Henry Ford once called together the executives who headed the departments in his company and suddenly sent them on a sea cruise Caribbean Sea for two weeks. When the vacation ended and the executives arrived at their workplaces, a surprise awaited them. Some of them were promoted and some were fired. For what reason?
A manager’s ability to form a single, coherent team allows him to create a strong framework for the company. The fundamental competence of a manager is the ability and desire to work in a team, using effective motivation mechanisms, a system of incentives and internal control. Competent, role model for employees. Forms rules, establishes a regime and follows it impartially. He creates a favorable atmosphere in the team, as well as comfortable working conditions and knows how to influence the socio-psychological climate in the team.
“To motivate people, you need to know what they want, what is important to them. Money, career, personal development? Know those you work with, communicate with them. Then you will be able to predict the needs and desires of your employee."
Vladimir Tarasov
An effective manager knows the strengths and weaknesses of each employee, analyzes their abilities and takes them into account when allocating personnel to perform priority and secondary tasks. A good manager understands the importance of qualification growth for staff, and therefore promptly implements a personnel training system taking into account priority development areas.
The ability to communicate, the ability to present oneself correctly, the gift of persuasion and the accuracy of expressing thoughts are the key competencies of a leader in any area of business. Convincing the “masses,” inside and outside the company, requires considerable mental flexibility. To successfully conduct meetings, hold the attention of the audience and confidently lead the group in the right direction, it is necessary to develop the ability to present information, as well as practice skills in managing emotions and quickly analyze the situation.
At the same time, in order for the development of management competencies to grow and expand, it is necessary to work on one’s own effectiveness, study, engage in self-development, and master new technologies and advanced techniques. The online school offers programs that will help people with and without certain experience to improve their qualifications and management skills.
“To be a true leader, you must be willing to lose everything. The leader takes the blow and falls if he falls. Of course, you don’t have to prepare for a fall, but you should be prepared for it. The one who falls and rises is the great leader who has chosen Great Path»
Vladimir Tarasov
A leader who, in a changing market and unstable social environment, finds right decisions and moves your company forward, will definitely gain credibility and receive the best award. An effective leader who will lead his team to success develops effective management techniques and skills that help him in work and in life.
He knows everything about the business world and will be able to adapt to its changing course and sudden market cataclysms. He continuously learns and guides others. But most importantly, such a leader is committed to positive management, instills confidence in people and energizes those who help him, support his mission and walk hand in hand with him throughout the Great Path.
Leadership skills. What should a leader be able to do to be successful, respected, in demand, and authoritative? How to earn authority? A good boss, what is he like? (10+)
Management competencies. What does a good, successful leader do?
For guidance. A good middle manager is someone who can be entrusted with a task, spending a minimum of time on setting it up, be sure that the person will plan correctly and ask for realistic deadlines and resources necessary to implement the project, will not bother about trifles, but will promptly inform about the progress project, successes and difficulties, will complete the task on time.
For staff. A good leader will formulate goals, plan, and organize work so that there are no rush jobs and overloads. He will not let you start the business, he will regularly monitor, push and help, monitor the progress of things. Will lead the project to successful completion. Will appreciate the contribution. Organizes incentives.
The employee wants to know where we are going, which road we are going to take, and how we will navigate our way. The employee wants to believe that we will get there.
To motivate employees, you don’t need to be eloquent, charismatic, fiery, artistic, you don’t need to constantly communicate with every employee, you just need to be a good leader, possess the necessary skills, qualifications, and management competencies.
There are only five of them:
Employees must know where we are going, when we are supposed to arrive, how we will know that we have arrived, and what will happen there. We need a clear goal setting. A deadline needs to be determined. We need to understand why each employee needs us to achieve this goal. Will there be bonuses or moral satisfaction? You need to make sure that employees understand the goal and deadlines.
If you are currently your only employee, then you still need a goal, a deadline, an answer to the question “Why?”
The path should be divided into small steps, understandable in terms of the amount of work and deadlines. Every employee must know what and when he must do. It is ideal when employees themselves take part in drawing up the plan. Then they share responsibility for the plan. But it is not always possible to do this. In any case, employees must agree to the plan.
For yourself, in matters where only you are involved, you also need a plan.
We must regularly check the plan and understand where we are. If someone is behind, something is done at the wrong time, then this is an emergency. It needs to be discussed, measures taken, and the situation corrected immediately.
I can say from life that best leader- the one who doesn’t let things get started, regularly checks and hammers. Such leaders are called ideal by more than 80% of anonymous respondents. Everything is very simple. If a person is not controlled, then he is inclined to kick, procrastinate, pull, and net. As a result, a lot of things accumulate, all the work begins, hassle, discomfort from overload, failures, mistakes, failures. But a person is never inclined to blame himself. It's always someone else's fault. Usually the leader. And if the manager regularly monitors, then the pile does not accumulate, everything goes smoothly, everything succeeds, wages and ratings grow. An excellent leader, it is easy and pleasant to work under such leadership. And the secret is regular monitoring.
There are people who categorically resist planning and executing a plan. It is best to try to convince such a person personally, because there are many arguments in favor of planning and regular monitoring. Your management regularly monitors you, you must report according to plan.
If the arguments do not work, you should fire without regret, even if it is a very competent and well-read person. He'll ruin the whole thing. If it is not yet possible to fire, then you need to specifically, emphatically not include this person in the plan, deprive him of participation in the common cause and, accordingly, the joy of success and material bonuses. The position in this case should be this: If you don’t want to work according to plan, I won’t work with you. If I can, I’ll fire you; if not, I’ll simply not include you in the work. Receive a salary, since this is how things have turned out, I can’t fire you yet, but no bonuses, no incentives, no thanks, no financial assistance. You simply do not exist, you are an empty place for me if you cannot get things done on time.
Understanding the essence of the project, its feasibility, steps and expected results is in itself a strong motivating factor. If you have already successfully done something with this team, then faith in you will create additional motivation. Also, care about people, value and respect them. Remember that they are not only employees, they are spouses, parents, travelers, photographers, etc. They have activities, concerns and interests outside of work.
Recognize and thank people for their support, achievements, and implementation of the plan publicly and privately, as well as in the presence of higher authorities. Remember, the success of your subordinate in the eyes of your superiors is also your success. Don't be afraid to show yours best shots before management. But at the same time, do not create a competitor for yourself in the eyes of management - you do not need to encourage only one person all the time. There should be several "stars".
The project must be provided with resources. There must be enough people, equipment, raw materials, etc. There are isolated emergency situations, of course, and sometimes you have to make an oscilloscope yourself, but people should not constantly live at work and ruin their health.
It is not necessary to demonstrate the listed skills in a leadership position. In any workplace, in any business, work or personal life, a person is his own manager. If you want to become a boss, grow in your career, or just be successful person, constantly function as a successful manager, demonstrate management skills. This will simply make your life easier, free up time, and bring additional income.
There is a theory that I have personally tested many times. If a person wants to become someone, then he must look, speak and behave like that someone. As soon as he begins to fit like a key to a lock, he will immediately find himself on in the right place. So look, talk, think, act like a leader, and you will quickly become one.
If you need individual advice on career issues, career advancement, effective project and general management, please contact.
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Many employers invest considerable amounts of money in the development of employees in management positions. But sometimes trainings, seminars, training programs do not bring the desired result. That is why, before developing key ones, it is necessary to conduct a qualitative assessment of the skills and personal qualities of a candidate for a leadership position. A correct assessment will make it possible to develop precisely those qualities that are at a low level, or, conversely, to refuse the chosen candidate.
Before choosing a method for assessing a candidate for a leadership position, you need to decide which key managerial competencies you will assess. Of course, in each company the set of professional competencies of a manager will be different. It will depend on the position you are hiring a candidate for: line manager, top management or project manager, as well as the scope of the company’s activities. For example, strategic and analytical thinking and the ability to manage performance and change will be important skills for senior management. For a line manager - organizational skills, the ability to delegate and set tasks, for a project manager - the ability to clearly divide strategy into tactical tasks and set priorities. By the way, the higher the leadership position, the more personal qualities will influence efficiency. The higher the leadership position, the more carefully you should approach the assessment of the manager’s managerial competencies and personal qualities
Trainings for managers on key employee performance indicators are conducted by Alexey Shirokopoyas, Expert in the Development of Management Competencies. Trainer-consultant. Editor in Chief .
8-926-210-84-19. [email protected]
In order to understand what key managerial competencies you will need to develop, you need to identify at what level the candidate possesses them. To do this, you need to prescribe criteria for high and low levels of proficiency for each professional competence of a manager, and then evaluate the skills and personal qualities of the applicant according to them in the chosen way. We propose to consider how the key competencies of a manager can manifest themselves using the example of delegation and stress resistance.
Delegation. In management functions, this is a basic skill for a leader. These professional competencies of a manager are essential for the development of subordinates, increasing their effectiveness and significance for the company.
Indicators high level mastery of the key competencies of a manager: the manager is not afraid to give employees the opportunity to take reasonable risks and try different solutions, encourages subordinates to go beyond their comfort zone and work on new tasks, easily delegates their authority to others, supports even if the employee has made a mistake, etc.
Indicators of a low level of proficiency in a manager’s professional competencies: the manager interferes in the execution of a task or allows himself to override employees’ decisions, gives little space for initiative, delegates only those tasks that carry low risks, imposes his opinion, etc.
Speaks: Svetlana Melnikova - Head of the HR Department of INEC (Moscow):
“Effective delegation requires: a clear formulation of the task, vesting the employee with the necessary powers, setting deadlines, monitoring results and always providing feedback. The presence of delegation skills can be determined during the interview with the candidate using interviews on key managerial competencies, business cases or an assessment center. Indicators of ineffective delegation and control will be: lack of understanding by the employee of the task, the task is not completed on time, excessive control of the manager over each stage of the task, the need for the manager to correct the work performed, lack of feedback from the subordinate.”
When assessing the key competencies of a manager, we recommend that you also determine his leadership style. This will help identify personal characteristics behavior of a leader in the system of superior-subordinate relations. And also take into account previous work experience and the field of activity of the companies in which the applicant worked
Example of a case for assessing delegation skills
Indicators of a high level of proficiency in the key competencies of a manager: the candidate remains calm and shows flexibility in stress of any type, considers stress to be inevitable in the professional sphere and knows how to adapt to it, avoids the influence of stress on his personal life, achieves high quality work, even under pressure.
Indicators of a low level of mastery of professional competencies of a manager: stress unsettles, under conditions of high stress a person becomes disorganized, puts unnecessary pressure on others, refuses to complete priority tasks, any changes in plans or their disruption cause tension and anxiety.
Speaks: Anna Fomicheva - Ph.D., Associate Professor, HR Management Expert (Moscow):
“In my opinion, it is useful to use “collaborative” in the assessment process diagnostic work HR manager and the candidate himself. This complex includes tests to determine the general orientation of a person, tests for self-esteem, and methods for studying previous experience. So, for example, a candidate has successful startup projects, during the implementation of which he performed several roles at once (generated ideas, formed a team, organized interaction, was a “process owner”, etc.) in conditions of limited resources, deadlines and achieved a successful expected result . It can be assumed that the candidate, to one degree or another, was forced to demonstrate the ability to take responsibility, quickly choose the main thing and concentrate on it, and be stress-resistant. Therefore, in the process of assessing it, it is necessary to concentrate on identifying the degree of motivation and comfort, continue to work with increasing levels own qualities and development of managerial key competencies of a manager"
Examples of projective questions for assessing stress resistance
The first assessment of management skills and personal qualities occurs in the process of studying a resume (for internal candidates - in the process of studying an application for participation in a competition to fill a vacancy). There the candidate reflects what he can and knows. The task of the HR specialist is to identify the degree of mastery of the specified key competencies of the manager. Of course, this cannot be done by reading a resume and even collecting recommendations. Therefore, the second stage of the assessment is an interview with the candidate (be sure to include projective questions), during which he can be offered several practical tasks (solving a case, participating in a role-playing game, etc.). The third stage of assessment is carried out on probationary period, for example, by observing the work of the manager (based on the results, a scale for assessing behavior is drawn up), as well as through assessment activities, for example, a “360 degree” assessment, etc.
Speaks: Anna OVCHINNIKOVA - Head of Recruitment Service at Teleperformance Russia & Ukraine:
“The ideal situation is in which the company has an accepted model of managerial professional competencies of a manager and a scheme for assessing them, as well as the practice of compiling profiles of managerial positions, indicating the specific qualities necessary for successful work. Both the key competencies of a leader and personal qualities can be determined through a standard biographical interview with a number of small cases from the series “Imagine that you ...”, “What would you do?” or “Describe a real situation in the past in which you showed your creativity.” If the company has sufficient time and resources, and the managerial position belongs to the top echelon, it makes sense to conduct a full assessment of the professional competencies of the manager, which also includes tasks or situations that help identify personal qualities. This approach will significantly reduce the likelihood of hiring errors. Once the assessment and interview have been completed, the results must be analyzed and agreed upon, and then an informed hiring decision must be made based on them.”
Speaks: League Blank - Head of the HR department of the Globus hypermarket (Klimovsk):
“To evaluate applicants for management positions, we use the method “assessment based on the key competencies of a manager” and use standardized job profiles for this, where all the professional competencies of a manager, both professional and personal, are structured. In addition, you can use structured interviews, various cases, and testing. Most a full procedure assessment is an assessment, since such an event includes various tests that help to identify not only theoretical knowledge, but also behavioral indicators of certain key competencies of a manager. As a rule, during the assessment, participants perform many tasks in a group, where communication skills are especially evident. In addition to various types of expert tests, it is important to take into account the recommendations of immediate supervisors, subordinates, colleagues, using various techniques(for example, “360 degrees”). It is also necessary to analyze the result of work, which can be expressed in economic or qualitative (work with personnel) indicators, which is quite objective.”
When assessing the managerial professional competencies of a manager, also pay attention to previous work experience and the field of activity of the company in which the applicant worked
Please note that cases help to effectively assess personal qualities. You can compose them yourself, the main thing is to clearly state the criteria by which you will evaluate the degree of expression of the candidate’s qualities.
Speaks: Eldar Salakhetdinov - Head of the organizational and personnel department of ITB BANK (Moscow):
“You can assess the personal qualities of a candidate for a leadership position during an interview by asking him projective questions. You can also ask the applicant to solve a previously prepared management case, where he will be asked, as a manager, to make a number of decisions. Then ask for detailed comments on them. It is also appropriate to use the following tool: the applicant is asked to remember several difficult situations from his practice, which he successfully resolved, and also analyze a case when, in his opinion, he failed to cope with the situation. Through open questions, it is necessary to find out what helped or hindered the solution of the situation, what qualities he used, what conclusions he made, etc. As a rule, these tools are enough to assess the presence of personal qualities in a candidate for a leadership position.”
Source Business World
Evgeny Smirnov
#
Business nuances
Experience is the basis of management competencies. Experience implies not only the presence of theoretical knowledge, but also the ability to apply it in the professional field.
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Management competencies are a set of knowledge, skills and personal characteristics allowing the manager to effectively cope with the responsibilities of a leader. How competently he will solve operational and strategic tasks to achieve his goals depends on how high a level of job competencies a particular manager demonstrates.
Experience is the basis of management competencies. Experience implies not only the presence of theoretical knowledge, but also the ability to apply it in the professional field. These are, first of all, skills acquired by a specialist in different positions in different companies and tested in practice. In other words, management competencies are a key indicator of a manager’s professionalism, from the point of view of effective management.
Regardless of whether a person occupies a leadership or executive position, there are two key groups of competencies:
All employee competencies, reflecting the possibilities of his personal growth, are conditionally divided into two groups:
In another way, this classification can be represented as the personal and functional characteristics of a manager. The personal competencies of a leader are in many ways the initial inclinations of a specialist. The task of a manager who wants to raise his professional bar is to develop his strengths and improve his weaknesses. While easily mastered functional competencies come during training and in the process of work, personal leadership competencies of management require strong-willed efforts in order to develop their natural inclinations and eliminate shortcomings as much as possible.
A professional manager is a specialist who must possess and apply basic management competencies in his work. While, for example, the professional competencies of an electronics seller do not require serious organizational skills, for a manager the ability to manage business processes and subordinates is the basis. A leadership position has its own specifics, which is reflected in competencies. This specificity is presented below in the form of abstracts:
All these factors determine the range of competencies that a manager must possess. Control over how much a specialist possesses certain professional skills is carried out by the immediate superior and HR department specialists, who enter the employee’s parameters into special tables and track progress. This format allows you to quickly identify a manager’s weaknesses and develop a program to eliminate them.
The basic competencies of a manager include:
As for special management competencies, they depend on the specific industry and the specifics of the position held. For example, the competencies of a chief accountant, who actually occupies a management position, differ significantly from the competencies of a commercial director or PR manager.
Management competencies can be considered not only in terms of basic and special skills. An alternative classification is the distribution of management competencies according to the nature of the manager’s actions. This includes:
A successful manager systematically improves basic and special competencies. Promotion professional level carried out in several ways, which are conventionally divided into:
Traditional teaching methods are used when a specialist needs to transfer a volume of knowledge and help him assimilate it in a short term. Traditional teaching methods include:
Active learning methods, compared to traditional methods, are more effective and individual approach, allowing you to increase the level of competencies in a short time. This category includes:
On-the-job training methods – full-fledged practice with real-life skills acquisition and experience exchange. These methods include:
There are many methods for improving competencies. For effective training, it is important that the development of new knowledge and skills occurs slightly ahead of current trends and is focused on the comprehensive development of the company and effective interpersonal communications.
The necessary personal and intellectual competencies of a professional in each field are different. For clarity, let's compare the knowledge, skills and abilities required for work by a qualified lawyer, engineer and chef.
The main indicators of a qualified lawyer are such professional competencies as:
An engineer must have a wide range of technical knowledge and a number of personal qualities. His professional competencies include:
The chef, as a person who is responsible for the operation of the establishment, must possess a large list of professional competencies, which are briefly presented below:
A special feature of corporate competencies is that they are universal for all company employees - from ordinary specialists to top managers. Corporate competencies are determined by the company’s values and its internal corporate culture. Therefore, this category includes the skills and personal qualities that every employee of the company should have.
It is the responsibility of management to develop corporate models and competencies. Each company has its own name for the special competencies used to evaluate employees. Examples of corporate competencies look like this:
Corporate competencies are selected by the company's management in accordance with the specifics of the activity and are usually reduced to certain models of thinking, behavior and ethics of employees. If a company focuses on a high level of service, value competencies will be formed around a client-oriented approach. If a corporation values team cohesion and the disclosure of individual creative potential– corporate competencies will be dominated by communication and organizational skills.
Introduction
Chapter 1. general characteristics effective leader
1 Criteria for effective management activities
2 Professional competence of a manager as the basis for the quality of management activities
Chapter 2. Increasing the competitiveness of an organization based on managerial competence head
1 Models of managerial competence of a leader
2 Principles of managerial competence of a leader
Conclusion
List of sources and literature used
Introduction
The relevance of the study is due to the fact that modern stage development of Russia is characterized by innovativeness of economic growth, processes of production modernization, development and application latest technologies, implementation of the results of research and development work. Enterprise managers are faced with the issue of ensuring a high level of competitiveness of their products (services). Solving the assigned tasks will require the introduction of innovative management approaches used when working with the team, intellectual potential, and knowledge of the directions of modern scientific and technological progress. During this period, the manager plays the role of a key link through which all subsequent actions are carried out and modern management problems are solved.
In life, a manager often has to deal with a situation where a pile of problems is constantly growing, as subordinates, partners, competitors, government bodies put forward more and more new tasks, and huge flows of information fall on the manager, which leads to a tense state, constant fear that -to forget, or to miss time and not make appropriate decisions. Symptoms of chronic time deficiency are nervousness, irritability, loss of the ability to prioritize among emerging tasks and problems.
It is known that the key to the efficiency of the entire company, the competitiveness of the entire enterprise, is the competent management of subordinates. However, sometimes a manager has to redo the work of his subordinates, eliminate shortcomings, rebuild the organizational management structure, and change the rules of the game. Sometimes you just have to put up with it or look for new, ideal subordinates. However, it is better to follow the line of improving your managerial qualifications and achieve better results by managing ordinary people, with whom we have already had to work. It is known that the behavior of 80% of subordinates depends entirely on the quality of the manager’s operational management.
All of the above determines the relevance of the study.
The subject of the study is the works of scientists devoted to the managerial competence of a leader.
The object of the study is the professional competence of managers and specialists of modern organizations.
The purpose of the study is to consider the managerial competence of the leader.
To achieve this goal, it is necessary to solve the following tasks:
explore the criteria for effective management activities;
consider the professional competence of a manager as the basis for the quality of management activities;
analyze models of managerial competencies of a manager;
consider the principles of managerial competencies of a leader.
Chapter 1. General characteristics of an effective leader
.1 Criteria for effective management activities
Socio-economic transformations in Russia have exacerbated the problem of insufficient professional competence of managers of various enterprises or organizations. In this regard, more high requirements to the professional skills, knowledge, abilities and skills of managers. Management practice shows that managers with an insufficient level of competence experience uncertainty when solving professional problems, which leads to indecisive and incorrect actions in making management decisions and reducing the effectiveness of management influence.
A manager is a person who is officially entrusted with the functions of managing a team and organizing activities.
Currently, the need for scientific research professional competence. Competence is the potential readiness to solve problems with knowledge, constant updating of knowledge, possession of new information for the successful application of this knowledge in specific conditions.
Many researchers in this field of knowledge have studied professional competence, but in modern scientific literature there is no unity in the definition of this phenomenon. Modern approaches to the interpretation of the concept of “professional competence” are different.
Based on interpretation different views Researchers of professional competence can interpret the concept of “professional competence” from the position of management. Professional competence of a manager is an integral characteristic of the professional and personal qualities of a manager based on the knowledge, skills, abilities and experience he has acquired in professional activity, which contribute to effective management solutions to organizational problems.
The effectiveness of a manager’s managerial activity depends on his ability to quickly and wisely solve a number of professional problems, and the quality of a manager’s managerial activity depends on the set of necessary competencies or qualities that he possesses in his professional managerial activities.
To judge how effective a leader is, certain criteria are needed. This was most fully formulated by A.I. Kitov, who believes that “the activity of a leader cannot be assessed only by some of its own parameters. The true criterion for its evaluation is the final result of the work of the entire team, in which the results of the work of both the manager and the performers are organically combined.” In order to truly effectively manage a team, a leader must have personal and business qualities. The most frequently mentioned in studies personality traits A leader can be classified as: dominance, self-confidence, emotional balance, resistance to stress, creativity, desire to achieve a goal, enterprise, responsibility, reliability, independence, sociability. The business qualities required by a successful leader include: long-term foresight, determination, the ability to clearly formulate goals, willingness to listen to the opinions of others, impartiality, selflessness, loyalty, and the ability to use one’s time correctly.
Depending on the degree of compatibility of these and many other qualities inherent in each leader, scientists have identified three classic style leadership: authoritarian, democratic, neutral. The authoritarian (directive) style is characterized by rigid individual decision-making, as well as weak interest in the employee as an individual. With a democratic (collegial) management style, the leader strives to develop collective decisions, while demonstrating interest in the informal, human aspect of relations. Neutral (permissive) style means the leader’s complete withdrawal from the affairs of the team. Naturally, they do not always appear in a pure, so to speak, “academic” form.
The question of the connection between leadership styles and group effectiveness (in various studies, parameters such as group productivity and job satisfaction of its members were most often taken) has been studied by many domestic and foreign scientists. The general result that the researchers came to is this: as a rule, democratic and authoritarian (these styles are mainly studied and compared) leadership result in approximately equal productivity indicators, but when it comes to job satisfaction, the advantage here is with the democratic leadership style.
Important characteristic a leader should be considered his influence among the people around him, i.e. his authority. The following three forms of leader authority are distinguished.
Formal (official, official) authority is determined by the set of powers and rights that the position he holds gives the manager. It is clear that the capabilities in this regard of managers of different ranks and in different organizations are very different and the range of their manifestations is quite wide. Regarding the ability to influence his subordinates, official authority is capable of providing no more than 65% of such influence. A manager can receive 100% return from an employee only by additionally relying on his psychological authority, consisting of moral and functional authorities. The foundations of moral authority are ideological and moral qualities leader's personality. The core of functional authority consists of a person’s competence, his various business qualities, and his attitude towards his professional activities.
But the psychological authority of a leader is not only a condition for the effectiveness of his work. This is at the same time the result of his personal, stylistic and other life (organizational) manifestations in the team he leads, one of the indicators of his managerial effectiveness.
Three important variables form the basis of the psychological portrait of a leader: personality, leadership style, and authority. To be accepted by others as an individual and to feel important to them is the goal that any leader should strive for.
1.2 Professional competence of a manager as the basis for the quality of management activities
One of the criteria for effective management activities of a manager is to increase his professional competence by accumulating important personal and business qualities.
Most experts who study the effectiveness of managerial activities agree that the personality of a manager is, first of all, the personality of a leader, because the inability to demonstrate leadership capabilities in certain situations clearly leads to a decrease in the authority and effectiveness of professional activities.
There are three main concepts of origin leadership qualities leader. According to the first - charismatic - a person is born with the makings of a leader, he is prescribed to lead people. The second concept, trait theory, insists that personality itself acquires necessary set leadership qualities: high intelligence, extensive knowledge, common sense, initiative, strong self-confidence, determination and responsibility combined with freedom and self-determination.
The two named “extreme” concepts were combined into a “synthetic” theory, according to which the effectiveness of leadership is determined not so much by the personal qualities of the leader, but by the style of his behavior towards subordinates, formed on the basis of the necessary individual properties, and reflects accumulated life experience. However, the effectiveness and quality of management depend on the personality of the manager himself, his abilities, qualities, ability to find a common language with subordinates and organize work.
A strong leader is distinguished by a high degree of heterogeneity in the management techniques and methods used, and management skills. The ability to perform managerial activities presupposes the presence of a number of managerial traits and skills inherent in strong leaders. This is the ability to decide non-standard tasks, think big, the ability to ensure positive self-regulation of the management system, improve the functional placement of personnel. Psychological qualities can also be highlighted: the ability to dominate in a team, self-confidence, emotional balance, responsibility, sociability and independence.
If all these qualities are present, the manager will be able to become a leader and authority for his subordinates, properly organize the work process, build the structure of the organization, establish the circulation of information and the communication process, and find ways to provide the organization with the necessary resources and technologies.
In management theory, attention is paid to the study of factors influencing the achievement of positive management results. Here we will talk about factors that influence the productivity of management activities. These objective factors include the size of the organization (enterprise) and the number of its employees. These also include features of production activities. An industrial enterprise, a stock exchange, an agricultural cooperative, a department store or a research institute objectively differ in the nature of labor, the quality of the workforce, and the specifics of management mechanisms. Management is influenced by the characteristics of the production tasks being performed, the conditions for their implementation, methods and means of activity. Speaking about the factors that influence the productivity and quality of management activities, one cannot fail to mention the results of the activities of the entire team, which are a criterion for its immediate productivity, where the professional competence of the manager plays an important role.
Table 1
Interpretation of the concept of “professional competence”
AuthorsApproachesInterpretation of the concept of “professional competence” A.A. Derkach Functional-activity The main component of the subsystems of professionalism of personality and activity, the scope of professional competence, the range of issues to be resolved, the constantly expanding system of knowledge that allows performing professional activities with high productivity. E.F. ZeerThe degree and type of professional training of the employee, the presence of knowledge, skills and abilities necessary to perform a certain job. V.G. GorbProfessional and status opportunities for a person to exercise state, social and personal powers in professional activities.G.A. Bronevitsky Professional preparedness and ability of the subject of labor to perform the tasks and responsibilities of the position held. A.G. Pashkov Personal-activity Integral characteristic of a specialist’s business and personal qualities, reflecting the level of knowledge, abilities, skills, experience sufficient to achieve the goals of professional activity and the social and moral position of the individual. A.K. Markova A mental state that allows one to act independently and responsibly, a person’s possession of the ability and ability to perform certain labor functions, which consist in the results of human labor. K.M. KodzhaspirovaPossession by a specialist of the necessary amount of knowledge, skills and abilities that represent the basis for the formation of professional activity, communication and personality of a specialist - the bearer of certain values, ideals, consciousness.E.P. Tongonogaya Integral personality qualities, a fusion of experience, knowledge, abilities and skills. A.V. KhutorskoyA set of interrelated personality qualities (knowledge, abilities, skills, methods of activity), specified in relation to a certain range of objects and processes and necessary to act in a qualitatively productive manner in relation to them. N.I. ZaprudskyA system of knowledge, abilities and skills, professionally significant personality qualities that provide the opportunity to perform professional duties at a certain level.
Rice. 1. Key competencies that make up professional competence
Thus, to summarize Chapter 1, the following should be noted.
The definition of professional competence includes a number of interrelated characteristics, such as: gnostic or cognitive, reflecting the presence of the necessary professional knowledge; regulatory, which allows you to use existing professional knowledge to solve professional problems; reflexive-status, which gives the right, through recognition of authority, to act in a certain way; normative characteristics reflecting the terms of reference, the scope of professional vision; communicative characteristics, because replenishment of knowledge or practical activity is always carried out in the process of communication or interaction.
The professional competence of a manager is the most important criterion quality of management activities and is understood as the ability and readiness of a manager for management activities, based on professionally significant and personal qualities.
professional managerial competence competitiveness
Chapter 2. Increasing the competitiveness of an organization based on the managerial competence of the manager
.1 Models of managerial competence of a leader
A manager who is aimed at achieving set goals and successfully implementing developed plans inevitably faces the question of how to achieve what is planned. The experience of outstanding managers demonstrates that many of them achieved success by relying only on their strength, intelligence and intuition.
Currently, a large number of works on management and personal effectiveness of managers describe the experience of great managers such as Lee Iacocca, Henry Ford, Akio Morita, etc. The example of the best Western and domestic managers shows that success comes to those who do not just set tasks for subordinates and achieves their implementation, and at the same time has the ability to inspire staff, unite general idea, form a team of like-minded people. Each manager in his management activities relies on his own resources - psychological characteristics personality, charisma, his inherent style of interaction with subordinates and, of course, personal experience and learned techniques.
Along with this, to solve the tasks assigned to him and the team entrusted to him, the manager uses the resources of his subordinates, his team: the characteristics of the company’s organizational culture, the trust of subordinates, common values and the system of relationships that have developed in the team. More detailed description these resources are presented in table. 2.
table 2
Manager Resources
Manager's resourcesIndividualGroupPsychological: what is inherent to the individual; What is used automatically, often not realized Charisma, health, intelligence, Leadership potential, Communication style Personal qualities Skills of delegation, planning, time management, etc. Relationship system Desire to work in a team Cohesion Trust Informal leadership Technological techniques, techniques, methods, etc. P.; Something that is used completely consciously and can be learned Communication technologies Techniques of influence Positioning of a leader Value system common goal Rules of interaction in a group Norms of organizational culture
According to such researchers of modern management as M.B. Kurbatova, M.I. Magura and V.V. Travin, successful leadership is based on three key factors: desire, understanding and opportunity.
Desire is associated with motivation to improve the performance of the entire organization, with the desire to achieve set goals.
Understanding is knowing what and how to do to achieve your goals. It comes both from the experiences people gain while working in an organization and from training. Knowing the basic patterns of people's behavior in an organization and what management should be like to get the most out of staff allows leaders to work purposefully, laying the foundation for future victories.
Opportunities are, on the one hand, the presence of purely material opportunities (finance, intellectual potential of the team, unique technologies etc.), and on the other hand, the level of trust and cooperation between management and employees.
Desire, understanding and opportunity are not just the context in which the management process takes place, but the basis for future success, formed and purposefully laid by management and personnel management specialists, taking into account the goals facing the organization. To successfully perform this work, consistent familiarization with the rules, principles and technologies of people management is necessary.
Speaking about the potential of a manager, about his ability in the future to solve more complex management problems than those he has encountered, first of all it is necessary to assess the level of development of management competencies. The most important management competencies, which largely determine the professional success of a manager, are presented in Table. 3.
Table 3
Model of management competencies
The breadth of vision required to be well informed Sees limitations; Creates and maintains networks and formal communication channels within the company and with the outside world; Monitors the activities of competitors; Has a general idea of what is happening and should happen. Acuity of analysis and perception necessary for clear understanding Sees clearly common task; grasps information accurately and quickly; Relates disparate information; Sees casual, unstable relationships; Gets to the root of the problem; Takes into account all factors influencing the issue; Sees limitations; Adapts to changes that arise as a result of receiving new information. Organized to ensure work productivity Determines priorities; Plans “from the end” from the moment the project is due; Defines the components of tasks; Distributes their execution over time; Anticipates resource needs; Distributes resources among tasks; Sets goals for employees; Manages your time and theirs Confidence needed to go your own way Expresses and communicates confidence in own strength; Ready to make and support decisions; Communicates confidently with managers; Seeks to take calculated risks; Ready to admit my mistake; Receives criticism with dignity; Knows in which areas he does not have enough experience; Desire to achieve results; Willing to take risks to achieve results; Determines the moment of decision making in time; Innovates or adapts existing procedures to achieve results; Takes on problem solving; Personally worries about solving problems; Offers new ideas; Sets challenging goals; Sets own high goals; Sees areas in which self-development is necessary; Acquires new knowledge and skills
.2 Principles of managerial competence of a manager
One of the resources of a manager, allowing him to achieve goals set by creative organization the activities of subordinates, interaction and communication with colleagues and partners, of course, is a process of delegation. As the range of management tasks expands and becomes more complex, an objective need arises to delegate to the organization’s employees not only individual works and functions, but also the range of powers and responsibilities, including the ability to act and make decisions independently.
Delegation is the transfer by a manager of part of his official functions to subordinates without active interference in their actions. This optimization technique is usually called the method of delegation of powers, the role of which in management is so great that many researchers and practitioners tend to consider it as a separate management principle.
The principle of delegation of authority consists in the transfer by the manager of part of the powers, rights and responsibilities assigned to him to his competent employees. The manager retains responsibility for general scheme management. Delegation can be carried out for a long period or limited to one-time assignments.
In this case, it is necessary to comply following conditions: selection of appropriate employees (the employee must have competencies that will contribute to solving the task); providing them with tasks, goals, required results, means and deadlines; distribution of responsibilities; coordinating the implementation of assigned tasks; stimulating and consulting subordinates; regular feedback (assessment of employee successes and failures); suppression of attempts at reverse delegation.
Usually delegated the following types work: routine; specialized activities; private and minor issues; preparatory
Not subject to delegation: establishing strategic and long-term goals of the organization; development and adoption of strategic decisions; development of organizational policy; employee management and motivation; high-risk tasks; tasks of a strictly confidential nature.
Advantages of delegation of authority: the ability to engage in tasks that require the personal participation of the manager; focusing on strategic objectives and long-term plans organization development; delegation process - The best way motivation of creative and active workers; the delegation process is one of effective way training; the process of delegation is a way to develop a professional career.
The principle of delegation of authority will be effective if: subordinates really know and understand what new responsibilities have been transferred to them. An employee’s affirmative answer to the question of whether he understands everything is not always truthful: he may be mistaken, or he may be afraid to admit that he did not understand everything; the employee to whom authority is delegated is prepared to perform new functions in advance, there is confidence in his ability to complete the task, and the incentive and motivation mechanism is ensured; the performer knows his rights and obligations clearly and fully; the performer is free in his actions: the less noticeable the manager’s participation in choosing ways to implement the assigned tasks, the better.
A person who has received authority must know that he will have to account not only for his decisions, but also for his inaction. This provision is especially important when there is extreme situations, in times of crisis, when human factor acquires special significance. Thus, summing up Chapter 2, it is necessary to note the following.
The competency model makes it possible to create a set of criteria that directly relates wide range specific types activities with the management of the organization. Each competency is a set of related behavioral indicators that are combined into one or several blocks depending on the semantic scope of the competency.
The competencies listed above do not cover the entire content of a manager’s job. In some cases, the work of a manager may require additional competencies related to the specific activities of the organization or the department headed.
The practical value of the principle of delegation is that the manager frees his time from less complex everyday affairs, routine operations and can concentrate his efforts on solving problems at a more complex management level; at the same time, which is very important for the manager, compliance with the controllability norm is ensured. Along with this, the use of the principle of delegation is a purposeful form of improving the skills of employees, contributes to the motivation of their activities, the manifestation of initiative and independence.
Conclusion
Managerial competence the manager to increase the competitiveness of the enterprise is predetermined by the combination of a number of components. The manager needs to get rid of rush jobs and stress associated with chronic lack of time. Instead of trying to keep up with everything in an ever-growing flow of information, you need to learn to separate the important from the secondary, and then set clear priorities to focus your efforts and the actions of your subordinates. This helps to increase the manageability of the organizational structure, as well as satisfaction with the process and results of work.
The managerial competence of a leader also depends on the ability to conduct interviews and assess motivating factors for each subordinate.
A leader should have the necessary persistence, which is characterized by a self-confident and assertive desire to achieve strategic goals.
All these fundamental points related to the management of an organization, and aimed at ensuring a clear and organized work the entire team, called upon to implement the set strategic goals in practice, must be present in the practice of forming human potential in each organization. And the ability to use it rationally will certainly allow you to achieve high levels of production efficiency and add certain competitive advantages. If enterprise managers and their personnel management services master modern tools for the formation and effective use of human potential, then the problem of building relationships and promoting the organization in competition will be solved much more effectively.
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