Organizational skills: what are the main components. Basic managerial skills of a leader. Goal setting rules. Conducting meetings. Moderation What is a manager's organizational skills

To achieve high performance in the work of the team modern leader needs effective organizational skills, which are grouped into three types.

Organizational skills of a modern leader

Alexander Alexandrovich Ogarkov, Candidate of Economic Sciences, Associate Professor, Deputy Dean for Scientific and Educational Work of the Volgograd Academy public service under the President of the Russian Federation.

To achieve high performance in the work of a team, a modern leader needs effective organizational skills, which are combined into three types:

1. Organizational discernment, including:

psychological selectivity - the ability to pay attention to the intricacies of relationships, the synchronicity of the emotional states of the leader and subordinates, the ability to put oneself in the place of another;

practical orientation of intelligence, i.e. pragmatic orientation of the leader on the use of data on the psychological state of the team to solve practical tasks;

psychological tact - the ability to maintain a sense of proportion in their psychological selectivity and pragmatic orientation.

2. Emotional-volitional performance - the ability to influence, the ability to influence other people with will and emotions. It consists of the following factors:

energy, the ability to direct the activities of their subordinates in accordance with their desires, to charge them with aspiration, faith and optimism in moving towards the goal;

exactingness, the ability to achieve solutions to their tasks with a psychologically competent formulation and implementation of requirements for subordinates;

the ability to critically assess their activities, to detect and adequately assess deviations from the planned program in the activities of employees.

3. Propensity for organizational activity, ie readiness for organizational activity, starting with motivational factors and ending with professional preparedness.

A good leader must have the following personal qualities:

broad outlook, thirst for knowledge, professionalism, innovation, creative approach to work;

a sense of understanding the situation;

creative attitude to work, perseverance, self-confidence and dedication;

thinking outside the box, ingenuity, initiative and the ability to generate ideas;

willingness to change, openness, flexibility and easy adaptability to ongoing changes;

desire for cooperation, communication skills and a sense of success;

emotional balance and resistance to stress, psychological abilities to influence people;

situational leadership and personal energy in corporate structures;

the ability to work in a team and with a team;

the ability to anticipate the result;

internal need for self-development and self-organization;

ability and ability to take risks;

the ability to act independently;

responsibility for activities and for decisions taken;

the ability to see, highlight the essential;

the art of fulfilling plans.

Currently, the following examples of leadership skills are identified, which are necessary for a leader in the formation and management of an organization:

the ability to take into account the behavior of subordinates in management;

the ability to establish and control discipline;

the desire to flexibly use different leadership styles, adapting them to change;

awareness of his role and effective use of his position;

developing and maintaining good relationships with others;

giving clear unambiguous instructions and orders;

regular analysis of the work of subordinates and taking into account its results;

stimulating the activities of subordinates, encouraging best examples in work;

a systematic approach to the analysis of work;

qualified delegation of authority;

avoiding too frequent use negative reinforcement;

creating effective feedback;

protection of the organization's personnel from external threats;

search for ways to improve the performance of employees;

establishing a performance evaluation system and criteria for success.

Effective leadership involves people jointly coordinating resources, setting goals, generating and supporting ideas, planning activities, and more. Teamwork allows you to open up great new opportunities, a collective approach - to solve problems together. Thus, more ideas are generated, innovative ability increases, and opportunities for stressful situations are reduced.

The influence of the leader on the team begins with the selection and placement of personnel in various areas. The placement of personnel should help to reveal the personal abilities of workers, to ensure the growth of the efficiency of the aggregate work of the entire team.

In solving this problem, a large role belongs to the leader, his ability to take into account individual abilities, interests and psychological characteristics people when organizing their joint work. The leader must be able to analyze and take into account the motives of the behavior of team members, apply a differentiated approach to people, taking into account their attitude to positive examples and existing shortcomings, taking into account their personal inclinations, interests and psychology. The success of the leadership largely depends on how much the leader relies on the team, on their experience and knowledge, how much he supports and develops the business initiative.

The effectiveness of the work is greatly influenced by the psychological climate established in the team, which is understood as the nature of relations between people, the mood prevailing in the team, satisfaction of employees with the work performed, etc. The psychological climate of the team largely depends on the psychological compatibility of employees. Psychological compatibility is the ability of group members to work together, based on the optimal combination of their psychological properties.

The role of a leader in organizing a team largely depends on improving the style and methods of his leadership, on the leader's behavior, on the nature of his relationships with people. Numerous studies have shown that a leader is often hindered from effectively performing his functions by the inability to cooperate with people.

Only the executive organizational system should be the result of organizational work. G.P.Schedrovitsky drew attention to the fact that an organization can be viewed from two angles:

as an artificial education - an artificial view of the organization is characteristic of the organizer himself, since the one who designs and creates this organization always looks at it as his creation, which he made and is going to use as a means, as a tool to achieve his goals (in this sense of the organization can be any, depending on the goals and objectives of the organizer, while the organization itself does not have its own goals);

as living naturally - after the completion of the creation of the organization, the organizer leaves, the manager remains, and the organization is transformed into the form of the life of the collective and begins to live its own life, which, from a natural point of view, makes possible the emergence of other goals - the goals of the collective that is organized.

Organizational activity synthesizes all activities in systems. It is very laborious and has a significant share in the work of a manager (up to 60-80%). The subject of this activity is socio-economic systems, accounting for economic, aesthetic, technological, professional and other ties and relations, the formation of the team itself as an integral dynamic and sustainable system.

Bibliography

For the preparation of this work were used materials from the site elitarium.ru/

Organizational skills are of particular importance in the area of management. Not every organizer can be a leader (), but every leader must be an organizer. Who is this? Let's figure it out.

Organizing the work of subordinates is one of the main functions of a manager, moreover, regardless of which one he adheres to. Organization is understood as the distribution of responsibilities and tasks between team members. The success of all activities and work productivity depends on how accurately the manager distributes work tasks.

The distribution of power and responsibility, that is, for example, the allocation of a leader, the division of the team into small groups, is also included in the organizational function of the leader. But no matter how he distributes power and responsibility, he is the only one who is responsible for the result.

Sometimes the leader acts as a leader himself, and the collective lives by self-management, then the organizational function is not so obvious. The leader gives his work, power, responsibility to one of the employees in two cases:

recognizes that someone from him will cope with this task better;
busy with more important problems or cannot deal with due to general employment.

What is important when organizing

Organizational skills are a set of qualities that help a leader to manage in a group. They include:

Ability to explain information. The task of the organizer is not only to explain the information in an understandable language, but also to make sure that the person has understood and mastered it correctly. But it is important to use the question not "Did you understand everything?", But "I was able to explain clearly enough to you?" In the first case, a person will begin to assess himself and is unlikely to be able to expose his intellectual abilities negatively in the eyes of the leader. Therefore, of course, he will answer "Yes", even if it is not so.
Feedback. The organizer must personally look at the result and the work process of the employee to whom he entrusted something.
Appropriate constructive criticism and alternative proposals with it. As they say, criticize - offer.
Highly developed self-control and ability. Even if the organizer has to scold the team, then this must be done calmly and with dignity.
The organizer must clearly know and understand what he expects and demands from subordinates (form, terms, results, methods). Be able to fulfill these requirements on your own.
Ability to control and reflect.
Ability to prevent and resolve, communicate with people.

In addition, the organizer must have authority, be strict but fair, correct in assessments, have a good understanding of what he is in charge of, be a highly qualified specialist. Unlike leadership, the ability to which is largely determined by innate characteristics, almost every person can become an organizer. However, such individual characteristics as the speed of mental reactions and other properties do their bit.

How to develop organizational skills

Since everyone can become an organizer, the question of how to do this is relevant. Here are some simple rules:

Organization starts with oneself (self-organization). Learn to organize your own activities, everyday life and your whole life. Make it a rule to make a plan for the day, keep a diary, allocate time, set goals, tasks and always fulfill them. Do something right now that your hands did not reach.
Develop, the ability to understand another person, respect for the interests of other people, healthy.
Master and practice.
Improve yourself regularly. Adjust the fear of communication and other problems that you have. All internal barriers must be destroyed.
Develop creativity.
Broaden your horizons.
Train practical thinking, that is, really look at the world. Set realistic goals, don't get carried away with dreams.
Be ambitious.

It is important to know well not only your own characteristics, but also to understand the psychology of other people. To correctly distribute responsibilities, take into account interests, temperament, and other features of the participants is the main task of the organizer.

The personality of the leader, his experience, business and character characteristics play a leading role in the management of organizations. But the requirements and qualities of the leader's personality cannot be considered separately from the type of his activity. So, for example, some of the qualities encountered in the analysis of the activities of production managers are absent in the characteristics of the leaders of research teams, and vice versa. In addition, the mutual correspondences between the personality of the leader and his activities are characterized by certain dynamics. The issue of the manifestation and formation of the qualities of the leader's personality and his activities should be considered in direct connection with the fact that the very activity of the leader also changes significantly as a result of his acquiring new qualities and changing existing ones. However, what has been said does not exclude the possibility and the need to determine in the very general view those requirements that must be met by a leader of any managerial rank in various social organizations.

The main properties of the leader:

1. Social orientation of the activity

The leader as an official must be well aware of the legislative, regulations that regulate the activities social organizations... He should have a good understanding of the main trends in the development of modern politics, economics, law and other spheres of state life.

2. High competence in a certain professional activity in accordance with the profile of the team to be led (politics, science, production, law enforcement, etc.), since the leader does not generally control people, but controls their activities to solve professional problems. However, due to his work related to the organization of people, the leader must own a system of knowledge in a number of related areas: modern economics, law, philosophy, pedagogy, psychology, etc. Such leaders are able to communicate with people, combining word and deed. They often set goals for their activities, know how to justify them, make people believe in the need to achieve them.

3. Organizational skills

One of the main qualities of a leader is the ability to organize the joint work of people. However, it is not so easy to combine solutions to organizational and technical problems with people. Many leaders find it easier to do something on their own than to get others to do it. This is the easiest, but the most hopeless way, because you cannot do everything yourself, and over time, the manager discovers that his subordinates have lost the habit of independence, cannot or no longer want to make decisions on their own. Meanwhile, at present, one of the central tasks that managers have to solve in their teams is to create conditions for the manifestation of activity, initiative, creativity of people, the development of their active motivation.

A number of studies have shown that organizational abilities include the following psychological properties of a person:

the ability to reflect with sufficient completeness the psychology of the controlled group in the course of solving joint problems;
practical orientation of the mind - mastering knowledge and skills in the field of practical psychology, readiness to apply them in the process of solving organizational problems;
psychological tact - the presence of a sense of proportion in relationships with people;
the presence of energy - the ability to charge organized people with their energy;
exactingness - the ability to make adequate demands on people, depending on the specifics of the situation;
criticality - the ability to detect and express deviations from the conditions dictated by the task that are significant for a given activity;
inclination to organizational activity - the need for it.

4. High moral qualities: fairness and objectivity in assessing employees, humanity, sensitivity, tact, honesty. Not only in terms of his business competence, but also in his moral qualities, a leader should be a model for subordinates. It would be a mistake to limit communication with subordinates only to official matters. It is necessary to be interested in their personal problems, family, living conditions, health, the opinion of employees on various issues, listen carefully to them, even if their opinion seems to be erroneous.

The character of the leader is manifested in the style of leadership, because he also serves as a standard of behavior for subordinates. Therefore, it is so important to take into account character traits when appointing a person to a leadership position. Workers in production teams believe that it is difficult and unpleasant to work with a manager if he is not balanced, rude, and unfair. This significantly reduces labor productivity.

5. Emotional-volitional character traits: purposefulness, adherence to principles, perseverance, decisiveness, discipline, dedication, the ability to show these qualities to their subordinates and lead them. The strong-willed qualities of a person have long been considered his main management skills. Socrates, for example, believed that the main merit of a leader is to be able to command people, and the main enemies of a leader are gluttony, laziness, a passion for wine, and a weakness for women. Volitional qualities include self-criticism, which is necessary to realize one's weaknesses, and self-control, which is necessary to suppress them. An important role in the structure of these qualities is played by a sense of responsibility, which the leader must constantly experience, for the moral and physical condition of his subordinates, for the results of the activities of the team he leads.

6. Intellectual ability: observation, analytical thinking, ability to predict situations and results of activity, efficiency and consistency of memory, stability and distribution of attention. The leader must constantly replenish and update his knowledge and be able to creatively, quickly use it in frequently changing, sometimes extreme situations characteristic of his non-standard activities. So, A.V. Suvorov believed that the knowledge in the memory of the commander should be systematized, sort of put into boxes so that they could be quickly found and used in a certain situation. Napoleon highly valued intelligence, but believed that people with a lot of intelligence and little character are the least suitable for military profession, for this requires more determination and less reflection.

It is believed that people with high creative intelligence prefer to work in solitude. People of average ability are more inclined to work in a team, to lead people. In complex modern conditions a person applying for leadership must have highly and harmoniously developed characterological and intellectual properties.

the official status held by the head (position and power);
recognition of his superiority and the right to make responsible decisions in the context of joint activities.

8. Image of the leader- an important component of his authority. The concept of image reflects modern requirements To appearance a leader who not only communicates with his subordinates, but also performs the function of representing the group he leads in the face of other social organizations. Therefore, the leader's appearance, speech culture, manners are all elements of his image. In modern conditions, there are image-makers who create the image of a leader, shaping this image in accordance with the expectations of the public.

9. Good health... The activity of a modern leader is characterized by extremely high nervous and physical stress. The causes of occupational diseases of managers are increased nervous excitability, sleep disturbances, and cardiovascular disorders. Therefore, it is believed that, no matter how strong a person is, his health is managerial position lasts no more than 8 years. But many managers treat their health with disdain, trying to show the team an example of service zeal, not taking into account that their health is a factor that largely determines the effectiveness of the work of the teams they lead. In addition to what the leader must lead healthy image life, he must undergo systematic medical examinations. After all, the health of a highly competent, experienced leader is not only his personal property, but also a social value for the team, organization and state.

Organizational skills of a modern leader

Alexander Alexandrovich Ogarkov, Candidate of Economic Sciences, Associate Professor, Deputy Dean for Scientific and Educational Work of the Volgograd Academy of Public Administration under the President of the Russian Federation.

To achieve high performance in the work of a team, a modern leader needs effective organizational skills, which are combined into three types:

1. Organizational discernment, including:

the practical orientation of the intellect, that is, the pragmatic orientation of the leader on the use of data on the psychological state of the team for solving practical problems;

psychological tact - the ability to maintain a sense of proportion in their psychological selectivity and pragmatic orientation.

2. Emotional-volitional performance - the ability to influence, the ability to influence other people with will and emotions. It consists of the following factors:

energy, the ability to direct the activities of their subordinates in accordance with their desires, to charge them with aspiration, faith and optimism in moving towards the goal;

exactingness, the ability to achieve solutions to their tasks with a psychologically competent formulation and implementation of requirements for subordinates;

the ability to critically assess their activities, to detect and adequately assess deviations from the planned program in the activities of employees.

3. Propensity for organizational activity, ie readiness for organizational activity, starting with motivational factors and ending with professional preparedness.

A good leader must have the following personal qualities:

broad outlook, thirst for knowledge, professionalism, innovation, creative approach to work;

a sense of understanding the situation;

creative attitude to work, perseverance, self-confidence and dedication;

thinking outside the box, ingenuity, initiative and the ability to generate ideas;

willingness to change, openness, flexibility and easy adaptability to ongoing changes;

desire for cooperation, communication skills and a sense of success;

emotional balance and resistance to stress, psychological abilities to influence people;

situational leadership and personality energy in corporate structures;

the ability to work in a team and with a team;

the ability to anticipate the result;

internal need for self-development and self-organization;

ability and ability to take risks;

the ability to act independently;

responsibility for the activity and for the decisions made;

the ability to see, highlight the essential;

the art of fulfilling plans.

Currently, the following examples of leadership skills are identified, which are necessary for a leader in the formation and management of an organization:

the ability to take into account the behavior of subordinates in management;

the ability to establish and control discipline;

the desire to flexibly use different leadership styles, adapting them to change;

awareness of his role and effective use of his position;

developing and maintaining good relationships with others;

giving clear unambiguous instructions and orders;

regular analysis of the work of subordinates and taking into account its results;

stimulating the activities of subordinates, encouraging the best examples in work;

a systematic approach to the analysis of work;

qualified delegation of authority;

avoiding too frequent use of negative reinforcement;

creating effective feedback;

protection of the organization's personnel from external threats;

search for ways to improve the performance of employees;

establishing a performance evaluation system and criteria for success.

Effective leadership implies that people jointly coordinate resources, define tasks, put forward and support ideas, plan activities, and so on. Teamwork allows you to open up great new opportunities, a collective approach - to solve problems together. Thus, more ideas are generated, innovative ability increases, and opportunities for stressful situations are reduced.

In solving this problem, a large role belongs to the leader, his ability to take into account the individual abilities, interests and psychological characteristics of people when organizing their joint work. The leader must be able to analyze and take into account the motives of the behavior of team members, apply a differentiated approach to people, taking into account their attitude to positive examples and existing shortcomings, taking into account their personal inclinations, interests and psychology. The success of the leadership largely depends on how much the leader relies on the team, on their experience and knowledge, how much he supports and develops the business initiative.

The effectiveness of the work is greatly influenced by the psychological climate established in the team, which is understood as the nature of relations between people, the mood prevailing in the team, satisfaction of employees with the work performed, etc. The psychological climate of the team largely depends on the psychological compatibility of employees. Psychological compatibility Is the ability of group members to work together, based on the optimal combination of their psychological properties.

The result of the organizational work should be only the executive organizational system... G.P.Schedrovitsky drew attention to the fact that an organization can be viewed from two angles:

as living naturally - after the completion of the creation of the organization, the organizer leaves, the manager remains, and the organization is transformed into the form of the life of the collective and begins to live its own life, which from a natural point of view makes possible the emergence of other goals - the goals of the collective that is organized.

Organizational qualities of the leader.

Each leader must have organizational qualities and organizational talent, be able to establish joint work with a large number of people within the organization. He must have both certain knowledge in the field of organization and management of the organization, and positive personal qualities.

Fundamentally psychological structure the personality of the leader lies, of course, organizational skills. IN contemporary literature there are the following three types of organizational skills:

1. Organizational discernment, including:

¨ psychological selectivity - the ability to pay attention to the intricacies of relationships, the synchronicity of the emotional states of the leader and subordinates, the ability to put oneself in the place of another:

¨ practical focus of intelligence ᴛ.ᴇ. pragmatic orientation of the leader to use data on the psychological state of the team for solving practical problems;

¨ psychological tact - the ability to comply with a sense of proportion in their psychological selectivity and pragmatic orientation.

2. Emotional-volitional performance - the ability to influence, the ability to influence other people with will and emotions. It consists of the following factors:

¨ energy, the ability to direct the activities of their subordinates in accordance with their desires, to charge them with aspiration, faith and optimism in moving towards the goal;

¨ exactingness, the ability to achieve solutions to their tasks with a psychologically competent formulation and implementation of requirements for subordinates;

¨ the ability to critically assess their activities, detect and adequately assess deviations from the planned program in the activities of employees.

3. Inclination to organizational activity, ᴛ.ᴇ. readiness for organizational activity, starting with motivational factors and ending with professional preparedness, well-being in the process of organizational activity, satisfaction and efficiency.

A good leader must have the following personal qualities:

¨ broad outlook, thirst for knowledge, professionalism, innovation, creative approach to work;

¨ a sense of understanding the situation:

¨ creative attitude to work, perseverance, self-confidence and dedication:

¨ non-standard thinking, ingenuity, initiative and the ability to generate ideas;

¨ willingness to change, openness, flexibility and easy adaptability to ongoing changes;

¨ desire for cooperation, communication skills and a sense of success;

¨ emotional balance and stress resistance, psychological ability to influence people;

¨ situational leadership and personality energy in corporate structures;

¨ the ability to work in a team and with a team;

¨ the ability to foresee the result;

¨ internal need for self-development and self-organization;

¨ ability and ability to take risks;

¨ the ability to act independently;

¨ responsibility for activities and decisions made;

¨ the ability to see, highlight the essential;

¨ the art of fulfilling plans.

The organizational skills of the leader should not disagree with his ethical standards. The word "ethics" comes from the Greek word ethos, which in translation means "habit, custom, rule of behavior". Ethics deals with the principles governing right and wrong behavior. Ethics is divided into theoretical ethics, or philosophical, and practical ethics. The latter is one of the oldest theoretical disciplines, the object of study of which is morality. Practical, or normative, ethics substantiates moral principles, ideals and norms.

The ethics of the leader focuses on a wide range of options for his behavior, includes the means used by him to achieve the set goals. If "ethics" is a set of norms of behavior, morality (in this case, a leader), then the basic ethical norms in relation to the solution of organizational and economic problems are reduced to the following:

¨ the effectiveness of the organization, achieving the highest productivity and maximizing profits should not be achieved at the expense of destruction the environment;

¨ competition must be fair, ᴛ.ᴇ. the "rules" of the market game must be respected;

¨ the distribution of the created aggregate income, benefits obtained by labor should not lead to a sharp social stratification society;

¨ the use of various forms of employee participation in management in order to implement the corporate strategy should not only increase the desire to work better, but also develop a sense of responsibility;

¨ technology should serve a person, not a person for a technique.

Today, the following examples of leadership skills are identified that are necessary for a leader in the formation and management of an organization:

¨ the ability to take into account the behavior of subordinates in management;

¨ the ability to establish and control discipline;

¨ striving to flexibly use different leadership styles, adapting them to change;

¨ awareness of his role and effective use of his position;

¨ developing and maintaining good relationships with others;

¨ giving clear unambiguous instructions and orders;

¨ regular analysis of the work of subordinates and recording of its results;

¨ stimulating the activity of subordinates, encouraging the best examples in work;

¨ a systematic approach to the analysis of work;

¨ qualified delegation of powers;

¨ avoiding overly frequent use of negative reinforcement;

¨ creating effective feedback;

¨ protection of the organization's personnel from external threats;

¨ search for ways to improve the performance of employees;

¨ establishing a performance appraisal system and success criteria.

To increase the efficiency of organizational activities, the head needs:

¨ flexible organizational structure, corresponding to the characteristics of the enterprise and the current external factors:

¨ a reasonable combination of centralization and decentralization in the management system;

¨ observance of the principle of one-man management;

¨ delegation of powers;

¨ clear regulation of the rights, duties, powers, responsibility of employees;

¨ division and specialization of labor;

¨ preparation of a reserve of management personnel;

¨ distribution of work with individual consideration of interests, abilities, competence, compatibility of people;

¨ training, professional development of personnel and their retraining;

¨ clear information system and communication, optimization of information flows, computerization of the management data base;

¨ development, implementation and use of scientifically based standards of labor intensity of work;

¨ widespread use of the collegial form when making management decisions;

¨ encouragement of employees' initiative;

¨ Compliance with strict labor and production discipline based on an agreement between the organization and its employees;

¨ creating a favorable psychological climate in the team;

¨ individual approach to subordinates, situational leadership style based on the level of development of subordinates and the team;

¨ effective and flexible incentives for employees:

Fair material remuneration based on labor results - salary͵ bonuses for high results, etc .;

Social benefits - medical care, kindergartens, sports and cultural recreation, sanatoriums, soft loans, etc .;

Ensuring normal working conditions and organization of work;

Moral encouragement: recognition of the value, business value of the employee, oral praise, public honoring:

Recognition of the personal importance of an employee - respectful, tactful, fair attitude towards subordinates:

Opportunity personal growth͵ career advancement:

Demanding discipline and quality of work;

Reasonableness, fairness of punishment;

Constructiveness in resolving conflict problems;

Providing work to employees, taking into account their interests and inclinations;

Creation of an atmosphere of competition, competition.

Organizational qualities of the leader. - concept and types. Classification and features of the category "Organizational qualities of the head." 2017, 2018.