Scientific approaches to the study of management psychology. Related psychological disciplines

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 activity, 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 a 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 neither to the characteristics of psychological structures in general, nor 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, guidelines) 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.

... ; division - organization; division - external environment; -organizational level: organization - organization; organization- external environment... literature used: 1. Kabanchenko T.S. " Psychology management" Study guide. – M.: Pedagogical Society...

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 problems

1. Modern management science is consistently moving 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 activate 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 the field of 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 of activity;

* psychological analysis of the leader’s personality, psychological requirements for the personal qualities of the 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.

Control- a special kind of human activity carried out within the framework of collective labor.

Any joint work requires management. This means that management is an obligatory element of any collective activity of people, not only in the sphere of production, but also in the non-productive sphere, covering education, training of specialists in science, healthcare, culture, etc.

Management synthesizes the organization of human activity and the management of this activity, which means that the entire complex of sciences that study man and his activities acquires a very significant role.

Since management includes, as an essential component, the management of people’s activities, its improvement involves relying on knowledge about a person, about the patterns of his activities and behavior, about opportunities and abilities, psychological differences between people, about their interaction in work groups.

In connection with the increasing role of human factors in various spheres of social life, the human problem is becoming one of the central ones in the entire system of modern science. Management psychology plays a special role in its development; studying man as a subject of labor, knowledge and communication, it inevitably becomes a connecting link between the social, natural and technical sciences.

One of the important reserves for increasing the efficiency of any work is human factors, i.e. factors determined by the physiological, psychological and socio-psychological properties of man – the main productive force of society.

In expedient activities, as a rule, reserves associated with human factors are formed and realized.

In the course of this activity, a person’s needs and abilities, his creative potential and professional skills, value orientations and social attitudes develop.

An essential point in improving management activities is its psychological analysis: identifying the requirements for perception and attention, memory and thinking, emotions and will (i.e., the so-called “mental sphere”) of a person determined by this activity and determining the most effective ways to form significant qualities.

In the process of people working together, a system of interpersonal relationships (psychological in nature) is formed: likes, dislikes, personal friendship, etc.

A system of mutual demands, a common mood, a common style of work, intellectual, moral and volitional unity are formed in the team, in other words, in the conditions of joint activity, what is commonly called a “psychological climate” develops.

Due to the fact that large interconnected teams of people participate in management processes, for management science the problem of the team appears in two aspects. On the one hand, the labor collective is the object of management. Therefore, the patterns of formation and development of a team, its structure and dynamics need to be known in order to find the most adequate means of influencing it in each specific case. On the other hand, management activity itself in the conditions of modern production is also collective, i.e. the team also acts as a subject of management.

An important task of management psychology is an in-depth study of the structure and mechanisms of management activities.

Structural and management activities include: analysis and assessment of management objects, problem situations, management decision-making, organization and implementation of the decision made. In the general structure of management activity, the role of “goal-setting”, motivational-attitude, emotional-volitional and other personal factors is great.

The central element of management activity is the solution of management problems. Management decisions are generally characterized by the following features:

• a complex relationship between a strategic, fairly stable decision and variable private decisions associated with changes in the operational situation
• hierarchical decision-making procedure with a certain degree of independence at each level
• conflictual, but, of course, non-antagonistic nature of the process of preparing a decision, reflecting the “struggle” of motives, alternatives, a combination of collective development and individual decision-making with a high level of responsibility, etc.

An important problem in leadership psychology is the analysis of the leader’s personality.

Obviously, a serious problem is identifying the professionally important qualities of a leader and the corresponding criteria.

Three levels of personality structure can be distinguished:

• psychophysiological, including mainly primary cognitive, information processes with their parameters
• actually psychological, including the characteristics of a person’s temperament and character, his intellectual sphere, emotional-volitional sphere, specific personal properties - professional, organizational, psychological and pedagogical
• the highest social level, including ideological, political and moral qualities of a leader

It is important for a leader to have an analytical-synthetic type of perception, the ability to observe facts and explain them without bias; sustained attention combined with the ability to switch attention from one problem to another, developed, especially operational, memory for events, facts, faces, names. One of the most important qualities is deep practical thinking. The practical mind of a leader should be characterized by: speed, determination, the ability to foresee and find new solutions. In the intense activity of a leader, especially in unusual situations, the role of emotional and volitional reserves is great.

The work of a leader is compared to the work of a conductor, who must know who, where and what violin he is conducting, where, how and what instrument he studied, where, who and why is out of tune, who, how and where needs to be transferred to correct dissonance, etc.

The main reasons that shape the psychological climate are: the personality of the leader, the competence of the performers and their compatibility when performing collective work. When these conditions are violated, conflicts arise. The causes of conflicts were experimentally established: in 45% of cases - due to the fault of the manager, in 33% - due to the psychological incompatibility of employees, in 15% - due to improper selection of personnel.

To ensure normal work, it is important to create a good mood. Goodwill, sensitivity, tact, mutual politeness are stimulants of a good mood. On the contrary, hostility, rudeness, and damage to the pride of subordinates - all this damages the nervous system and reduces the efficiency of the team.

By the management process we understand purposeful information interaction between a subject (manager) and an object (team) with the aim of transferring it from one state to another or maintaining a control object in a given state when exposed to various disturbances (both internal and external) by influencing subject to variable parameters of the control object.

Management process- a complex type of activity. And in this regard, it seems relevant to consider the mental mechanisms underlying it.

The control system design can be described as follows. There is some control object. A person sets a task (or other people set a task for him) to transfer an object from state a1 to state a2 (or, on the contrary, to maintain the object in the state, overcoming external disturbances). Based on the information at his disposal (including professional experience), a person forms a certain image of the given (future) state of the object (state a2). Perceiving information, a person evaluates the current state of the object (state a1), analyzes various ways of performing the task, makes a decision and performs a control action (or system of actions), transferring the control object from state a1 to state a2. Information about the changed state reaches the person, and he evaluates whether the problem has been solved by comparing the current state a1 with the given state a2, and depending on the result, performs new control actions: the control cycle is repeated.

We are interested in management actions as an information process. The input of this process is information about the current state of the object, the output is the expedient transformative impact of the subject of action on the object. The control process begins not with the fact that the object is in some current state, but with the fact that the subject begins, in order to achieve the goal, to accept information about the state of the object to be changed. Similarly, the action ends not with the fact that the object is transformed, but with the fact that the subject receives information about the result of the transformative influence he has exerted on the object.

What is the relationship between the “input” and “output” of an action, how is the transition from input information to output action accomplished? Obviously, the input information itself could not cause the output effect. It was the subject who transformed one thing into another, and the action itself consisted of this transformation.

The most important feature of the control process carried out by a person is the fact that the process of transforming input information about an object into a purposeful impact on the object occurs in the form of mental reflection. The result of the mental reflection of highly controlled systems is an image. It is the mental reflection, ideal images that are the sought-after “intermediate variable” that carries out the connection between a person’s external behavior and the flow of information coming to him from environmental objects.

From a psychological point of view, the issue of an “intermediate variable” is easily resolved by understanding the control process as a process of expedient transformation of an object based on the information available to the subject and the information coming to him from the object through the feedback channel. With this understanding, the psyche, the subjective image, organically fits into the information cycle occurring in the management process, as a central processing link.

The processing of information, which characterizes the management process from the psychological side, is carried out, according to our idea, in processes of confrontation of various types of images. Some of the images act as material processed during the management process, others - as means of processing this material. In this sense, it is convenient to call the former correlative (current), the latter – correlative (reference). Correlative images directly reflect the current states of the object. Correlating images act as a more or less stable information reserve organized specifically for the purposes of this type of management. Correlative information flow, on the one hand, correlative information reserve, on the other. These are the two information flows, the active interaction of which ensures this management process.

To solve the problems of management psychology, one should begin by understanding the ideas about the object and subject of management psychology. The object of management psychology is an organization, which is considered as a specialized social institution designed to fulfill certain socially significant goals and endow in this regard with labor, technical and energy resources, as well as rights and responsibilities that determine the functions of the organization and its place in society and organizational structures.

The organization acts as the main entity within which the role of management in regulating the joint activities of people is most clearly revealed. The structure of the organization, its place in the management system, its functional uniqueness leaves a certain imprint on the activities of both the individual and the team, which form an integral part of the organization's resources.

The subject of management psychology is the diverse activities of the individual and the team aimed at realizing the goals of the organization. In accordance with externally set labor goals, the main type of activity in the organization is functional activity, i.e. actual professional work activity.

The subject of management psychology is not only professional activity, but a system of activities collectively aimed at achieving the goals of the organization, and a person as an actor appears in relations of interaction with various structural and functional links of the organization, designed to fulfill the labor and social goals set for it.

This approach to the activities of the individual and the team in the structure of the organization is extremely important, as it makes it possible to assess the impact of factors of different origin on the effectiveness of the organization.

Activity can be considered as the leading form of social activity of the individual, a kind of subjective activity. A personality does not simply “play” the social role prepared for it, does not dispassionately implement an objectively given activity, but, as it were, modulates the latter, gives it its own “personal profile”, modifies it so much that two people implementing the same activity cannot work in exactly the same way, no matter how hard they strive for it. It is here that the psychological problems of activity are revealed, which differ from the cybernetic, sociological and any other approach.

Psychological science studies organization as a system of activities from a specific angle, figuratively speaking, as an integral living organism with its inherent emotions and feelings, intellect and will.

Such an approach to the question of the object and subject of management psychology allows us to formulate a number of promising directions designed to create scientific and psychological support for tasks, among which special importance is given to the improvement of organizational structures and management methods.

Management psychology, on the one hand, should direct its efforts to the study of organizational factors that activate the professional activities of people, and, on the other hand, explore those aspects of the “human factor” that have a significant impact on the functioning of the organization as a certain social institution.

In the variety of activities that form an organization as an integral system, it is possible to identify the elements of the system and the connections between them. The elements are individual activities, and the role of connections as structural components of the system is played by the methods of their coupling, i.e. specific socio-psychological conditions in which workers performing related tasks interact.

Individual activities as elements of an organization, according to the legal status of the individual, are divided into managerial and executive. The study of leadership activity in management psychology is a central focus.

Social practice is in dire need of scientifically based recommendations for improving the work of a manager, depending on the level in the management system, individual personality traits, socio-psychological characteristics of the work team, the nature and content of the organization’s social functions, etc.

Research on performance activities is no less relevant. Here, it seems promising to study the patterns of social regulation of people’s behavior, effective forms and methods of influencing human consciousness and behavior, ensuring proactive and conscientious implementation of the tasks facing the organization.

In management psychology, in contrast to general psychology and labor psychology, activity is studied primarily as a socio-psychological category. An organization as a system of activities functions effectively only if a clear coordination of the efforts of interacting workers is sufficiently reliably ensured. The overall effect of joint labor ultimately depends on how individual activities are “connected” with each other. It is important to direct research to uncover the patterns of coordination of activities.

Typical functions of management activities are the functions of information processing and decision making. This activity includes a number of unique aspects that are unique to management. The most characteristic point is that the activity of processing information and making decisions is carried out in the organization as an activity included in functional communication between members of the organization. By it we mean a type of communication subordinated to the goals of professional activity performed by subjects in conditions of interdependence.

In management activities, functional communication serves to transmit information from one member of the organization to another. This information is the starting point for information processing and decision making.

However, this does not exhaust the role of functional communication. Like any communication, it involves the interaction of participants and their mutual influence. In turn, mutual influence makes information flows mutually directed. This aspect of management activity is of greatest interest to psychology. The problem is that in order to optimally organize functional communication, it is necessary to establish psychological patterns that determine the influence of functional communication on information processing and decision-making in the organization. Information processing in an organization is carried out at hierarchical levels of the organization. At each level, selection and transformation of information occurs in accordance with the functions of this level and the next one.

Thus, information is simultaneously relayed and processed. If information flows from lower hierarchical levels, then its transformation occurs in the direction of data integration; when flowing from higher to lower levels, the transformation occurs in the direction of data differentiation. In this situation, the question of the level of integration and differentiation of management information, including information generated again as a solution, becomes relevant.

All this indicates the seriousness and significance of the problem of presenting information in the organization.

The subjective aspect is of great importance in the functioning of an organization. The influence of the subjective factor is manifested in all aspects and conditions of the organization’s activities that are associated with a person as a subject and object of management.

Until recently, management style was studied mainly in terms of relationships that develop in the manager-subordinate system. It should be noted that the influence of style in the manager-subordinate system was considered statically, i.e. as a non-developing system. The problems of style in the manager-team system have not been sufficiently studied. Meanwhile, of great interest is the problem of the development, under the influence of the management style, of relationships that are predominantly functional into collectivist relationships, in other words, the problem of enriching functional relationships with relationships characteristic of a developed team. The management style plays an important role here, since it shapes a certain way of life of the organization and thereby contributes to the development of interests and needs that are characteristic of a developed team.

Until now, we have emphasized the importance of those problems in the study of management style that are associated mainly with the implementation of the personal qualities of a manager, those that inevitably introduce originality into the performance of necessary functions. However, there must be another side to the study of style. Typically, the system of relations of the manager to the function of the organization, to the members of the organization is fixed in the form of an image of a certain behavior. This image is formed on the basis of the model of a leader that is set by the socio-economic system, and on the basis of experience gleaned from observations of the actual types of behavior of the organization's leaders. The image of a leader’s behavior that has developed in an organization requires a certain adaptation of his individual, personal qualities to this image, including when it comes to their manifestation in the management system. This approach to management style allows us to formulate another problem of management psychology, which can be called the problem of the personality of an authoritative leader. In studying the manager’s mode of activity, one should rely on two criteria related to the performance of two main functions of the organization: production efficiency and social efficiency. This approach allows, in our opinion, to overcome subjectivity in assessing a manager through various types of expert assessments. Often in this regard, errors arise that arise not from the assessment of activity, but from the assessment of behavior. Undoubtedly, the behavior of a leader is a very important means of realizing the goals of management activities, but mixing them in assessing the effectiveness of a leader leads to the fact that the compiled models of qualities come into conflict with reality.

At the same time, it cannot be denied that the leader’s behavior influences the formation of interpersonal relationships in the team, its overall socio-psychological climate and the rate at which the leader is established as an authority in the organization. Research indicates that the discrepancy between a leader’s behavior and role expectations often stems from ignorance of how this or that behavioral act is reflected in the consciousness and activities of people, from ignorance of the basics of psychologically appropriate behavior, which should have a stimulating effect on both relationships and activities members of the organization. In this regard, the problem of the content of psychological education of managers becomes practically important.

The greatest importance for a manager is psychological knowledge designed to ensure comprehensive self-knowledge and development of the manager’s personality in order to increase his professional competence, knowledge of psychological patterns that influence the activities of the team and the individual and, finally, knowledge of methods for managing these patterns, which should be used in everyday work with the staff.

An important aspect of management style is the stimulation of work on the part of the manager.

A management style that combines material and moral incentives in dynamic balance is considered fair. Skillful use of material and moral incentives creates the necessary prerequisites for a comprehensive impact on labor activity. Currently, there is a need to solve the problem of more accurately targeting stimuli through their psychologization. In this case, the psychologization of incentives is understood as their correspondence to the interests, needs, and orientations of a particular group or individual. At the same time, psychologization is necessary in relation to both material and moral incentives.

When implementing control, it is necessary to strive for its optimization, and for this the requirements of optimal control must be met.

The first requirement is that the control mechanism must correspond to the capabilities of the subject and the complexity of the object; second, the presence of well-developed feedback; third, the presence of reserves that provide the possibility of correcting all management functions in order to achieve their optimal implementation in the course of the activity itself; fourth, the correct choice of evaluation criteria. Optimality criteria are always criteria for the final result, they are always related to goals; fifth – taking into account the characteristics of specific people.

When implementing management, it is necessary to search for contradictions, which is part of the analytical activity of the head of the organization, and work to resolve them is part of optimization. By resolving contradictions, the manager identifies points of development of the managed system.

Even the very formulation of the principles of management organization is built on a contradiction: centralization and decentralization, unity of command and collegiality, rights and responsibilities in management. From the interaction of two contradictory parties, optimal organizational management practice is born.

It is possible to optimize management in an organization under any, even the most unfavorable conditions. Of course, the optimum level under these conditions will not be high, but it will be the maximum possible.

At the methodological level, the optimization approach is characterized by three principles: systematicity, specificity and measures. Consistency provides for the development of all management functions in the work of a manager, their interaction and interrelation. The principle of specificity should encourage the manager to look for management options that are optimal for himself, his organization, its traditions, and the characteristics of the team, and not strive to lead the organization according to the principle “like everyone else, so am I.” The philosophical category “measure” allows only such quantitative changes in management characteristics that do not lead to a new (worse) quality, at which optimality is lost.

“Specific conditions” include: the social situation in the country, the nature of the region where the organization is located, the traditions of the people, the characteristics of the microenvironment, etc.

It is incorrect to equate the terms “ideal” and “optimal” regardless of the context. The first term presupposes the achievement of generally the highest results corresponding to the ultimate goal of theoretically possible development, the second does not mean the best in general, but the maximum possible in the current conditions of a certain organization, a specific leader, in a certain period of time.

The selected criteria should serve as the most important indicator of achieving goals. It must be borne in mind that a large number of criteria causes insurmountable difficulties in using them; therefore, one must strive to reduce the number of criteria by reducing them down to one.

Managerial resonance occurs only when the issue is close or close to all participants in the managed process. Thus, it is in the managerial resonance that the mechanism of democratization is hidden as a way to optimize management.

Management methods themselves cannot be optimal or suboptimal outside specific conditions.

Preparing an organization plan is, in essence, making the most important management decision. The plan must reflect the entire managed and control system of the organization; image, model of the organization itself, and, of course, every leader must strive to ensure that the plan is as optimal as possible, i.e. would allow us to recreate the image of the organization with the least number of omissions and in the shortest possible time.

Management that ignores or weakly takes into account the personal principle, the human factor, is the antithesis of optimization of perestroika, which should be based on the humanistic idea of ​​​​turning all spheres of social life, including management, towards the person with his real problems.

The managerial thinking of the head of an organization acts as the intellectual basis of his management activities and is a set of mental processes (attention, perception, memory, imagination, abstract thinking), both conscious and intuitive, which ensure the perception of significant information and its processing into management decisions and actions.

In connection with the intensification of management activities and the introduction of automated control systems (ACS), the problem of selecting and placing managers is sharply increasing. We are talking about the psychological selection of persons capable of ensuring the greatest efficiency in performing tasks characteristic of a given type of activity; Not only specialists, but also managers of all ranks should be proficient in selection methods to one degree or another when assessing their subordinates, promoting them to a higher position, and when hiring new employees.

There is an urgent need for special training of managers, teaching them the principles of management, taking into account all modern psychological aspects of management activity.

As you can see, resolving a number of ongoing problems in the field of management psychology will allow us to approach improving the organization and management process from a scientific position.

Management psychology solves the problem of compliance of the working personnel of a particular organization. The object of management psychology consists of individuals operating in independent organizations focused on a single useful goal of the entire enterprise. The subject of management psychology is understood through the manifestation of its diverse aspects:

• Psychology of the activity of the head of the organization and the psychology of his personality;
• Psychological aspects of personnel selection;
• Social and psychological issues of established teams and production groups;
• Psychological and pedagogical problems arising in the process of training or retraining of personnel.

• Functional and structural analysis of management activities;
• Psychological problems arising between the manager and employees of the organization;
• Social and psychological analysis of management and production teams, as well as the relationships that arise in them, and much more.

• Understanding the essence of management processes;
• Studying the basics of organization structure;
• A clear understanding of the distribution of manager’s responsibility levels;
• Ability to express one’s own thoughts;
• Demonstration of competence in managing company employees;
• Awareness of all the latest technologies and means of communication.

• Observation is a psychological objective process consisting in reflecting reality. The whole difficulty lies in carrying out this method in the natural environment of the functioning of the entire organization;
• An experiment is a method of collecting information to confirm existing hypotheses. The results obtained allow for a variety of management decisions.

Tasks of management psychology for a modern manager.

The following most important tasks of management psychology are identified:

• Competently master the basics of rational management of employees throughout the organization, i.e. master the science of management. This task must be carried out during the learning process;
• Know at what point to apply this or that practical (or scientific) knowledge, i.e. fully master the art of management. This task must be carried out in practical activities.

The tasks of management psychology can be considered as follows:

• Psychological analysis of management activities - in order to properly manage the team and successfully perform work activities, the manager must be able to recognize and analyze his own actions, from which the correct management decisions will be made in the future;
• Studying the mechanisms of mental regulation of the activities of the work collective both in normal and extreme conditions - the study of all mechanisms of work activity will contribute to correct decision-making both in normal operating conditions of the enterprise and in extreme ones;
• Study of leadership and its mental characteristics - this task is manifested in the study of the leadership process, during which the individual actively influences the team and organizes its activities. Managers must have clear leadership qualities to demonstrate an individual style in managing the work process;
• Development of psychological management recommendations for the practical application of psychological knowledge in the field of management, conflict resolution, and regulation of the psychological microclimate in organizational teams - it is necessary to develop a stable sense of conviction regarding the work of the entire team and the type of its behavior. The most important indicator of attitude towards work is the feeling of job satisfaction;
• Studying the processes of group interaction - often in teams there are disputes and disagreements, conflicts, which are subsequently accompanied by strong feelings and opposition to common goals, interests, opinions and positions. To eliminate or manage a conflict, the leader must develop a common goal and direct the team to its implementation; explain the powers and responsibilities of each employee, etc. Thus, the leader must by any means achieve a stable microclimate within the team;
• Study of methods and mechanisms of motivation of team employees - motivation represents a set of processes that support and guide the behavior of employees of an organization. Motivational measures activate the employee’s personality and encourage him to achieve the most significant goal. Undoubtedly, motivation should take into account the developmental characteristics of each individual personality, as well as setting goals that a given individual can realize.