regulating the behavior of employees. Such management factors should be considered motivational mechanisms that help satisfy the social needs of the employee. The next point we would like to dwell on in more detail is conflict in the organization. Conflicts are an integral part of social life. They are caused by the socio-economic heterogeneity of society, as well as psychological differences. There is a special branch of humanities that deals with the study of conflicts. This is conflictology. From the point of view of researchers, conflict in society and in an organization is a natural result of the interaction of people. We can offer the following definition of conflict - “this is a collision of opposing goals, interests, opinions that arises as a result of the interaction of people” [Ivanova V.S., p. 54]. Organizational conflict is a type of social conflict. This clash of interests and goals occurs in an organization. Previously, such conflicts were called “labor”, “production”, “industrial”. From the point of view of management theorists and practitioners, some conflicts even in the most effective organization with the best relationships are not only possible, but also desirable. Organizational conflict is caused by the specific properties of the organization, its structural features and contradictions. Most often, organizational conflict arises as a result of a mismatch between formal principles (goals and structure of the organization) and the actual behavior of the employee. Theoretical approaches to determining types of conflicts are based on: quantitative characteristics (based on the composition of participants); forms of conflict; ways to resolve it; degree of intensity and strength of implementation. Conflicts in the organizational system can be divided into two groups: organizational conflicts that are generated by the contradictions of the organization itself; It should be noted that the division of conflicts into types is quite arbitrary; there is no rigid boundary between types. Conflicts can perform various functions, both positive and negative. Positive functions of conflict: informational, integrating, stimulating, relieving the syndrome of resignation and tension. Negative functions: emotional costs, decreased discipline and worsening socio-psychological climate, decreased degree of cooperation and destruction of communication networks. Structure of the conflict: subject; participants in the conflict; goals, motives of the participants and the reason for the clash. Any conflict has an extension over time, that is, dynamics. There are three stages of conflict: pre-conflict, conflict and conflict resolution stages. Conflict management is a targeted impact on eliminating or minimizing the causes that gave rise to the contradiction; as well as the impact on the correction of the behavior of conflict participants. Experts involved in conflict resolution believe that the process of conflict management depends on many factors: adequacy of the perception of the conflict (accurate assessment of the actions and intentions of both one’s own and the opponent’s); openness and effectiveness of communication (open discussion of problems); creating an atmosphere of mutual trust and cooperation; determining the essence of the conflict. Modern conflictology has formulated the conditions under which successful conflict resolution is possible. First of all, this is a timely and accurate diagnosis of the causes (objective contradictions, goals and interests of the parties). Next is the mutual interest of the parties in overcoming the conflict, as well as a joint search for ways to overcome it. All works devoted to conflict and its psychological aspects are in one way or another connected with the research of such scientists as: E. Berne, J. G. Scott, Z. Freud, etc. The psychological aspects of conflict in the management process include ways to resolve the conflict: productive, allowing to eliminate causes of conflict that hinder cooperation; and negative, in which one of the opposing sides is “removed”. There are several ways to resolve conflicts. First of all, the intrapersonal method involves influencing an individual. Another way to eliminate organizational conflicts is structural methods. Method of explaining job requirements; a coordination method that allows the use, if necessary, of other units for intervention and resolution controversial issues. A method of clarifying organizational goals, as well as a reward system that discourages unconstructive behavior by individuals and groups. And interpersonal methods as styles for correcting behavior in conflict situations. Also, the psychological aspects of interaction between a manager and subordinates include: Communicative and reflexive processes in management activities. Rules for effective communication. Principles of business communication. Business Communication Code. Barriers in business communication. Types of business communications in management. (Business meeting. Business conversation. Business meeting. Business letter. Interview. Resume. Telephone conversation.) Optimization of relationships in the “manager - subordinate” link; Awareness as a factor in increasing effective management. Psychological problems of organization: neurotic (deviant, accentuated) types of organizational culture. Manipulations in control systems. Problems of forming an effective team and team. Psychology of group and process management. The concept of group activity. Types of groups. Features of group management. Organizational structure of the group. Corporate culture of the group. Group interaction as a factor of stability. The influence of social attitudes, needs and motives on individual behavior. Ways to change social attitudes. Patterns of formation of a favorable socio-psychological climate in an organization. Patterns of formation of optimal interpersonal relationships. relationships in the organization, the problem of psychological compatibility. Conclusion The emergence and development of management psychology as a science was due to a number of objective and subjective factors. Among which we should highlight: management practice needs; development of psychological science; development and complication of the structure of social organization. One of the most important tasks of modern management is the application of scientific data obtained by management psychology in modern stage. The development of various areas of management psychology is very relevant due to the fact that management practice is ahead of theory. The fulfillment of organizational goals, which are fundamental in the activities of modern organizations, is associated with the work of personnel. Its activity cannot be overestimated, since it is the main strategic variable in management. Knowledge of the characteristics and patterns of human behavior largely determines the success of achieving management goals. The complex structure of management psychology requires consideration of the system of interrelations of all its components. The complex nature of these relationships requires the use of a systematic approach to management. It is important to take into account that the contradictions, difficulties and paradoxes that are inherent in the theory of management psychology are largely determined by the fact that this area of scientific knowledge is multifaceted and dynamic. Interest in management psychology today is natural. This is due to the general psychologization of production and management, increased attention to the “human factor”. Management psychology as a discipline is now taught not only to narrow specialists in this field - HR managers, economists and psychologists, but also doctors, agricultural workers, employees of the Ministry of Internal Affairs, as well as representatives of various humanitarian specialties. Despite the appearance of a significant number of books and textbooks on management psychology published over the past few years, most of them still do not meet all the needs of the educational market. At the present stage of development of management psychology, an attempt should be made to synthesize traditional, established theoretical models of domestic and foreign psychology, and new conceptual paradigms.
- Cognitive - studying the basic psychological characteristics of management as a specific sphere of professional activity, determining its role and significance in the development of organizations and groups.
- Evaluative - identifying the compliance or non-compliance of the management system with the main trends of society, social expectations, needs and interests of employees.
- Prognostic - aimed at identifying the most likely and desirable changes in management activities within the near or more distant future, i.e. to determine possible trajectories of management development and to predict it.
- Educational (training). Its essence is the dissemination of management knowledge through the system educational institutions, various institutes and centers for advanced training, retraining and retraining of personnel. Acquiring knowledge, skills and abilities for the practical implementation of management activities.
private; government; municipal; mixed.
In relation to profit: commercial organizations; non-profit organizations.
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Introduction…………………………………………………….……………… |
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1. Management psychology: its object and subject. |
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2. Psychological patterns of management activities. |
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2.1. Psychology of management on the threshold of the third millennium. |
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3. Personality as an object of management………………………………… |
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3. 1. The concept of personality and its structure…………………………… |
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3. 2. Some psychological schools of personality study…… |
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3. 3. Motivation as a factor in personality management……………… |
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4. Psychology of conflict…………………………………………… |
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4.1. The nature and social role of conflicts. The reasons for their occurrence |
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4.2. Classification of conflicts. Types of people's behavior in conflict situations. |
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Conclusion…………………………………………………………………… |
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Literature…………………………………………………………………… |
Introduction
Management psychology as a science produces psychological knowledge used in solving the problem of managing the activities of the work collective.
The personality of an employee is studied by a number of psychological disciplines, such as general psychology, labor psychology, and engineering psychology. At the same time, the work group or work collective is studied by social and educational psychology.
A distinctive feature of management psychology is that its object is the organized activities of people. Organized activity is not just a joint activity of people united by common interests or goals, sympathies or values, it is the activity of people united in one organization, subject to the rules and regulations of this organization and performing their assigned joint work in accordance with economic, technological, legal, organizational and corporate requirements.
The rules, norms and requirements of the organization presuppose and give rise to special psychological relationships between people that exist only in the organization - these are the managerial relationships of people.
Socio-psychological relations act as relationships between people, mediated by the goals, objectives and values of joint activities, i.e. its real content. Managerial relations constitute organized joint activities and make them organized. In other words, these are not relationships in connection with activity, but relationships that form joint activity.
In social psychology, an individual worker acts as a part, as an element of the whole, i.e. social group outside of which his behavior cannot be understood.
In management psychology, both an individual worker, a social group, and a collective act in the context of the organization to which they belong and without which their analysis in terms of management is incomplete.
Studying the personality of an employee in an organization, analyzing the influence of the organization on the socio-psychological structure and development of the team - all this and much more constitute the relevance of my work, which pushed me to a more thorough study of management psychology.
1. Management psychology: its object and subject
In management psychology, in contrast to labor psychology, for example, the actual problem is not the problem of employee compliance with his profession, not the problem of professional selection and career guidance, but the problem of employee compliance with the organization, the problem of selecting people into the organization and their orientation in relation to the characteristics of this organization.
In management psychology, in contrast to the social psychology of work, the object of study is not just the relationships of people in a team or social group, but the relationships of people in an organization, i.e. in conditions when the actions of each participant in a joint activity are specified, prescribed, subordinated to the general order of work, when the participants are connected with each other not just by mutual dependence and mutual responsibility, but also by responsibility before the law.
The object of study of management psychology is people who are financially and legally part of independent organizations whose activities are focused on corporately useful goals.
Approaches to understanding the subject of management psychology are diverse, which to a certain extent indicates the complexity of this phenomenon.
Thus, psychologists E. E. Vendrov and L. I. Umansky highlight the following aspects of the subject of management psychology:
Social and psychological issues of production groups and teams;
Psychology of leader activity; - psychology of the leader’s personality; - psychological problems of selecting management personnel; - psychological and pedagogical problems of training and retraining of management personnel.
Psychologists V. F. Rubakhin and A. V. Filippov include in the subject of management psychology:
Functional-structural analysis of management activities;
Social and psychological analysis of production and management teams and the relationships between people in them;
Psychological problems of relationships between the manager and subordinates and others.
Summarizing all that has been said, we can conclude that the subject of management psychology is a set of mental phenomena and relationships in an organization, in particular:
Psychological factors of effective performance of managers;
Psychological characteristics of making individual and group decisions; - psychological problems of leadership; - problems of motivation of behavioral acts of subjects of management relations and others.
It can be argued that the subject of studying management psychology organically includes traditional socio-psychological phenomena (leadership, psychological climate, psychology of communication, etc.), psychological problems of work activity (mental states within the framework of work activity, for example), general psychology (psychological activity theory, personality theory, development theory), and other applied areas of psychology.
Among specialists in the field of management psychology, unity has been achieved regarding the idea of the most relevant psychological problems for the organization. These include the following:
Increasing the professional competence of leaders (managers) at all levels, i.e. improving management styles, interpersonal communication, decision making, strategic planning and marketing, overcoming stress and more;
Increasing the efficiency of training and retraining methods for management personnel;
Search and activation of human resources of the organization; - assessment and selection (selection) of managers for the needs of the organization; - assessment and improvement of the socio-psychological climate, rallying personnel around the goals of the organization.
Management psychology as a science and practice is designed to provide psychological training for managers, to form or develop their psychological management culture, to create the necessary prerequisites for theoretical understanding and practical application of the most important problems in the field of management, which include: - understanding the nature of management processes; - knowledge of the basics of organizational structure; - a clear understanding of the manager’s responsibility and its distribution among levels of responsibility; - knowledge of ways to improve management efficiency; - knowledge of information technology and communication tools necessary for personnel management; - the ability to express one’s thoughts orally and in writing; - competence in managing people, selecting and training specialists capable of leadership, optimizing work and interpersonal relationships among employees of the organization;
Ability to plan and forecast the activities of an organization using computer technology;
The ability to evaluate one’s own activities, draw the right conclusions and improve one’s skills based on the requirements of the current day and expected changes in the future;
a developed understanding of the characteristics of organizational behavior, the structure of small groups, the motives and mechanisms of their behavior.
2.Psychological patterns of management activities
As you know, management is carried out through the interaction of people, so the manager in his activities must take into account the laws that determine the dynamics of mental processes, interpersonal relationships, and group behavior. Some of these patterns include the following. Law of response uncertainty. Another formulation of it is the law of dependence of people’s perception of external influences on the differences in their psychological structures. The fact is that different people and even one person at different times can react differently to the same influences. This can and often does lead to a misunderstanding of the needs of the subjects of management relations, their expectations, the peculiarities of perception of a particular business situation and, as a result, to the use of interaction models that are inadequate either to the characteristics of psychological structures in general or to the mental state of each of the partners at a particular moment in the situation. in particular.
The law of the inadequacy of the reflection of man by man. Its essence is that no person can comprehend another person with such a degree of reliability that would be sufficient to make serious decisions regarding that person.
This is explained by the super-complexity of the nature and essence of man, which is constantly changing in accordance with the law of age-related asynchrony. In fact, at different points in his life, even an adult of a certain calendar age can be at different levels of physiological, intellectual, emotional, social, sexual, motivational-volitional decision. Moreover, any person consciously or unconsciously protects himself from attempts to understand his characteristics in order to avoid the danger of becoming a toy in the hands of a person prone to manipulating people.
Even the fact that often a person himself does not know himself fully enough is important.
Thus, any person, no matter what he is, always hides something about himself, weakens something, strengthens something, denies some information about himself, replaces something, attributes something to himself (invents ), emphasizes something, etc. Using such defensive techniques, he shows himself to people not as he really is, but as he would like others to see him.
However, any person as a private representative of the objects of social reality can be known. And at present, scientific principles of approaching man as an object of knowledge are being successfully developed. Among these principles, we can note, in particular, such as principle of universal talent("there are no incapable people, there are people busy with other things"); development principle(“abilities develop as a result of changes in the individual’s living conditions and intellectual and psychological training”); principle of inexhaustibility(“no assessment of a person during his lifetime can be considered final”).
The law of inadequacy of self-esteem. The fact is that the human psyche is an organic unity, the integrity of two components - the conscious (logical-mental) and the unconscious (emotional-sensual, intuitive) and these components (or parts of the personality) relate to each other like the surface and underwater parts of an iceberg .
The law of splitting the meaning of management information. Any management information (directives, regulations, orders, orders, instructions, instructions) has an objective tendency to change its meaning in the process of moving along the hierarchical management ladder. This is due, on the one hand, to the allegorical capabilities of the natural language of information used, which leads to differences in the interpretation of information, and on the other hand, to differences in education, intellectual development, physical and, especially, mental state of the subjects of analysis and transmission of management information. The change in the meaning of information is directly proportional to the number of people through whom it passes.
Law of self-preservation. Its meaning is that the leading motive for the social behavior of a subject of management activity is the preservation of his personal social status, his personal viability, and self-esteem. The nature and direction of behavior patterns in the system of management activities are directly related to taking into account or ignoring this circumstance.
Law of compensation. With a high level of incentives for a given job or high environmental demands on a person, the lack of any abilities for successful specific activities is compensated by other abilities or skills. This compensatory mechanism often operates unconsciously, and the person gains experience through trial and error. However, it should be borne in mind that this law practically does not work at sufficiently high levels of complexity of management activities.
The science of management, naturally, is not limited to the above psychological laws. There are many other patterns, the honor of the discovery of which belongs to a number of outstanding specialists in the field of management psychology, whose names are assigned to these discoveries. These are Parkinson's laws, Peter's principles, Murphy's laws and others.
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CONTENT
INTRODUCTION
The place of psychology in the management process
Psychology and its subject of management
Motivation and behavior of the individual in the organization
CONCLUSION
LITERATURE
INTRODUCTION
Psychology of management- a branch of psychology that studies the psychological patterns of management activities. The main task of management psychology is to analyze the psychological conditions and characteristics of management activities in order to increase the efficiency and quality of work in the management system.
The management process is implemented in the activities of the manager, in which management psychology highlights the following points:
Diagnostics and forecasting of the state and changes of the management subsystem;
Formation of a program of activities of subordinates aimed at changing the states of the managed object in a given direction;
Organization of execution of the decision.
In the personality of a manager, management psychology distinguishes between his managerial needs and abilities, as well as his individual management concept, management plans and internally accepted principles and rules of management.
The activities of a leader are diverse. In order to successfully carry out the effective operation of an enterprise, make optimal decisions, and work with people, a talented manager must combine abilities, experience, knowledge, and the ability to use them. A leader must have training in many areas of life. In particular in the field of psychology.
The work of a manager is, first of all, working with people, which is one of the most complex species activities. This fact alone creates the need for psychological preparation of a manager. The manager must know how to behave with performers, adjust his behavior depending on their condition, and be able to identify strengths performers and notice their shortcomings in order to distribute personnel most effectively. His duty is to create a strong, cohesive team in which each member has his own place, in which the possibility of conflict situations arising is minimized, and which is able to work harmoniously and effectively. The manager must study and use those environmental factors that have a beneficial effect on performers and increase the efficiency of the team. Carrying out the educational function, the leader must activate and develop in performers those personal qualities that contribute to more fruitful work of the individual performer and the team as a whole.
All these diverse functions of a manager cannot be carried out without sufficient knowledge in the field of psychology and experience in their application in practical activities.
THE PLACE OF PSYCHOLOGY IN THE MANAGEMENT PROCESS
The modern world, constantly and rapidly changing, places special demands on such a science as psychology, which must not only measure and evaluate, but also predict, design, and shape. According to many researchers, psychologists are currently forced to plan personality changes. It is necessary that the leaders of the organization show foresight and recognize the high importance of the psychological factor in the work of the organization. In turn, it is important that psychologists also learn to provide effective practical assistance and build effective business relationships.
Currently, in practical psychology, forms and methods of work have been developed, and targeted programs of social and psychological support have been tested for all groups of employees. The use of developments in domestic practical psychology in organizations, the adaptation of Western programs, as well as the creation of new specialized series of lectures, seminars, business and game training for specialists will contribute to the effectiveness of the organization.
Practice shows that the area of interpersonal relationships always remains a constant area of uncertainty for the manager due to his subjectivity, so the manager feels very insecure in it.
There is no area of human activity that is not carried out through the joint efforts of people. These efforts need to be streamlined, organized, i.e. manage them. Management forms a special specific activity and acts as an independent social function. Due to the complexity, inconsistency, and dynamism of the social system, many problems of management activity arise. Science alone cannot solve these problems. Different disciplines examine and identify different management problems.
First of all, this is cybernetics - a science that studies the general patterns of control that take place in different environments. Cybernetics gives general definition management as “a function of organized systems (biological, technical, social), which ensures the preservation of the integrity of the system and maintains a certain mode of its activity.”
Next, management theory (management), which develops and defines the principles, mechanisms and functions of management, as well as features and methods of effective management.
The control system is divided into managed (control object) and control (control subject) subsystems. If there is no such division, there is no management.
The control subsystem in a living organism is the nervous system, in a machine it is a control device, in society it is an administrative and management system, a control apparatus that includes people.
Another pattern is that the basis of management is the goal - as “the first, necessary and decisive moment of management activity.” The process of realizing a goal, justifying its necessity and the possibility of achieving it is called goal setting. In this process, the social management system receives its practical expression, which lies in the fact that social goal setting gives a certain direction to the process of development of the social system. Hence, management is often defined as targeted influence.
The content of management is the regulation of the system (society) through the application of targeted influences to the control object. In the process of regulation, the compliance of the system with certain goals is achieved. The essence of regulation is, firstly, to maintain the object in a certain state; secondly, in a directed change of an object in accordance with certain goals.
There are external and internal regulation. The external is carried out through influence on the control object from the outside, and the internal is the self-government of the system.
There are a variety of types of management. First of all, depending on the system in which it occurs, there are:
Biological - control of processes occurring in living organisms;
Technical - management of technical processes in machines and devices;
Social - management of society, social processes, people's activities.
In turn, the management of society differs into economic management, political management and management social sphere. Within the framework of economic management, management of industry, agriculture, construction, finance, etc. is assumed. Political management is the influence on internal and foreign policy states. And finally, management of the social sphere involves a targeted impact on the area of human life in which working and living conditions, health and education, leisure, etc. are realized.
Thus, under control in in a broad sense words can be understood as a property that is inherent in complexly organized objects (systems), the essence of which is that it (this property) organizes, regulates the system in conditions of constant change, preserves its integrity, stability and qualitative certainty.
PSYCHOLOGY OF MANAGEMENT AND ITS SUBJECT OF MANAGEMENT
The subject of study of management psychology is management relations. These relationships mean the interaction of people participating in the process of targeted influence, i.e. in the management process. These relationships arise between the control and managed subsystems (between the subject and the object of control).
This is a special type of relationship, characterized by the fact that as a result of management relations neither material nor spiritual values are directly created. But they are a necessary condition for their production. Depending on the sphere (economics, politics, culture, etc.) where management relations take place, they acquire an economic, political, and ideological orientation.
They differ from other relations (economic, political, etc.), first of all, in purpose. For example, the goal of economic relations is to create a labor product, the goal of managerial relations is to organize the activities of people to create this product. They also differ in content, for example, the content of the production process - the production and technological cycle (it can be varied); The content of the management process is the management cycle, which always includes certain stages: selection of goals, setting tasks and their implementation.
Next feature managerial relations - they are always realized by people and pass through their consciousness. They are created as a result of the conscious activity of people. Economic and political relations are often not realized by people at all.
Management relationships are fluid. Economic, political, spiritual - retain their essence for a long time (as long as the type of society exists), managerial - are constantly changing.
The types of managerial relations are diverse: subordination, coordination, independence, discipline and initiative.
Relationships of subordination express the direct subordination of some people to others. These relationships are built vertically. Subordination indicates the priority of general management goals over private ones. This relationship is always two-way; on the one hand, administration and management; on the other - diligence and submission. Relationships of subordination develop between managers at different levels, as well as between the manager and subordinates.
Coordination relations are the coordination of the activities of subjects in the implementation of certain goals, as well as a manifestation of the independence of subjects. These relationships are characterized by horizontal connections and are established between managers of the same management level.
Discipline relationships are manifested through compliance with norms and rules that relate to aspects of the activity of using material, technical and financial resources.
The relationship of initiative presupposes that when observing norms and instructions, a person should act not automatically, but deliberately.
Thus, managerial relations are relations of a certain dependence, and they are expressed in terms of “subordination” and “leadership”. They arise as a result of the objective need to perform certain management functions (goal setting, planning, organization, motivation and control). Managerial relationships also manifest themselves as psychological, since within their framework a volitional influence on the psyche occurs, although they are not exhausted by them. Managerial relations place a person in the position of either an object or a subject of management. All types of managerial relations are manifested in the organization.
MOTIVATION AND BEHAVIOR OF PERSONALITY IN AN ORGANIZATION
psychology management interpersonal relationships motivation
One of the principles of the modern management model is the principle of motivating the individual in the organization. Management as a targeted influence largely depends on available resources and funds. One of the means of influencing human behavior to achieve both general group and individual goals is motivation.
Motivation refers to “the process of motivating oneself and others to act to achieve personal or organizational goals.” The main levers of motivation are motives and incentives.
A stimulus is an external reason that prompts a person to take active action. For example, in the labor process, working conditions, salary, etc. act as incentives.
Motive is an internal driving force. Some authors believe that a motive is only conscious internal impulses, while others believe that instinctive impulses, for example, biological drives and desires, can also be classified as a motive.
In all cases of motivation, the basis of motives are needs, i.e. needs completely determine human behavior. The concept of need itself is quite capacious. Domestic authors traditionally there are three groups of needs:
Essentials (in food, clothing, etc.);
Socio-cultural (in education, recreation, sports, etc.);
Personal.
Thus, human behavior is determined by a complex system of needs. They, influencing each other, form an individual complex of human needs that motivate him to activity. It should be noted that this complex is influenced not only by the psychological characteristics of the individual, but also by objective circumstances in the form of material and social environment. The dependence of the system of human needs on external influences allows it to be used for management purposes.
The means used by a leader to influence the consciousness of people in order to direct their behavior in a certain direction are called incentives in psychology. They are different from internal motives, but there is a connection between them. Thus, if internal attitudes do not motivate a person, then stimuli presented from the outside will not have a motivating (stimulating) effect. Therefore, the same means of stimulation applied to different people can give different effects.
Stimulants serve two important functions.
Firstly, managerial: providing targeted influence on subordinates. Here, the means of stimulation are designed to convince a person that there is a cause-and-effect relationship between his behavior and well-being, on the one hand, and the significance of the actions he performs and his attitude towards his responsibilities, on the other. From this point of view, incentives act as a special form of social assessment and social control of human activity.
Secondly, incentive means perform a socializing function, which allows the individual to consolidate positive tendencies in behavior and adapt to organizational conditions.
Traditionally, incentives are divided into material (monetary rewards) and moral (positive or negative assessments of a person’s actions). The strength and direction of the stimulus depends on the nature of the means used, and the effectiveness of stimulation depends significantly on a number of psychological conditions. These include:
Continuity of stimulating effects on the individual;
Compliance of the means used with the merits (or omissions) of the subordinate;
Established traditions in the group;
Combination of positive and negative assessments;
Consistent increase in the measures applied to the same person;
Taking into account a person's self-esteem and public opinion in the group.
Thus, when using one or another means of stimulation, it is necessary to take into account the psychological characteristics of its use.
CONCLUSION
Psychological training has a special place in management activities. But psychological knowledge is of particular importance in the management process.
Having psychological training, a talented manager will be able to effectively carry out his functions and manage the work of the enterprise.
Psychological preparation will help the manager in communicating with subordinates; he will be able to better understand their needs and motivation for activities. He will be able to avoid conflict situations both within the team, between performers, and between performers and subordinates. Skillful application of psychological knowledge in combination with other favorable conditions for the development of production will lead to increased efficiency of the enterprise and increased profits.
Psychological training is necessary for a manager to improve himself, his personal qualities and his subordinates. Ultimately, the manager can use his psychological training in contact with higher-level managers, persuading them to his point of view.
The more complex management is, the more attention is paid to the subject and tasks of management psychology. Every year, demands on human mental processes and mental abilities increase, ranging from perception and attention to responsibility for human lives. It is these problems that management psychology solves.
LITERATURE
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Diesel P.M., McKinley Runyan. Human behavior in an organization. - M.: Nauka, 2003.-145 p.
Kudryashova L.D., What to be a leader: Psychology of management activities. - L.: Lenizdat, 2006. - 160 p.
Lebedev V.I. Psychology and management. - M.: 2000.-140s.
Practical psychology for managers: textbook / M.A. Kirillov - M: Poznanie, 2006.-199p.
Samygin S., Stolyarenko L. Psychology of management: textbook. Rostov n/a. "Phoenix", 2007.-139p.
Social-psychological methods practical work in a team: diagnosis and impact. M.: 2000.203s.
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Rice. 1. Roles performed and categories of managers
Management psychology is a branch of psychology that studies the psychological patterns of management activities.
Management is a set of system of coordinated activities aimed at achieving significant goals of the organization.
Main control functions: planning, organization, motivation, control.
The purpose of management psychology- analysis of psychological conditions and characteristics of management activities in order to increase the efficiency and quality of work in the management system.
Object of management psychology- is a community of people united in one or another social organization.
Subject of management psychology- development of psychological aspects of human activity, group and organization as a whole.
In the role subjects of management acts as a set of officials hierarchically united in different groups.
A manager is a subject who performs management functions.
Management psychology is associated with the following branches of psychology: general, social, engineering, economic, as well as ergonomics, philosophy, sociology of organizations, etc.
General psychology- a branch of psychology that theoretically and experimentally studies the patterns of the emergence and functioning of mental reflection in the activities of humans and animals. Sometimes general psychology is understood as the study of mental processes (cognitive, emotional, volitional), mental properties (abilities, character, temperament) and mental states in a normal adult (stress, affect).
Social psychology is a branch of psychology that deals with the study of patterns of behavior and activity of people caused by their inclusion in social groups, as well as the psychological characteristics of the groups themselves (according to G.M. Andreeva).
Engineering psychology (from the French ingenieur - engineer, specialist in the field of technology) is a science that studies the processes and means of interaction between man and machine.
Economic psychology representing interdisciplinary knowledge about man and human relationships that develop in the process of economic activity, uses theoretical principles and methods of various branches of psychology and economic disciplines, as well as sociology, biology, anthropology, philosophy, studying aspects of economic behavior, ranging from the economic activity of the individual to economic policy countries Economic psychology differs from economic sciences in that the subject of its research is not economic processes themselves, but primarily the people participating in them.
Ergonomics (from the Greek ergon - work and nomos - law) is the science of adapting job responsibilities, workplaces, equipment and computer programs for the safest and most effective work of a worker, based on the physical and mental characteristics of the human body.
A broader definition of ergonomics, adopted in 2010 by the International Ergonomics Association (IEA), is: “ Scientific discipline, the study of the interaction between humans and other system elements, and the field of application of the theory, principles, data and methods of this science to promote human well-being and optimize overall system performance.”
Philosophy (gr. philio - love, sophia - wisdom) - a system of ideas, views on the world and the place of man in it; the science of the most general laws development of nature, society and thinking.
Sociology of organizations- a branch of sociology that studies social patterns and mechanisms of functioning and development of organizations as complex multi-purpose systems of social relations.
Management is an ancient field of human activity, as it has existed since people live and work in communities; its origins lie in the works of philosophers. But until the beginning of the 20th century, management was not considered an independent field scientific research with its own methodological apparatus.
Frederick Winslow Taylor(1856-1915) was born into the family of a lawyer. He was educated in France and Germany, then at the F. Exter Academy in New Hampshire. In 1874 he graduated from Harvard Law College. In 1878, at the peak of the economic depression, he received a job as a laborer at the Midval steel mill.
From 1882 to 1883 he worked as head of mechanical workshops. At the same time, he received a technical education (degree of mechanical engineer, Stevens Institute of Technology, 1883). In 1884, Taylor became chief engineer, the same year he first used a system of differential pay for labor productivity.
From 1890 to 1893, Taylor was the general manager of the Manufacturing Investment Company in Philadelphia and owned paper presses in Maine and Wisconsin, where he founded his own management consulting business, the first in management history.
In 1906 he becomes president American Society mechanical engineers, and in 1911 - established the Society for the Promotion of Scientific Management.
Since 1895, Taylor began his world-famous research on the scientific organization of labor. He patented about a hundred of his inventions and rationalizations.
With the advent of the book "Management" or "Factory Management" (1911) the basic principles of management work:
1. The management undertakes to develop a scientific foundation, replacing the old traditional and crudely practical methods, for each individual action in all the different varieties of labor used in the enterprise.
2. The management makes a careful selection of workers on the basis of scientifically established characteristics, and then trains, educates and develops each individually, while in the past the worker himself chose his specialty and trained as well as he could.
3. The management carries out cordial cooperation with the workers in the direction of achieving compliance of all individual branches of production with the scientific principles that were previously developed by it.
4. An almost equal distribution of labor and responsibility is established between the enterprise administration and workers. Management takes upon itself all those branches of labor for which it is better equipped than the workers, whereas in the past almost the entire labor and most of the responsibilities were entrusted to the workers.
This combination of worker initiative combined with new types of functions carried out by enterprise management makes scientific organization so significantly superior in performance to all older systems.
Henri Fayol (1841-1925) - French mining engineer, manager of a mining and metallurgical company, management theorist and practitioner, founder of the administrative (classical) school of management.
In the book “General and Industrial Management”, published in the 20s, he proposed the following system of management principles:
1. Division of labor- delegating individual operations to employees and, as a result, increasing labor productivity, due to the fact that personnel have the opportunity to concentrate their attention.
2. Authority and Responsibility- the right to give orders must be balanced with responsibility for their consequences.
3. Discipline - the need to comply with the rules established within the organization. To maintain discipline, it is necessary to have leaders at all levels who can apply adequate sanctions to those who violate order.
4. Unity of command - each employee reports to only one leader and receives orders only from him.
5. Unity of action- a group of workers should work only according to a single plan aimed at achieving one goal.
6. Subordination of interests- the interests of an employee or group of employees should not be placed above the interests of the organization.
7. Remuneration - the presence of fair methods of stimulating employees.
8. Centralization is the natural order in an organization that has a control center. The degree of centralization depends on each specific case.
9. Hierarchy - an organizational hierarchy that should not be violated, but which, to the extent possible, must be reduced to avoid harm.
10. Order - the workplace for each employee, as well as each employee at his own workplace.
11. Justice - respect and fairness of the administration towards subordinates, a combination of kindness and justice.
12. Staff stability- staff turnover weakens the organization and is a consequence of poor management.
13. Initiative - providing employees with the opportunity to demonstrate personal initiative.
14. Corporate spirit- cohesion of workers, unity of strength.
Thanks to A. Fayol, a new branch of science arose - “management psychology”.
In the 30s management theorists actively turn to the motivational factors of human labor activity.
George Elton Mayo(1880-1949) - Australian-American researcher of problems of organizational behavior and management in industrial organizations, one of the founders of the American doctrine of “human relations”.
He led a number of research projects and experiments, including the Hawthorne one. He founded the movement “for the development of human relations” and is one of the founders of the school of human relations, from the standpoint of which an industrial organization is viewed as a social organism, and the people working in it are members of this social system, bearers of motivational, personal, individual psychological qualities .
E. Mayo's contribution to the theory and practice of management:
1. Increased attention to human social needs.
2. Refusal of over-specialization of labor.
3. Refusal of the need for hierarchy of power within the organization.
4. Recognition of the role of informal relationships between people within enterprises.
5. Development of methods for studying formal and informal groups within organizations.
American scientist Chester Irving Barnard(1886-1961) in 30-40 years. gave a definition of the organization and the requirements for it.
An organization is a structure within which certain activities are carried out to achieve specific significant goals.
Requirements for the organization:
The presence of two or more people who consider themselves members of this group;
The presence of at least one goal as an end state or result, which is accepted as common to all members of this group;
The existence of group members who consciously and intentionally work together to achieve a goal that is meaningful to them all.
He also highlighted the functions of managers:
The Art of Decision Making;
Setting goals based on foreseeing the future;
A clear understanding of the communications system, including the organization chart and the structure of management personnel;
Creating organizational morale.
Barnard great attention devoted to the analysis of the interaction of formal and informal structures within the organization.
He considered motivation to be one of the main factors in production, and that the essence of the relationship between a person and an organization lies in cooperation.
Formulated the principles of communication within the organization (mainly regarding formal relations).
Classified a person as a strategic factor of the organization.
American scientist Douglas McGregor(1906-1964) published the book “The Human Side of Enterprise” in 1960.
D. McGregor identified means of monitoring the behavior of people in an organization:
1) transition from physical violence to reliance on formal authority;
2) transition from formal power to leadership.
D. McGregor called leadership a social attitude that has several variables:
Characteristics of a leader;
The positions and needs of his followers;
Characteristics of the organization (such as purpose, structure, nature of tasks to be performed);
Social, economic and political environment.
D. McGregor argued that there are two types of personnel management, the first of which is based on “Theory X”, and the second on “Theory Y”. This is discussed in more detail in § 2.3.
Representatives of the “human relations” school believed that a truly democratic organization requires close interaction between individuals and groups.
The following are distinguished: methodological approaches: systemic, situational, process.
By using systematic approach the organization is considered as a single whole with all its most complex connections and relationships, as well as the coordination of the activities of all its subsystems.
The systems approach requires the use of the principle of feedback between parts and the whole; the whole and the environment (i.e. the environment), as well as between the parts and the environment. This principle is a manifestation of the dialectic of interdependence between various properties.
The smooth functioning of an organization is influenced by many factors, the most important of which are psychological and socio-psychological phenomena.
System is a unity consisting of interdependent parts, each of which brings something specific to the unique characteristics of the whole. Organizations are considered open systems because they interact dynamically with the external environment.
In relation to management problems in a systems approach, the most important is to perform the following actions:
a) identification of the research object;
b) determining the hierarchy of system goals and its reflection in the goals of subsystems;
c) a description of the influence of each of the subsystems on the system in which they operate and the reverse influence of the system on the objects of the subsystem;
d) identifying possible ways to improve the activities of the subsystems being studied.
When using situational approach managers proceed from the fact that a specific situation is the basis for the application of possible management methods. At the same time, the most effective method is considered to be the one that best suits the given management situation.
The situational approach is the concept that the optimal solution is a function of environmental factors in the organization itself (internal variables) and in the environment (external variables). This approach concentrates the main provisions of well-known management schools by combining certain techniques.
Process approach is based on the concept that management is a continuous chain of management functions carried out as a result of the execution of interconnected actions.
There are several classifications of management levels.
In the direction of influence.
Horizontal division of labor- involves the interaction of subjects equal in hierarchical power. It may not appear in small organizations when managers are assigned to various divisions of the organization. Its peculiarity lies in the fact that horizontally divided work must be coordinated.
Vertical division of labor- involves the interaction of subjects of vertical subordination: manager - subordinate, enterprise - higher organization.
According to the function performed by the head in the organization(highlighted by Talcott Parsons (1902-1979)).
On institutional level- are mainly engaged in developing long-term (long-term) plans, formulating goals, adapting the organization to various kinds of changes, managing the relationship between the organization and the external environment, as well as the society in which this organization exists and operates.
On managerial level- are engaged in management and coordination within the organization, they coordinate various forms of activity and efforts of various divisions of the organization.
On technical level- are engaged in the daily operations and activities necessary to ensure efficient work without disruptions in the production of products or provision of services.
Senior managers are the persons responsible for making the most important organizational decisions as a whole or for the main part of the organization.
Even in the largest organizations there are only a few senior executives. Typical senior executive positions in business are Chairman of the Board, President, Vice President of a corporation, Treasurer of a corporation, etc.
Middle management managers subordinate to senior managers, coordinating and monitoring the work of lower-level managers. A middle manager often heads a large division or department in an organization. The nature of his work is determined to a greater extent by the content of the work of the unit than of the organization as a whole. They prepare information for decisions made by senior managers and transmit these decisions, usually after transforming them into technological convenient form, in the form of specific tasks for lower-level line managers.
Lower management managers exercise control over the implementation of production tasks. Managers at this level are often responsible for the direct use of resources allocated to them, such as raw materials and equipment. Typical positions at this level: foreman, shift foreman, department head, head of the management department at a business school. Most of the managers in general are lower-level managers.
Roles are most clearly manifested in the joint work of individuals organized in groups, and the authority, respect and recognition of a given individual depend on how responsibilities are performed.
The manager performs many roles that correspond to his real position, i.e. status, in the organization.
Highest level of management.
Choosing the main direction of the organization’s activities, taking into account external and internal factors of work. Setting strategic goals, organizing strategic planning, forecasting the company's performance for a certain period of time. Anticipating future company performance results. Responsibility for all tasks and decisions taken in the organization. Full knowledge of problems, means of solving them, competitors and market conditions. Realization of power and authority in accordance with existing status and roles.
Middle level of management.
Knowledge of complete information about the tasks of this level. Management of small (working) groups. Responsibility for the activities of these groups. Exercising leadership functions. Management of group-dynamic processes. Responsible behavior for group cohesion, group unity, group motivation, acceptance of organizational goals by all group members, formation of value-oriented unity. Motivating individual employees as well as the entire group. Participate in all management functions. Fighting conflicts.
Grassroots level of management.
Operational management of production operations. Direct contact with each member working group. Implementing individual motivation for each employee. Constant communication with group members. Organization of performers' activities. Monitoring the completion of tasks. Resolution of business and interpersonal conflicts. Solving current management problems. Provide feedback to staff.
The effectiveness of management activities directly interacts with three parameters:
1) a sense of likelihood of success;
2) the motive of behavior as a personal factor;
3) the consequences of success or failure in solving management situations.
Managers, like subordinates who have positive motivation to work, want to receive satisfaction from work.
TOPIC 1. Subject and object of management psychology…………………………..3
The concept of management psychology……………………………………………………………..3
Levels of psychological and managerial problems……………………………5
TOPIC 2. Management and leadership as social phenomena……………7
The relationship between the concepts of “management”,
“management”, “leadership”……………………………………………………7
Basic theories of leadership………………………………………………………10
Main functions of management activities…………………………13
TOPIC 3.Motivation as a factor in personality management……………………16
Work motivation is the social basis of management…………………..16
Theories of motivation……………………………………………………………………………….17
Main factors of work motivation……………………………………...23
Reasons for employee passivity…………………………………………………25
TOPIC 4. Psychology of management in conditions
conflict activity………………………………………………………..27
Conflict as a social phenomenon……………………………………………...27
Features of managerial influence on conflicts………………29
Strategies for management behavior in conflict situations…………….31
LITERATURE………………………………………………………………………………………...34
TOPIC 1. Subject and object of management psychology
1. The concept of management psychology
2. Levels of psychological and managerial issues
1. Modern management science is consistently turning towards sociologization and psychologization. Profound changes in society at the turn of the 20th and 21st centuries led to interest in social knowledge, attention to the problems of the relationship between society and the individual, the leader and the subordinate. Currently, the search for ways to enhance the human factor within an organization and take into account the socio-psychological characteristics of personnel is recognized as a decisive condition for increasing the efficiency of joint activities of any organization. Among the disciplines that study society and public relations, management psychology plays an important role. The need for a multilateral development of management psychology as a special, separate branch of psychological science, with its own object and subject of research, is increasingly emphasized.
It is designed to integrate knowledge about the psychological content of management decisions. After all, management as a social process that deals with living people does not always develop according to instructions and forms. In addition to formal relationships, in any organization there is a complex system of informal connections, dependencies and interpersonal relationships.
Under the influence of personal factors, an uncontrolled redistribution of management functions, rights and job responsibilities, responsibilities and powers often occurs. The actual functions of a particular official may differ significantly from those provided for in job descriptions. That is why measures to rationalize management activities do not always lead to success, since the individual characteristics of workers and the psychological aspects of their relationship to the assigned work and to themselves are not taken into account. Management psychology allows us to study and take into account these problems in management activities.
The term “management psychology” first began to be used in the USSR in the 20s. At the II All-Union Conference on the Scientific Organization of Labor (NOT) (March 1924), one of the reports was entirely devoted to the psychology of management and the problems associated with it. Management psychology was designed to solve two problems: “selection of employees to functions and to each other according to their individual characteristics; impact on the psyche of employees through stimulation...”
In numerous works on the scientific organization of labor (works of A.K. Gastev, V.V. Dobrynin, P.M. Kerzhentsev, S.S. Chakhotin, etc.), published in the 20-30s, there were many interesting approaches to solving psychological problems of management. However, the insufficient level of development of these problems did not allow management psychology to emerge as an independent field of knowledge. The period of increasingly active application of psychological knowledge to the theory and practice of management was the mid-60s.
One of the first researchers to raise the question of the need to develop management psychology as a science were E.E. Vendrov and L.I. Umansky. Among the main aspects of the psychology of production management, they named the socio-psychological problems of production groups and teams, the psychology of personality and activity of a manager, issues of training and selection of management personnel, etc. A different point of view was expressed by A. G. Kovalev, who included in the sphere of management psychology only socio-psychological problems.
Management psychology has two main sources of its origin and development:
* practice needs. Modern social development is characterized by the fact that a person acts as both an object and a subject of management. This requires studying and taking into account mental data about a person from these two points of view;
* development needs of psychological science. When psychology moved from a phenomenalistic description of mental phenomena to the direct study of mental mechanisms, the task of controlling mental processes, states, properties and, in general, human activity and behavior arose as a priority.
Gradually, in the sections on labor activity, an independent question about the psychology of managerial activity emerged. The development of management psychology has since followed two interrelated directions - in the depths of psychology and in related branches of knowledge.
At the turn of the 20th and 21st centuries, management psychology is experiencing particularly intensive development, its ideas and practical recommendations are becoming a fashionable fad. It was during this period that many books on psychological and managerial issues appeared. The period being experienced is characterized by a number of features:
* the applied nature of the problems being developed in management psychology. Most of the literature published during this period is essentially reference material for managers at various levels;
* integration of psychological and managerial knowledge, proceeding by combining the achievements of various branches of science. Figuratively speaking, a kind of “birth certificate” of management psychology is still being filled out and only the first entries have been made;
* the main emphasis is on considering the features of management in business and business relations, relatively less attention is paid to other branches of knowledge. Attempts are being made to reduce the psychology of management to the psychology of management.
To date, two points of view have emerged on the object of management psychology. Thus, in accordance with the first, its object is the “man - technology” and “man - person” systems, considered in order to optimize the management of these systems (functional and structural analysis of management activities; engineering and psychological analysis of the construction and use of automated control systems (ACS) ); socio-psychological analysis of production and management teams; the relationship between people; the study of the psychology of the leader, the relationship between the leader and the led, the psychological aspects of the selection and placement of management personnel, psychological and pedagogical issues in the training of managers).
In accordance with another point of view, only the “person - person” system can be classified as an object of management psychology, which is also considered in order to optimize the management of this system. Along with this system, a number of subsystems are considered: “person - group”, “person - organization”, “group - group”, “group - organization”, “organization - organization”.
As for the subject of management psychology, that is, what this science studies, in its most general form it represents the psychological aspects of the process of managing various types of joint activities and interpersonal communication in organizations, that is psychological aspects of managerial relations.
Thus, management psychology - This is a branch of psychological science that combines the achievements of various sciences in the field of studying the psychological aspects of the management process and is aimed at optimizing and increasing the efficiency of this process.
2. A specific manifestation of the subject of management psychology can be presented in the following levels of psychological and managerial problems.
1. Psychological aspects of a leader’s activity:
* psychological characteristics of managerial work in general, its specificity in various fields activities;
* psychological analysis of the personality of a leader, psychological requirements for the personal qualities of a leader;
* psychological aspects of making management decisions;
* individual management style of the leader and problems of its correction.
2. Psychological aspects of the organization’s activities as a subject and object of management:
* the possibility of using psychological factors to solve management problems;
* patterns of formation of a favorable socio-psychological climate in the organization;
* patterns of formation of optimal interpersonal relationships in an organization, the problem of psychological compatibility;
* formal and informal structures of the organization;
* motivation of work of members of the organization;
* value orientations in the organization, managing the process of their formation.
3. Psychological aspects of leader interactionWith members of the organization:
* problems of creating and functioning of a communication system in the process of interaction;
* problems of management communication;
* optimization of relationships in the “manager - subordinate” link;
* awareness as a factor in increasing effective management.
In order to study these problems and make sound scientific recommendations, management psychology must use the achievements of a number of sciences. This implies the active use of knowledge and data from various branches of psychological science, including general, social, educational, engineering and occupational psychology.
Along with this, management psychology is also based on the relevant knowledge obtained by management science. Let us also note the close connection between management psychology and sociology (especially the sociology of organizations).
It is generally accepted that in modern conditions, consideration of psychological problems of management is impossible without an appropriate economic context, that is, without using knowledge of economic theory, ergonomics, management, ethics, culture and psychology of business communication, etc.