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Moscow State University of Printing Arts. Power and management style of a manager What is not a form of power of a project manager

Forms of power and influence

So, in order to lead, you need to influence, and in order to influence, you need to have a base of power. According to common sense, in order to have power, you must at least seemingly control something important for the other person, which will form his dependence on you and force him to act the way you want. This “something” is common to all people and consists of basic needs identified by Maslow. Power is based on the ability to satisfy important needs for another person.

All forms of influence induce people to fulfill the desires of another person, satisfying unmet needs or hindering their satisfaction, or expect that their need will or will not be met depending on their behavior. As you know, people form expectations about what can happen as a result of specific actions. Having acted in one way or another, a person perceives the influence of this act on the state of his needs; and the leader perceives the effect of his influence on the behavior of this person. Over time, the leader and the subordinate develop a certain demeanor (Figure 16.2).

Power can take many forms. One popular today classification of the foundations of power was developed by the researchers J. French and B. Raven. According to this classification, power has five main forms.

Rice. 16.2. Model of the influence of a leader on a subordinate

A source... D. A. Nadler, J. R. Hackman, and E. E. Lawler. Managing Organizational Behavior(Boston: Little Brown, 1979), p. 162. Reproduced with permission of the publisher.

1. Power based on coercion, is based on the belief of the follower that the influencer is able to punish him in such a way that he will not be able to satisfy an important need for him, or will do something else unpleasant.

2. Power based on reward, is based on the belief of the follower that the influencer is able to satisfy an important need for him or to do something pleasant for him.

3. Expert authority is based on the belief of the follower that the influencer possesses special knowledge that allows him (the follower) to satisfy any need.

4. Reference power based on the characteristics of the influencer, which are very attractive to the follower.

5. Legal authority is based on the faith of the follower that the influential has the right to give orders, and his duty is to obey them. He obeys because tradition teaches that this leads to the satisfaction of his needs, which is why the legitimate authority is often called traditional... Legal authority is manifested when a subordinate follows the orders of a manager simply because he is at a higher level in the organizational hierarchy. All managers have legal authority because they have been given formal authority to do so.

All of these foundations of power are the means by which a leader in an organization can get people to work towards organizational goals. They are, of course, also the means by which the informal leader can prevent the organization from achieving its goals.

Coercive Power: Influencing Through Fear

Power through coercion and fear - this is what people who criticize power mean. Fear inevitably generates images of cruelty: a loaded pistol, the threat of torture, a fist moving towards the face. But if physical pain were the only mechanism of fear and coercion, then after the abolition of whip punishments, coercive power would disappear from organizations forever. Cruelty is often a means of fear, but never its idea. When a person is afraid of something, it is because some fundamental need is threatened, usually for survival or security.

Coercion methods are expressed in the form of power, if a person really really wants something and is convinced that the other is able to take it away. An illustrative example - own life or the life of a loved one, but there are many other, less extreme examples. Many people are very concerned about the possibility of being deprived of protection, love or respect, so fear is often the reason why people - consciously or subconsciously - allow themselves to be influenced, even in situations where there is no violence. David Kipnis, in his book Power Brokers, writes: “Individuals exercise coercive power by relying on their strength, their ability to speak, or their ability to provide or deny emotional support to others. All of this gives them the means to physically harm others, intimidate, humiliate or deny them love. "

Fear in the work environment

The work environment provides many opportunities to increase power based on fear and coercion, because it is in it that many of our needs are met. For example, almost all people are afraid of being fired. Under certain conditions, it is so easy to use fear that some managers do it very often, because even the hint of dismissal, dismissal or demotion, as a rule, gives immediate results. And if subordinates are effectively protected from being rude, managers can use more sophisticated methods to build fear.

Research has shown that fear can be a very effective method of influence if it offers specific recommendations for the right course of action. This technique is used in some television commercials. Think, for example, of the video in which people ride an escalator to heaven and are told that they should have taken out insurance to protect their loved ones.

Initially, the primary goal of fear-oriented methods was blue-collar, but it is the overuse of these methods that has led to the creation and strengthening of trade unions. Today, unions themselves are adept at using coercive methods and have learned to protect their members so reliably that it is sometimes difficult to fire them, even with good reasons. So today managers are sometimes even more influenced by fear than their subordinates.

It should be noted that due to the constant demand for competent, experienced managers, rude threats of layoffs today are generally ineffective. Instead of the desired effect, they usually lead to additional costs for payment of services. recruiting agencies and to a long painful search for a replacement. More often than not, managers are influenced by fear, not related to his wallet, but from his ego. Managers tend to fear humiliation. To avoid excessive effect, this humiliation is usually strictly dosed: it can be a mention, among other things, that another manager has already fulfilled the norm; a hint that a candidate for the post of vice president may be worth looking outside; providing a less prestigious office. All this and much more can make the manager think that management's attitude towards him has deteriorated and that he may need to become more diligent.

Disadvantages of influence through fear

Fear can be and is used in modern organizations, but not often, because from a long-term perspective, it is a very expensive method of influence. One of the most catastrophic bankruptcies in business history is a prime example of how ultimately fear can have the exact opposite of the desired effect. W. T. Grant.

W. T. Grant, which until 1975 was one of the largest trading firms in the world, knew that it had problems with consumer credit, which were run by store directors. And the firm decided to develop a "negative incentive" program called "Steak and Beans." Directors who were unable to fulfill their quota were subjected to humiliating procedures: they threw a mustard pie in their faces, forced them to roll nuts and run backwards in the store, cut their ties, etc. And all this, of course, in public. Its efficiency metrics rose sharply, but the company became increasingly deeply in debt. The reason for this was revealed by the new management, subsequently hired by the company's creditors. It turned out that store managers, knowing about the ineffectiveness of planning and control systems in W. T. Grant and trying to avoid humiliation, they simply falsified the reports.

It should be remembered that fear can only become a deterrent if there is a high likelihood that the person will be caught committing an offense. Therefore, it must be supported by an effective control system, the creation of which requires a lot of work and money. If power is based on coercion, effective control at modest cost is not possible because people go to great lengths to deceive the organization.

But even if it is possible to create an effective control system at a reasonable cost, the best that can be counted on by influencing through fear is the minimum adequate effectiveness. Since a person is not given the opportunity to meet higher-level needs at work, he may begin to look for their satisfaction elsewhere. Research shows that organizations that actively use coercive power tend to have lower performance and lower quality products. For example, one of the studies in which more than one hundred managers of business firms were interviewed and government organizations, revealed that this kind of power is rarely used in them, only when management came to the conclusion that poor performance was due to a lack of discipline, not ability.

In the context of private enterprise and open society organizations that actively intimidate their employees are likely to be unable to exist for a long time. According to F. Luthans, “although coercion can provide temporary subordination of people, it has side effects: irritation, desire for revenge and alienation. This, in turn, leads to decreased efficiency, dissatisfaction and high turnover. " In telling you about fear-based power, we do not mean to say that we approve of these methods; we simply acknowledge the existence of this phenomenon in many organizations.

Reward-Based Power: Influence Through Positive Reinforcement

The reward is one of the oldest and most effective ways influence. Reward-based power acts through positive reinforcement of the behavior desired by the leader. A person accepts this influence, because in exchange for fulfilling the leader's demand, he expects some kind of reward. Or, in the context of the theory of motivation, he feels that there is a high probability of receiving direct or indirect reward, which will allow him to satisfy an active need, and does what the leader wants.

Since all people have their own unique characteristics and needs, what one person perceives as a valuable reward to another person, or even the same, but in a different situation, does not seem so. In order to influence behavior, the reward must be perceived as sufficiently valuable. In other words, the person should perceive the reward as a fair exchange for his submission. This perceived fairness is the main advantage of reward-based power over coercive power. J.P. Cotter argues that managers can increase their power by fostering a sense of responsibility in others by occasionally doing them personal favors. And J. Koper says that "some managers achieve tremendous skill in personal favors, which require very little time and effort from them, but are highly valued by others."

Disadvantages of positive reinforcement

In a sense, reward-based power will always work if the manager can correctly identify what is reward in the eyes of the subordinate and offer him that reward. But in practice, a manager's ability to offer rewards is limited by many factors. The resources of all organizations are limited, and it can allocate only a certain amount of them to reward staff. The authority of management in this area is also limited by policies and procedures. Sometimes external restrictions also apply, for example, due to labor contract with the union, which describes how this or that work should be rewarded. In addition, it is often very difficult to determine what people perceive as adequate rewards. No money, no more interesting job cannot influence employee behavior always, therefore, an effective manager needs to be able to use other means of influence as well.

Legal Power: Influence Through Tradition

As history shows, tradition has always been a powerful tool of influence. The leader uses tradition to meet the need for security and affection in subordinates. But this method will work only if the person has already internalized the values ​​and this has led him to believe that the leader is able to meet these needs. Therefore, influence through tradition is possible only if the external cultural norms of the organization support the belief that submission to superiors is the desired behavior. D. Hampton, S. Summer and R. Weber believe that "a system based on tradition will collapse if it does not provide its loyal, obedient supporters with warmth and protection."

Western cultural traditions have strengthened the power of bosses for millennia. Almost every one of us, in one environment or another, had to obey people in certain positions. For example, rarely does anyone have the courage to argue with a police officer. While some young workers today are less inclined to accept authority, others still do what their boss tells them to do just because it’s the boss. You yourself probably had to do things that were unpleasant for you because your parents told you so, whose great authority is traditionally in our blood.

Tradition is especially important in formal organizations. The ability to reward and punish enhances the manager's authority to give orders. But it would be extremely inconvenient and time-consuming, not to mention costly, if management had to reward the employee every time to follow the order. Consequently, the effectiveness of the organization directly depends on the willingness of subordinates to recognize the authority of leadership by tradition. In addition, tradition is a common and effective form of managerial influence because, unlike fear, it offers positive rewards - satisfying a need. By recognizing the influence based on tradition, a person experiences in return a sense of belonging to his social group which allows him to meet social needs and experience a sense of security, satisfying another important need.

The influence of tradition on some people is interesting in the sense that they are able to exclude or greatly simplify the decision-making process. In a system in which traditions are very strong, people clearly know what is good and what is bad, and the subordinate can shift responsibility and blame for unpleasant actions and decisions from their shoulders to the shoulders of the leader or the system itself. Instead of justifying his position, he can simply say the same thing that Tevye says in the play Fiddler on the Roof: "Such is the tradition."

Tradition is an attractive mechanism of influence, both from the point of view of the organization and from the point of view of the leader. She has a huge advantage - impersonality. People do not react to the leader, but to his status, which increases the stability of the organization, since in this case it does not depend on the abilities of one individual. By providing rewards to those who are better at submitting to the system, rather than truly competent employees, the organization is able to use tradition to subordinate people. Another hallmark of influence through tradition is speed and predictability.

Disadvantages of Tradition-Based Power

Interestingly, tradition can explain in one word why some of the proven concepts of management theory described in this book are not always widely used in practice. Performance-based reward is a good example. Almost everyone agrees that real merit is the best criterion for a pay raise or promotion, but in fact, seniority is the more common criterion, which is understandable. The seniority is easy to calculate, it is an objective category and is awarded to everyone in the same way. Seniority has been used as a criterion for a very long time, and for people who took many years to achieve their current position, the transition to a system of calculating remuneration based on real results seems not only unfair, but also threatening. They use all their power to maintain the status quo, even if it is not in the best interest of their organization or society.

Tradition can be detrimental to an organization, for example when young manager coming up with a great idea, they say, "We've always done this, and it has worked so far." This attitude can become bigger problem than it seems. To adapt to the external environment, an organization needs to change its policy, strategy, structure, etc., and those of them who justify their unwillingness to do this by tradition may eventually cease to exist.

Historically, tradition has always been an effective means of influence, but in last years its effectiveness appears to have declined. Several studies have shown that people's responses to power have changed. J. Miner found that between 1960 and 1974, students began to treat the authority of their superiors with less servility. They are less and less willing to obey someone just because they are told to. Another striking example of the decline in the influence of tradition is the fact that thousands of Americans refused to participate in the war with Vietnam, considering it unjust. Even blue-collar workers today refuse to do tasks they consider preposterous.

An absolutely convincing explanation has not yet been found for why young Americans are less influenced by tradition than their parents. R. Walton points to factors such as an increase in the level of well-being, security and education, a shift in emphasis from individualism to social values, and a decrease in emphasis on social subordination of people in school, family and church. But the underlying reason seems to be that young people do not see a clear relationship between traditional values ​​and rewards, on the one hand, and satisfaction of their needs, on the other. Perhaps this is due to the fact that traditions have the most impact on people who are motivated primarily by the desire for security and belonging, while increased well-being and increased leisure time led to the transition from needs of the intermediate level to motivation by the needs of a higher level. : in competence, self-respect and success. Or perhaps modern institutions have themselves destroyed their traditional foundations of power by failing to consistently reward effective followers and punish those whose behavior was unproductive. In any case, the leader of the organization today should increasingly rely on other mechanisms of influence.

In discussing management power and organizational effectiveness, IK Shetty notes that relying on traditional power can cause an organization to run into problems because it can conflict with the values ​​of the modern worker who seeks to be involved in the organization’s affairs and to participate in some of its activities. In addition, this can lead to an underutilization of human resources, since people who have information about the problem or how to solve it are not always part of the formal authority system in the organizational structure. This can ultimately lead to decreased productivity and increased employee dissatisfaction.

In its bestseller In search of excellence T. Peters and R. Waterman described some of the most effective corporations in the United States, pointing out that their success is not based on tradition, but on individuals and groups with information about solving problems or improving operations. Organizations with organic structures operating in the turbulent environment we discussed in Chapter 12 rarely rely on tradition. As their market and technological environment changes rapidly, they rely less on formal organizational structures and relationships driven by traditional empowerment.

The Power of the Benchmark: Influence Based on Charisma

Charisma Is power based not on logic or long-standing tradition, but on the strength of a leader's personal characteristics or abilities. The power of the standard, or charismatic influence, depends on how much the follower identifies with the leader or how attractive he is to him, as well as his needs for belonging and respect. Unlike the impersonal influence of tradition, charismatic influence is determined precisely by the personal qualities of the leader. The follower and leader may never meet each other, but the follower perceives their relationship as almost personal and believes that they have a lot in common. In addition, he subconsciously expects submission to make him look like a leader or even his partner. The characteristics of charismatic personalities are: energy exchange (they seem to radiate energy and charge others with it); presentable appearance (a charismatic leader is not necessarily handsome, but certainly attractive, likable and personable); independence (these people, seeking prosperity and respect, rely only on themselves); oratorical abilities (the ability to clearly convey one's thought, interpersonal communication skills); recognition of admiration (these people feel comfortable when they are admired, without showing any arrogance); manners of a confident person (these people are calm, collected and know how to control the situation).

If a person has characteristics that delight others, and they strive to be like him, he is able to exert a strong influence on them, so charismatic personalities are often invited to participate in advertising. A charismatic manager can also use the power of a reference. Managers often serve as role models for subordinates. J.P. Cotter writes: “In general, than more people considers his manager to be an ideal, the more he considers his opinion. " D. Nadler, R. Hackman and E. Lawler state: "A respected and adored grassroots manager can get by with the power of the standard: subordinates can obey him simply because they like him and they identify with him."

Box 16.1 provides examples of charismatic personalities in the political arena.

Box 16.1.

The Power of the Standard in Politics: The Situational Nature of Charisma

In politics, charisma is especially important and useful. Many charismatic personalities in history have been precisely political leaders. But even the greatest of them did not have charisma and the ability to influence others for their entire life.

Prior to World War II, Winston Churchill's path to power was not smooth, and once the war ended, his government was deposed. But during the war years, when the very existence of England was at stake, the British made unthinkable sacrifices just because Churchill asked them to. And on the other side of the English Channel, in Germany, at the same time a personality of a completely different type was gaining strength. Hitler's violent screams for a superior race, which the whole world ridiculed, drew the Germans to appeal to their need for respect, as their ego still suffered from the humiliation of defeat in the First World War. Hitler was undoubtedly one of the most charismatic personalities of all times and peoples, and the people of Germany under his leadership achieved a lot. But when it became clear that the war was lost, Hitler's influence on the general staff weakened, and by the time he shot himself, it had completely disappeared.

At the same time, a man with very different characteristics, Franklin D. Roosevelt, had a huge impact on the people of America. He was arguably the most charismatic president of the United States. Comparing him to another, also undoubtedly charismatic President John F. Kennedy, we clearly see the limitations of charisma. In the 1960s, Kennedy won the great love of the American people, especially the youth, but Congress was unimpressed with his charisma and he resisted him so fiercely that today many consider Kennedy an ineffective president.

If these examples don't convince you that charisma is situational, consider how few students and their parents saw the immense power of Golda Meyer, the former charismatic prime minister of Israel, when she taught at a school in Milwaukee.

Expert Authority: Influence Through Reasonable Faith

Influence through reasonable faith is based on the belief of the performer that the influential person has relevant experience and knowledge in a particular issue. He takes on faith the value of his knowledge. Such influence is considered reasonable because the follower's decision to obey is conscious and logical. J. P. Cotter writes: “When people believe in a manager’s experience in a particular area, others rely on his opinion. This type of power is usually achieved by managers through demonstrable merit and achievement. The more and more noticeable these achievements, the more power ”.

A good example of influencing through reasonable faith is the relationship of most people with their doctor. Sometimes doctors resort to the fear mechanism, but they cannot force the patient to be treated in this way. We follow our doctor's recommendations because we believe that he has the necessary knowledge and experience. Since we ourselves do not possess such knowledge, we cannot accurately assess whether a doctor is able to meet our needs, and we accept his influence, simply believing in his competence and professionalism.

A person can use expert power in an organization if they have information or ideas that, in the opinion of others, will help the organization or department achieve a goal or make a better decision. Many people believe that they need expert knowledge to achieve their goals. Research has shown that if a group is told that one of its members is an expert in a particular field, then the group will generally follow his recommendations, even when in fact he does not have the experience and knowledge attributed to him.

The tendency for subordinates to perceive the manager as an expert may have Negative consequences when making group decisions. Discussing this, J. Steiner and J. Miner argue that a manager "can come to a meeting with his subordinates, expecting to receive information and alternative ideas for solving the problem, and leave it with the solution originally proposed by him." As D. Nadler, R. Hackman and E. Lawler note, “in some complex and technical areas, subordinates may have more experience and knowledge than their immediate superior". Therefore, if you, as a manager, allow subordinates to perceive you as an “expert,” they may not share their information with you, as a result of which the effectiveness of your decisions is reduced.

The increasing complexity of technology has accelerated the use of intelligent faith as a mechanism of influence in modern organizations. Today, a manager cannot understand the details of all the important operations related to his case, and he has to rely on the opinion of an expert in a particular area. The increase in the size of organizations is also having an impact. Top management of a large company is often so far removed from real production that in many cases it is forced to unconditionally believe what lower-level managers say. These two factors are the main reason why the number of specialists in organizations is constantly increasing.

Reasonable faith explains why specialists can have great influence in an organization without even having formal lineage authority. If the specialist is usually right, the line manager over time begins to unconditionally trust his opinion and, using the power provided by the line authority, will spread the decisions of this specialist throughout the organization. In doing so, the manager is meeting his needs. By accepting the specialist's authority on the basis of reasonable faith, he frees up time that would otherwise have been spent reviewing each of his recommendations. This time he can use for other activities and may even be able to meet the needs of a higher level through rewards for completing more complex tasks. It could also be argued that a complete refusal to take the expert's opinion on faith indicates that the grassroots manager is concerned with protecting himself rather than satisfying higher-level needs.

Most likely, when you start working as a manager, you will experience the influence of reasonable faith on yourself, since you will take on faith the opinions of your more experienced subordinates.

Limitations of Reasonable Faith

Reasonable faith is less stable than blind, on which the influence of charismatic leaders rests, and its action is slowed down. If the specialist is wrong, the manager will no longer reasonably trust his opinion and his influence will decrease. In addition, if a charismatic leader is able to get people to believe in himself as a result of one speech, then it takes a long time to develop reasonable faith. Professionals, for example, sometimes take years for their opinions to be accepted unconditionally by managers.

But all this does not mean that reasonable faith is weaker than other forms of influence. Note that in some cases, influence based on reasonable faith alters the leader-subordinate balance of power. As the manager needs information and advice from the subordinate, his power grows, and in some situations he, at least temporarily, has even more power than the manager.

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Manager power- the ability to control what matters to the performer, what creates his dependence on the leader and forces him to act as needed for the purpose of the organization. A leader has different resources under his control, and different uses of these resources lead to different forms of power. Power- the ability to influence the situation or behavior of other people. Influence- the behavior of a person, which changes the attitude and feelings of other people towards him.

There are five main forms or types of power: coercion; reward; power, knowledge (expert power, power of competence); example (charisma); tradition. The leader can also influence subordinates through reasonable faith, persuasion and involvement in the decision-making process.

Let's take a look at each of these types of power.

Power based on coercion, influences subordinates through fear. This form of power is effective if it is supported by a system of control that is costly. The disadvantage of this type of power is also that subordinates may experience a decrease in job satisfaction.

Power based on reward, influences subordinates through positive incentives (salary increases, bonuses, benefits, etc.). This form of power makes subordinates want to do their job better. Its disadvantage is that the frequent use of this form of power is impossible due to limited resources.

Power based on traditions, or legal authority exercises influence on subordinates through culturally instilled values ​​─ tradition teaches that the performer is obliged to obey the leader. The advantage of this power is its predictability. Its disadvantage manifests itself in excessive speculation of this form of power without taking into account the specific situation, which can lead to a decrease in the satisfaction of subordinates with their work.

Power Based on Strength example, or charisma. People associate this form of power with dynamic leaders. Charisma Is power built on the strength of a leader's personality or ability. You can list some of the characteristics of charismatic personalities: the exchange of energy, i.e. there is an impression that these personalities radiate energy and charge people around with it; impressive appearance, i.e. not necessarily handsome, but attractive, has good posture and holds up perfectly; independence of character, i.e. these people do not rely on others in their pursuit of well-being and respect; possessing good rhetorical ability. They can speak and are capable of interpersonal communication; the ability to perceive admiration for one's personality, i.e. they feel comfortable when others express their admiration for them without falling into arrogance; a dignified and confident demeanor, i.e. they appear collected and in control. The subordinate has strong sympathy for the leader and seeks to copy him: in actions, in clothes, etc.


Expert authority or authority based on knowledge exercises influence through reasonable faith. This form of power is becoming more and more relevant due to the increasing complexity of technologies for the production of products and services, as well as the increase in the size of the organization. The advantage of this form of power lies in the rapid impact on the subordinate, who is confident that the leader has special competence in relation to the problem being solved. The performer takes on trust the value of the manager's knowledge and believes that he can be trusted. The influence is then considered reasonable, since the employee's decision to obey is deliberate and logical. Also, the advantage of the expert power is that it does not require material costs. The disadvantage is manifested in its long formation.

Traditional the form of power is focused on people with an active need for security and belonging to a group (organization). This form of power will be effective if the performer has already internalized the values ​​of a society that supports the view that obeying a leader is the desired behavior. The advantage of traditional power is that the subordinate does not respond to the person, but to the position. Also, this type of power increases the stability of the organization's functioning, as the behavior of subordinates becomes predictable. The disadvantage of this form of power is manifested in the fact that if you rely only on tradition, then this will certainly lead to problems of personnel management, since the needs modern man most often ─ involvement in the organization; recognition and self-affirmation. Meeting these needs is possible only through the use of persuasion and participation.

Persuasion and participation are two forms of influence that can induce a performer to actively collaborate. In conditions when the abilities of the performer came close to the abilities of the leader, modern managers, in order to become effective, must improve their skills in these two influences.

Belief─ the manager's transfer of his opinion to the performer in order to obtain his consent to conduct any organizational changes... By seeking agreement, the leader has a strong influence on the performer's need for respect. If the performer also has a need for knowledge and authority, then the power of influence through persuasion increases. This happens because the leader has recognized the competence of the performer, and the subordinate feels that a share of the boss's power has passed to him. Belief affects the fact that it brings to the mind of the performer that by doing as the leader wants, he will satisfy his own need.

The advantage of this type of authority is that the performance of a person who has been influenced by a manager through persuasion does not need to be checked. Moreover, he will try to do more than the minimum level, since he believes that these actions will help him satisfy all his personal needs.

The disadvantage of this type of power is slow impact and uncertainty. Persuasion takes much more time and effort than other forms of power. Then influence by persuasion has a one-time effect.

Leader influence through participation aimed at people with high-level active needs: power; competence; success; self-expression. This is due to the fact that people with such needs work hardest on the goal that they were attracted to formulate.

An upside to this type of power is that participation has a positive effect on job satisfaction. As a disadvantage, it should be noted that the success of this type of power depends on the situation. There are situations in which employees want clarity, are not inclined to individualism and prefer tight control, so they do not seek to participate in the management of the organization.

Each manager must know the source of his power, adhere to a certain style of behavior in relation to his subordinates, using a variety of forms and methods of influencing them.

Each of the foundations of a manager's power is a certain type of resource (Table 3). For example, punishment and reward are based on material resources... Charismatic and expert forms of power imply the use of intangible resources. Traditional power influences the behavior of performers using administrative resources. And persuasion and participation use a combination certain types resources.

In managing people, leaders rely to varying degrees on different foundations of power. As a result, the manner of leading one person differs from that of the other, that is, one can speak of a management style. Manager style- a certain demeanor of the leader, which influences subordinates to achieve the goal of the organization. The management style will be effective if the leader will appeal to the performer's need that is most active for him. In this case, the performer will consider the satisfaction or dissatisfaction of the need as a certain result of subordination or disobedience, and think that there is a high probability that his efforts will meet the expectations of the leader.

Table 3

Formation of leadership styles

based different forms authorities

Quite often, project teams are formed at the behest of the company's top management without any explanation. The management responsible for organizing activities within their divisions appoints employees for your project based on their professional skills and workload. On the paper personnel planning looks great and there comes a point where you know you already have a project team. Unfortunately, the plans developed by senior executives in the company who assign us project teams are becoming irrelevant and unworkable as real circumstances change.

  • Company priorities are changing;
  • Employees are allocated for new projects;
  • The main, non-project, activity becomes more important;
  • Employees go on vacation or sick leave;
  • etc.

The method described above by which project teams are formed is a fact of the reality of project management, which we can only accept, but at the same time we must accept those real people who make up the project team. Of course, we accept them initially, and gaining experience in working with people, gaining new experience from already implemented projects, we naturally have questions about the cost of time and goals, which can often only be answered by the head of the company who has formed the team of your project. Who are the individual members of the project team really? What are their competencies, strengths and weaknesses how much these people are available in the project. It is important to understand that the desire of the project team members to participate in the project and their interest in the tasks being solved plays an important role and largely determines the effectiveness of their work. The project manager must consider all of these facts.

The project manager must understand and understand from the very beginning of the project the level of his authority. If the powers of the project manager are transferred formally, then often the project manager does not have the opportunity to punish or dismiss a project team member, or influence his remuneration or bonus, then what to do in this case?

  1. First, the project manager is required to establish regular communication with the project team. And not by e-mail, but personally! The phone is also suitable for this purpose. Your main goal is to form a personal relationship with each member of the project team. Get their trust and enlist their support. If you do everything right, you will soon feel the result. They will begin to listen to you, consult with you, and share work problems.
  2. The project manager should provide feedback to the project team regarding the tasks assigned to them. If team members say they don’t have time to complete a task or lack any resources, then they will not complete it, no matter how persistently the project manager insists on completing it. And nothing else will come of it if you start behaving aggressively, shouting or threatening.
  3. The project manager should try to create a healthy working environment in the project team, each project participant should feel like a member of the project team and feel responsible for the project. Communicate the goals of the project to each member of the project team. They must understand why they are performing their tasks. Moreover, each of the project participants must understand how the results of his work affect the project as a whole.

After reading these three guidelines, you are likely to tell that the most the right decision the project manager will - not agree to such a step as receiving an already formed project team and not subscribe in this case to the terms and budget of the project. But alas, life often presents us with unpleasant surprises. And the mandate of the project manager is often not clear even after the project is completed. Sooner or later, you will find yourself in a similar situation and I hope that my advice will help you soften your situation. The main thing to remember is that it is important to obtain consent from each member of the project team to participate in the project and to interest him in the final result. Quite often, a person completes a task only for the sake of the relationship you have formed with him one-on-one, and considers you to be an excellent leader and companion on whom you can count on in difficult times.

As discussed in Section 2, planning provides management and project stakeholders with:

    o understanding the goals of the project;

    o description of the work to be performed;

    o basis for obtaining and assigning resources;

    o basis for the distribution of work among the project participants.

In other words, the project plan provides a structure for organizing project work at three levels: conceptual, strategic, operational.

The objectives of a project management organization include:

    o Ensuring interaction.

    o Separation of roles and responsibilities.

    o Determination of responsibility for decision making.

    o Ensuring efficient distribution of information.

    o Ensuring flexibility in the use of resources.

Ensuring interaction

To ensure effective interaction, it is necessary:

    o Provide communication between the project manager and functional leadership.

    o Establish rules for formal interaction between project participants.

Line managers should provide the project with resources in accordance with its life cycle in such a way that the project manager can be confident that the necessary resources are available.

Responsibilities of key executors for the implementation of project tasks should be agreed on the basis of a responsibility matrix.

Separation of roles and responsibilities

Within the framework of the project, various organizations and individual performers interact:

    o Internal and external users of the project results.

    o Internal and external resource providers.

    o Internal functional departments such as accounting, etc.

To ensure effective communication, it must be clearly defined:

    o Who should make this or that decision.

    o Who is doing this or that work.

    o Who is responsible for certain management functions.

    o Who gets this or that information.

    o Levels of responsibility and authority should be clearly defined not only for the permanent members of the project, but also for the executors or organizations supporting the project at certain stages.

Determination of responsibility for decision making

The organization of the project includes the definition key specialists responsible for making decisions. The organizational structure of the project should allow for the distribution of decision-making functions according to their nature (for example, technical decisions are made by technical specialists). Responsibility for making decisions should, as far as possible, be assigned to potential users of the results of the project.

Ensuring efficient distribution of information

In some projects, the communication system involves sending a huge amount of information to all project participants. Excessive amounts of information lead to a decrease in the awareness of the project participants. Likewise, meetings with too many people are no longer effective.

Considering the problem of organizing communication within the project, the project manager should:

    o Strive to provide project participants with only the information they need at the right time.

    o Define communication channels in advance.

    o Strictly monitor the effectiveness of information channels.

    o Strive to provide information in the best possible form (summarized reports, graphs, tables).

Providing Resource Flexibility

Projects are often carried out by a permanent team of performers who work within the project from start to finish. In this case, the project manager is limited in the ability to adjust the amount of resources depending on the stage. life cycle and the volume of work, cannot attract the most qualified specialists for specific types of work.

The organization of the project should allow for the attraction of different resources at different stages of the project in accordance with the following three principles:

    o Provide the most qualified specialists for this type of work.

    o Engage performers in the project team only for the period when their qualifications are needed.

    o Provide an accurate description of the assignment for the involved specialists.

Projects are usually part of activities of larger organizational structures. The results of the projects are aimed at achieving the goals of the customer organizations. The execution of the project can be carried out within one or several organizations. Thus, the organizational structure of the project is determined both by its goals and the content of work, and by the structures of the organizations participating in the project.

In any case, the concept and organizational structure of the project must be consistent with the strategic development plan of the organization and the structure of the organization of production.

The organizational structure of a project can be divided into three main levels:

    o Organization at a conceptual level. At this level, the basic principles of interaction are determined, the degree of participation of various project participants is clarified, relationships at the level of companies, departments and management are determined.

    o Organization at the strategy level. This level defines the responsibility for achieving key milestones. Organizational elements there can be companies, departments, key managers.

    o Organization of work execution. At this level, responsibility for the implementation of individual work is determined, performers and supporting resources are appointed.

It should be noted that at different stages of the project cycle, the role of different organizational levels changes (see Figure 3.2.1).

At the level of conceptual planning and project management, the main role is played by senior managers of the organization's management, making decisions regarding the goals and priorities of projects, the amount of funding and resource provision. This level of management plays a key role at the pre-investment stage of the project, when decisions are made about the project as a whole.

During the planning and launching phase of a project, management decisions relate to the strategy to achieve project objectives, and the focus of leadership moves to the strategic organizational level.

At the stage of project implementation, the bulk management decisions concerns operational planning, technical implementation and tactics of task execution. The main role at the stages of execution is played by the organization of the work of the project team.

Choosing an organizational form of project management, the company's management must answer two main questions:

    o Should the project participants be relieved of their day-to-day responsibilities and transferred to a separate facility, or should they continue to be at their workplaces, sharing their work time between current affairs and project work? In other words, should the work on the project be isolated from or integrated with the current production process in the company?

    o Should the organizational structure of the project be close to the functional structure of the organization or be based on an independent model?

There are usually three main approaches to organizing a project:

    o Functional structure.

    o Matrix structure.

    o Project structure.

Functional and design structure represent two opposing approaches to project organization.

Functional structure. This approach assumes the use of the existing functional hierarchical structure organizations. Project work packages are distributed among functional units. The heads of the departments ensure the fulfillment of the tasks assigned to them and are responsible for the results of the tasks assigned to the department. The project manager only provides general coordination of work.

The disadvantage of this approach is that managers of different departments may have different ideas about the priority of a particular project, which can lead to delays in work by individual departments.

A purely functional organizational structure of an enterprise in practice is often transformed into more adaptive types of structures that can be easily modified in accordance with changes. environment and the needs of the company itself. V large companies, for example, a divisional form of management organization is often used. The main types of the divisional approach to the organization of management are:

    o divisional-regional structure,

    o divisional product structure,

    o divisional and technological structure.

The use of a divisional management structure does not eliminate the need for a specialized project management organization, although it has certain features of solving this problem, associated with the specialization and relative independence of divisions.

Project structure. This approach assumes that the complex of project activities is developed independently of the hierarchical structure of the organization. The project manager manages the team assigned to him, and the functional managers have no influence on the project personnel.

The main problem of this approach is associated with the optimal workload of team members with work that corresponds to their qualifications. Since the volume and content of work changes during the course of the project, a project team with a constant number of performers may be underutilized or overworked at certain stages of the project. In addition, it is unlikely that the project manager will be able to get the most qualified specialists on the team for the full duration of the project (especially if several similar projects are being carried out simultaneously).

Generally speaking, both of these approaches are not flexible. The combination of these two structures forms a matrix management structure, according to which executors belonging to functional departments are temporarily assigned to the subordination of the project manager and assigned to carry out project work.

Matrix structure. In theory, all employees of the organization are available to carry out the work of the project. The project manager has the ability to more intelligently plan the assignment of resources to tasks.

Three types of matrix structure of the organization can be distinguished:

    o Weak matrix.

    o Balanced matrix.

    o Rigid matrix.

Weak matrix. The Project Coordinator is responsible for coordinating project tasks, but has limited authority over resources. The disadvantage of this approach is the imbalance between high responsibility and lack of authority.

Balanced matrix. The project manager coordinates all work and shares responsibility for achieving the goal with the heads of functional departments. The project manager is responsible for the time and cost parameters of tasks, functional managers are responsible for the content of work and quality. The problem with this approach is that the balance of responsibility can be violated when the power of one side or another (project or functional leadership) is strengthened.

Rigid matrix. The project manager carries full responsibility for completing project tasks. Department managers are responsible for assigning staff to project tasks. The project manager in this case has the ability to exercise more effective control over the project, but the influence of the organization on the results of the project is weakened.

In general, the matrix form of project organization requires a clearer and more formalized system of communication, control and management.

MINISTRY OF EDUCATION AND SCIENCE OF THE RNO-ALANIA

STATE BUDGETARY EDUCATIONAL INSTITUTION OF SECONDARY VOCATIONAL EDUCATION

"VLADIKAVKAZK COMMERCE AND ECONOMIC TECHNICUM"

Test specification for the discipline "Management"

for specialty

100701 Commerce (by industry)

Vladikavkaz

2014

1.Purpose of the test

The test, consisting of 100 tasks, allows you to establish the level of knowledge of management, the theoretical foundations of management, methods of influencing the object of management in the organization.

2.Documents defining the content of the test

3. Approaches to the selection of test content

4. Structure and content of the test

The test includes 100 tasks indicating the correct answer from several suggested ones.

The distribution of tasks in accordance with the content of the sections is presented in Table 1.

Test section

Number

1.Theoretical foundations of management

Essence and specific traits modern management

Evolution of management

Organization as an object of management

Management methods

2. Management functions

Planning in the management system

Organization of interaction

Motivation as a function of management

Control and methods of its implementation

3. Strategic management

Mission and goals of the organization. The values ​​and the whole of the top management.

The essence strategic management.

Strategic alternatives.

4. Connecting processes in management

Communication in management

Making management decisions

Business conversation

Leadership: Power and Partnership

5. Knowledge assessment system

All tasks are checked automatically (by comparison with the standard).

Each task is evaluated with 1 point. The total maximum score for completing all test items is 100 points.

The section will take up to three hours to complete.

6. Test plan

The test plan for sections is presented in table 2.

Checked content items

Requirements for the tested level of training

Number of tasks

Maximum

score

1.The essence and characteristics of management

The essence of management.

The professional nature of the manager's activity. Features of modern management.

2. Evolution of management

Know the historical prerequisites for the emergence of management, as well as the essence of the approaches.

3. Organization as an object of management

Know the concept of organization, the main types of structures.

Be able to compose a given management structure.

Determine factors of direct and indirect impact external environment.

4. Management methods

Know the advantages and disadvantages of the main management methods and the nature of their impact.

5 planning in the management system

Know the essence, tasks, planning stages, types of plans.

Be able to implement plans and measure the success of the organization.

6. Organization of interaction

Know the organization of activities, stages of the organization of work.

Be able to delegate authority and responsibility.

7. Motivation as a function of management.

Know the features and criteria of the concept of motivation. Be able to apply motivational theories in management practice.

8. Control and methods of its implementation.

Know the meaning of control, the stages of its development.

Be able to organize effective control.

9. Mission and goals of the organization.

Know the mission of the organization.

Be able to develop goals and use the motivation process when choosing a strategy.

10. The essence of strategic management.

Know the essence of strategic management. Be able to develop strategic plans.

11 strategic alternatives

Know the strategic planning model.

Be able to choose an effective strategy.

12. Communication in management.

Know the concept and types of communication, levels and process. Be able to build transaction schemes and use them in interpersonal communications.

13. Making management decisions.

Know the types of management decisions, procedures and decision-making stages.

Be able to use the information received to make effective management decisions.

14. Conflict management.

Know the concept and types of conflicts.

Be able to manage conflicts and stress.

15 Leadership: Power and Partnership

Know the types and sources of power.

Self-management.

Management styles.

Be able to use in work different kinds authorities.
  1. Management is:
  1. management of the human collective in the process of social production
  2. purposeful, deliberate process of regulating production processes to achieve the goals of the organization
  3. management of production and economic systems: enterprises, firms, companies, etc.
  4. activities for the preparation, development and implementation of management decisions
  1. Management as a science is:
  1. a set of knowledge about methods and methods of production management
  2. economic science on the methods of preparation, adoption and implementation of managerial decisions in the field of production
  3. system of methodological techniques and methods for studying science management
  4. branch of knowledge with a specific subject and methods of studying patterns
  1. The main content of management is:
  1. security effective performance organization to achieve its goals
  2. integrated process of making decisions on the use of resources of the production and economic system
  3. organization of the activities of the management apparatus of the production and economic system
  4. management of production, personnel and finance to achieve the set goals
  1. What is a manager?
  1. a profession that a person can master, regardless of his psychophysical characteristics
  2. a person who has undergone special training and achieves results through the work of other people
  3. professional organizer with a certain amount of knowledge in the field of production management, technology and economics
  4. subject of management, executive in an organization with management knowledge and skills, with authority and responsibility
  1. What are the main factors of management development?
  1. division and cooperation of labor, technical and technological level of production
  2. features and a special level of production, the level of development of science and technology
  3. dominant mode of social production
  4. the level of development of information and technical support of production and equipment of managerial work

6. What is the object and subject of management?

  1. technical resources
  2. people
  3. financial resources
  4. technologies
  1. The main task of the manager is:
  1. profit maximization
  2. organization of staff work
  3. getting the most out of available resources
  4. establishing a system of in-house communications
  1. Management and administration is:
  1. same
  2. different but related processes
  3. interrelated processes in which management is a specific area of ​​management
  4. interrelated processes in which management is a specific area of ​​management
  1. Which management function is used to ensure the distribution of workers to work places?
  1. planning
  2. control
  3. organization
  4. motivation
  1. In which country were the conditions that fostered the emergence of management?
  1. Argentina
  2. Brazil
  3. Poland
  1. Function performed
  2. Solved problem
  3. Finished products
  1. What is not a product of a manager's labor?

D. Management decision

  1. In the management system of an organization - is the object of management?
  1. connecting subsystem
  2. control subsystem
  3. financial subsystem
  4. controlled subsystem
  1. In the management system of an organization - is the subject of management?
  1. control subsystem
  2. controlled subsystem
  3. connecting subsystem
  4. financial subsystem
  1. School of Science Management
  2. School of Human Relations and School of Behavioral Sciences
  3. administrative or classical school of management
  1. In which school of management were management functions first identified?

G. School of Management Science or Mathematical School of Management

  1. Which of the management theories relied more on the use of personal experience managers?
  1. organizational culture theory
  2. quantitative management theory
  3. situational management theory
  4. queuing theory
  1. The use of a situational approach presupposes, first of all:
  1. analysis of human relations in a group
  2. systematic rationing of employees
  3. development of "situational thinking"
  4. all answers are wrong
  1. The process approach views management as
  1. a continuous series of interrelated management functions
  2. employee interaction
  3. a certain situation
  4. set of system elements
  1. Who was the founder of the administrative school?
  1. Gilbreth
  2. Maslow
  3. Taylor
  4. Fayol
  1. What was the purpose of the administrative school?
  1. improving the management of organizations in general
  2. improve efficiency in specific workplaces
  3. identify a leader in the workforce
  4. to examine interpersonal relationships in a collective
  1. What approach to management does not exist?
  1. process
  2. dynamic
  3. situational
  4. systemic
  1. The need to adapt to the external environment is the main principle:
  1. natural selection theories
  2. resource dependence theories
  3. structure viability theory
  4. competition theory
  1. What comes to the organization from the external environment?
  1. standards
  2. reporting data
  3. goals
  4. resources
  1. What comes to the external environment from the organization?
  1. intra-industry standards
  2. information
  3. resources
  4. reporting data
  1. The control method is:
  1. a set of techniques and methods of influencing the managed experience in order to achieve the goals set by the organization
  2. significant, repetitive, objective relationships of phenomena and processes in economic activity
  3. a set of elements that are in relationships and connections with each other, which forms a certain integrity
  4. area of ​​work
  1. Economic methods affect the personal interests of workers through:
  1. the right criticism
  2. wages, bonuses, fines
  3. pricing
  4. discipline
  1. Socio-psychological methods operate on the basis of:
  1. economic laws and patterns of development of nature and society
  2. based on the formation and development of public opinion regarding socially and individually significant values
  3. organizational relations
  4. economic interests of the individual
  1. Who is at the top of the management pyramid?
  1. technical performers
  2. supervisor
  3. ch. specialists
  4. head workshops
  1. The first method of motivation was
  1. Vroom theory
  2. "carrot and stick"
  3. Maslow's theory
  4. Adams' theory of justice
  1. The upper level in Maslow's pyramid It was:
  1. self-affirmation
  2. desire for contacts
  3. self-expression
  4. physiological needs
  1. What are the 3 types of needs identified by McClelland:
  1. food, housing, rest
  2. authority, leadership, fame
  3. success, involvement, power
  4. security, confidence in the future, stability
  1. What is not an internal variable of an organization?
  1. structure
  2. purpose
  3. people
  4. legislation
  1. What factors affect the external environment of the organization?
  1. direct and indirect
  2. basic and additional
  3. major and minor
  4. global and local
  1. Organization is ...
  1. 1 person
  2. 2 people, whose activities are coordinated to achieve a common goal
  3. 3 persons
  4. 2 people who do not see themselves as part of the group
  1. need for accessories
  2. need for security
  3. need for power
  1. What is not included in A. Maslow's pyramid of needs?

D. the need for self-expression.

35. What is the subject of labor of the control object?

  1. information
  2. finished products
  3. control function

d. management decision

  1. Innovation management is:
  1. independent science
  2. set of personnel management methods
  3. a set of methods and forms of innovation management
  4. fundamental research
  1. How can the functional links in the organizational structure of management be interconnected?
  1. vertical ties
  2. horizontal links
  3. functional links
  4. all the above links
  1. What methods are traditionally distinguished in management?
  1. administrative and bureaucratic
  2. bureaucratic and socio-psychological
  3. socio-psychological and democratic
  4. economic and administrative
  1. What kind psychological factors affect the employee of the organization?
  1. non-production
  2. internal
  3. production
  4. external
  1. What elements form the environment of direct influence?
  1. development of technology and technology
  2. political situation
  3. competitors
  4. legislative acts
  1. What is the main task set and solved by the representatives of the school of scientific management?
  1. maintaining a satisfactory socio-psychological climate in the organization
  2. development of innovation management
  3. maximizing productivity in the workplace
  4. defining the functions and principles of effective management
  1. Leadership in management theory can be defined as:
  1. operating conditions of the organization
  2. ability to influence personality and groups of people
  3. the size wages
  4. victory in the conflict
  1. Motivation is ...
  1. a set of techniques and methods of behavior
  2. set of elements related to each other
  3. motivation of a person or group of people, each of which has its own

own needs to work to achieve goals

  1. set of key guidelines that need

follow in management activities

  1. The “control” function includes:
  1. resource definition
  2. defining and choosing the goals of the organization
  3. selection, training of personnel
  4. setting standards, comparing work done with standards
  1. What does the scheduling feature not include?
  1. choosing goals and setting planning objectives
  2. material reward
  3. definition of strategy
  4. mission definition
  1. What is not related to environmental factors of indirect impact?
  1. technologies and scientific and technological progress
  2. labor resources
  3. state of the economy
  4. sociocultural political factors
  1. "Brainstorming" refers to management decisions:
  1. collective
  2. sole
  3. routine
  4. standard
  1. Intuitive solutions:
  1. it is a choice based on knowledge and experience
  2. it is a choice made only on the basis that it is correct
  3. it is a choice based on an analytical process
  4. it's a collective choice
  1. Making a decision means:
  1. a way of motivating people to achieve certain goals
  2. process of forming alternatives
  3. the process of exchanging information between two or more entities
  4. deliberate choice of actions from the available alternatives to achieve the desired results
  1. How long does the brainstorming process take:
  1. 30 minutes
  2. 1,5 hour
  3. 4 hours
  4. 10 hours
  1. Delegation of authority can be defined as:
  1. process in which leaders entrust part of their rights to people who are responsible to them, thereby increasing their power
  2. a way of motivating people to achieve a set goal
  3. a set of employees of the management apparatus who are at the same management level
  4. development of plans for the future
  1. How businesses are classified in relation to profits:
  1. commercial and non-commercial
  2. small, medium, large
  3. small and commercial
  4. general and private
  1. Which governing body is not typical for a joint-stock company:
  1. general meeting
  2. the chairman
  3. supervisory board
  4. general manager
  1. Shareholders are:
  1. co-owners of the enterprise
  2. members of the enterprise
  3. observers
  4. experts
  1. What is the connecting link of all management functions (planning, organization, motivation, control):
  1. management decision
  2. communication
  3. economic methods
  4. operational management
  1. SWOT analysis does not provideidentification and detailed examination:
  1. competitive advantages
  2. strengths of the firm
  3. favorable business opportunities
  4. weaknesses of the organization
  1. The decision-making process begins with:
  1. enterprise mission statement
  2. setting management goals
  3. identify the problem
  4. determining the person responsible for making decisions
  1. The essence of delegation is:
  1. in prioritization
  2. transferring power down and accepting it by a lower-level manager
  3. transfer of responsibility to a lower level of management
  4. in trust in their subordinates
  1. The information criterion for the effectiveness of interpersonal communication is:
  1. satisfaction of communication partners
  2. friendly atmosphere of communication
  3. desire of the parties to continue communication
  4. the closeness of the meaning of the received message to the meaning of the message sent
  1. The corporate culture is based on:
  1. on accepted in society forms of behavior
  2. on the rules determined by the management of the organization
  3. on the beliefs and values ​​shared by the majority of members of the organization
  4. on the specifics of production
  1. Workplace stress requires:
  1. eliminating
  2. regulation
  3. see a doctor
  4. job changes
  1. What management methods is instrumental in the leadership style?
  1. economic
  2. administrative
  3. in socio-psychological
  4. legal
  1. Is it possible to represent the management process in the form of a scheme common to all organizations, enterprises, firms?
  1. can
  2. In most cases
  3. it is forbidden
  4. on rare occasions
  1. The planning principle in modern management says -
  1. from normative management to good governance
  2. from future to present
  3. from financial management to sales management
  4. from past to future
  1. Socio-psychological methods of management contribute to the formation in the organization:
  1. infrastructure
  2. hierarchical relationships
  3. moral and psychological climate
  4. administrative coercion
  1. The creativity of managers in the management process is realized with the help of:
  1. implementation of an effective bonus system
  2. management functions
  3. diagnosing the problem
  4. improving product quality
  1. What is the most important feature of the modern management model:
  1. comprehensive computerization of the management process
  2. increasing requirements for staffing management
  3. rapid change organizational forms production and management
  4. changing the relationship between enterprise management and personnel
  1. Is the management of productive labor?
  1. yes, because management creates new value
  2. no, it's just supervision and control
  3. no, this is just the result of a contradiction between hired labor and the owner of the means of production
  4. yes, since this type of activity is inevitable with a high level of specialization of production and is intended to ensure the integrity of the entire labor organism
  1. What can not be attributed to the tools of organizational and administrative management methods?
  1. norms and standards
  2. regulations
  3. incentive systems
  4. orders and orders
  1. What cannot be attributed to instruments economic methods management?
  1. plans
  2. orders
  3. directive indicators
  4. economic leverage
  1. What sequence of priorities will enable the firm to succeed?
  1. people-products-profit
  2. profit-people-products
  3. products-profit-people
  4. people-profit-products
  1. Sustainable financial condition organization is based on:
  1. solvency
  2. profitability
  3. asset turnover
  4. profitability of production.
  1. The main components of the communication model are:
  1. object, subject, interaction
  2. source, message, channel, recipient
  3. object, subject, influence, Feedback
  4. external environment, internal environment, interaction
  1. A person's awareness of the motivation for action is called:
  1. motive
  2. need
  3. motivation
  4. perception
  1. A conscious need for something is called:
  1. need
  2. motivation
  3. perception
  4. setting
  1. The process of encouraging oneself and others to act is called:
  1. motivation
  2. communication
  3. setting
  4. management
  1. The differences between national management systems are determined by:
  1. religion
  2. law
  3. mentality
  4. tradition
  1. In the process of interpersonal communication, the manager uses the language:
  1. official and vernacular
  2. gestures and facial expressions
  3. verbal and non-verbal
  4. business and common
  1. Modern management views conflict as:
  1. a consequence of the bad character of employees
  2. tool for organizational change
  3. the need to change the leader
  4. evil that should not be tolerated in the organization
  1. The modern theory believes that to create an organization with perfectly folded communication processes:
  1. possible, but rarely seen in practice
  2. possible only with the help of managers
  3. possible, but requires a lot of management effort
  4. impossible
  1. Correct management in the communication problem consists in the need to consciously:
  1. activate communication processes in the organization
  2. streamline communication processes
  3. make all communication processes effective
  4. reduce the incidence of ineffective communication
  1. Control in management is a function of:
  1. independent
  2. steam room
  3. universal
  4. specific
  1. The remuneration is usually divided into:
  1. internal and external
  2. official and unofficial
  3. current and expected
  4. material and moral
  1. The science of "management" arose in the conditions of:
  1. the formation of big business
  2. collapse of the era of "free enterprise"
  3. transition to factory production
  4. increased activity of workers
  1. What does the management mechanism consist of?
  1. in-house management, production management
  2. personnel management, production management
  3. in-house management, personnel management
  4. all of the above
  1. The ultimate goal of management is:
  1. development of technical and economic base
  2. ensuring the profitability of the company
  3. rational organization of production
  4. advanced training and creative activity of the employee
  1. Define the principles underlying management:
  1. unity of command, motivation, leadership, feedback
  2. scientific nature, responsibility, right choice and placement of personnel
  3. profitability, feedback, personnel management
  4. all of the above
  1. What are the components of management?
  1. strategic management, control
  2. operational management
  3. control and operational management
  4. all of the above
  1. Organizational documents do not include:
  1. staffs of institutions
  2. procedure and rules of activity
  3. statutes of institutions
  4. sales announcements
  1. One of the main functions of management is:
  1. production monitoring
  2. methodological support for decision making
  3. planning
  4. issuance of orders and orders
  1. The goals are:
  1. what needs to be done
  2. performance of management functions
  3. mission of the organization
  4. line of business
  1. Among the statements below, one is incorrect. Name it.
  1. management arose long before the emergence of management
  2. the main function of management is to coordinate
  3. the manager always performs managerial functions
  4. the manager can be the owner of the enterprise at the same time
  1. An important principle of using Internet resources in management is:
  1. cost of information services
  2. secrecy of information
  3. a wide range of types of information provision
  4. search for possible management problems

94. The key competence of a manager is:

  1. bringing people together
  2. setting goals and objectives
  3. organizational structure formation
  4. exercising control

95 An individual who influences the behavior of group members through his personality traits is called:

  1. the leader
  2. manager
  3. subject
  4. the universe

96. One of the models of Russian management - common sense management - is:

  1. small and medium business management
  2. corporate governance
  3. offshore business
  4. international marketing

97. The criterion for the effectiveness of management in an organization is NOT:

  1. profit-to-management ratio
  2. technical and economic indicators
  3. the degree of satisfaction of employees in the results of their activities
  4. the level of salary of the head of the organization

98. What management model do you know?

  1. japanese model
  2. swiss model
  3. chinese model
  4. Norwegian model

99. Three stages of management as a process:

  1. economic, social, technical
  2. science, art, practice

    2

    a

    27

    b

    52

    a

    77

    v

    3

    a

    28

    v

    53

    b

    78

    v

    4

    G

    29

    v

    54

    a

    79

    b

    5

    G

    30

    v

    55

    a

    80

    G

    6

    b

    31

    G

    56

    a

    81

    G

    7

    v

    32

    a

    57

    b

    82

    b

    8

    v

    33

    b

    58

    v

    83

    G

    9

    v

    34

    v

    59

    G

    84

    a

    10

    G

    35

    b

    60

    v

    85

    G

    11

    v

    36

    v

    61

    b

    86

    b

    12

    G

    37

    b

    62

    v

    87

    G

    13

    a

    38

    a

    63

    b

    88

    G

    14

    G

    39

    G

    64

    v

    89

    G

    15

    v

    40

    b

    65

    v

    90

    v

    16

    v

    41

    v

    66

    v

    91

    a

    17

    a

    42

    b

    67

    b

    92

    v

    18

    G

    43

    v

    68

    G

    93

    b

    19

    a

    44

    G

    69

    v

    94

    a

    20

    b

    45

    b

    70

    b

    95

    a

    21

    a

    46

    b

    71

    a

    96

    a

    22

    G

    47

    a

    72

    a

    97

    G

    23

    G

    48

    b

    73

    b

    98

    a

    24

    a

    49

    G

    74

    a

    99

    G

    25

    b

    50

    b

    75

    a

    100