Practical lesson in management. Practical work on management

The content of the workshop consists of tasks that have been tested over a significant period of time and are successfully used in the educational process in higher education. Tasks are structured according to the main, most important topics of the discipline "Management".
Completing tasks allows you to expand and consolidate theoretical knowledge in the field of management, gain independent decision-making skills when forming an organization (enterprise), creating an organizational structure for managing an enterprise, developing job descriptions, building a personnel motivation system; test your abilities in management and teamwork.
For students of higher educational institutions studying in the specialties "Commerce (trade)" and "Marketing", as well as other specialties of economics and management. It may be useful for students of faculties of advanced training.

Theoretical basis management.
Task 1.1
The purpose of the assignment: testing knowledge in the field of theoretical foundations of management.
Task content:
1) define the concepts of "management" and "management", show the difference between these concepts;
2) indicate the main categories of management and give them a brief definition;
3) disclose the content of the internal and external environment of the organization;
4) list the main patterns of management.
The work is carried out in writing and submitted to the teacher for verification.

Task 1.2
The purpose of the task: the assimilation of the principles (basic rules) of management. The content of the task: each student develops at least ten principles (basic rules) of management for a specific or virtual organization, using the principles of X. Emerson, A. Fayol, G. Ford, lecture material on this issue.
Then, each proposal is discussed and management principles are developed that are most relevant in modern conditions.

Table of contents
From the authors
Topic 1. Theoretical foundations of management
Topic 2. Evolution of management concepts
Topic 3. Features of the development of management in Russia
Topic 4. Comparative characteristics American and Japanese models of management
Topic 5. Organization as a management system
Topic 6. Management functions
Topic 7. Organizational structures of management
Topic 8. Management methods Appendix
Topic 9. Decisions in management
Topic 10. Human Resources Applications
Topic 11. Motivation
Topic 12. Basic theories of leadership. Leadership styles
Topic 13. Self-management
Topic 14. Conflict management
Topic 15. Evaluation of management effectiveness
Bibliographic list
Answers.

Free download e-book in a convenient format, watch and read:
Download the book Management, Workshop, Ivanova L.V., 2006 - fileskachat.com, fast and free download.

Download pdf
You can buy this book below best price at a discount with delivery throughout Russia.

federal state budgetary educational institution of higher vocational education

«RUSSIAN ECONOMIC UNIVERSITY named after G.V. PLEKHANOV"

VORONEZH BRANCH

Department of secondary vocational education

E.V. Karpov

MANAGEMENT

Guidelines for the implementation of practical work and the organization of independent work for studentsSPO specialties

38.02.01 Economics and accounting (by industry),

38.02.04 Commerce (by industry)

Voronezh 2014

Introduction ................................................ ................................................. ...........5

General instructions for the implementation of practical work………………………6

General instructions for doing independent work………………..17

Applications…………………………………………………………………...34

Introduction

Program academic discipline"Management" is part of the main training program for mid-level specialists in accordance with the Federal State Educational Standards of specialties 38.02.01 , 38.02.04 "Commerce (by industry)"and complies with the requirements of the Federal State Educational Standard of Secondary Vocational Education.

The discipline "Management" is based on the knowledge, skills and abilities acquired by students in the study of general humanitarian and socio-economic disciplines, reveals the practice of management in all its manifestations, considers ways to achieve the goal using labor, intelligence and motives of people's behavior. The study of program material contributes to the formation of new students economic thinking, basic knowledge in the field of management.

The purpose of the guidelines is to develop students' skills and abilities to use in practical activities knowledge gained in the process of theoretical study of the discipline "Management".

In terms of their structure and content, the guidelines correspond to the curricula of specialties 38.02.01"Economics and accounting (by industry)", 38.02.04 "Commerce (by industry)".

In real guidelines contains materials on the methodology self-study, practical development by students of the academic discipline. Self-consolidation of knowledge in the field of theory and practice of the subject, provides for the provision based on the study common terms and concepts, writing essays on each topic of the course,elaboration of notes of classes and educational literature, performance of a test task, preparation of messages, solution of home situational tasks, preparation of reports on homework assignments.

Independent work is a fairly effective form of the educational process, as it contributes to the development and consolidation of the skills of active creative mental and scientific-cognitive activity, stimulates the search for new non-traditional ways to solve the tasks assigned to the student.

For the formation of skills and the ability to use the acquired theoretical knowledge, the guidelines for each topic provide for the solution of specific situational tasks.

In the classroom, various forms of knowledge control are used. The final assessment of the level of knowledge of students in this discipline is carried out in the form of an exam.

GENERAL INSTRUCTIONS

FOR THE PERFORMANCE OF PRACTICAL WORKS

Exemplary plans for practical work

Topic

Essence and characteristic features of modern management.

Questions for self-examination

1. The concept of management, its content and place in the system of socio-economic categories.
2. Management as a science and art.
3. Modern approaches in management: process, system and situational. Their essence and main differences.

Practical task

Consolidation of the received theoretical knowledge on the essence and characteristics of the modern manager.

Exercise

Essay writing: “The role of management in my future profession. Manager of the 21st century.

Topic

Organization structure. Interaction between a person and an organization.

Questions for self-examination

1. Organization as an object of management.
2. Governing bodies.
3. Interaction between a person and an organization.
4. Basic principles of building organizational structures.
5. Types of management structures: linear, functional, linear-functional, divisional, project, matrix, etc.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on the issues of building the structures of the organization, the interaction of a person and an organization.

Exercise

Construction and analysis of the organizational structure of management of a particular organization.

Exercise

Exercise (business game): The influence of the reaction of others on the effectiveness of human behavior in a team.

Topic

External and

Questions for self-examination

1. The internal environment of the organization.
2. The external environment of the organization: environmental factors direct action: suppliers, consumers, competitors, trade unions, government agencies.
3. The external environment of the organization: factors of the external environment of the organization of indirect impact: the state of the economy, political and socio-cultural factors, international events, scientific and technological progress.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on the factors of influence on the external and internal environment of the organization.

Exercise

Analysis of the influence of the external and internal environment on the activities of the organization.

Exercise

Development of a program to improve the ethical behavior of the personnel of a particular enterprise within the framework of social responsibility.

Topic

Planning in the management system.

Questions for self-examination

1. The role of planning in an organization.
2. Types of plans.
3. Strategic (prospective) planning.
4. Strategic planning process: mission and goals, analysis of the external environment, analysis of strengths and weaknesses, analysis of alternatives and strategy selection, strategy implementation management, strategy evaluation.
5. Tactical (current) planning.
6. Main stages of current planning.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on planning in the organization.

Exercise

Goal-setting of management activities, defining the mission of a particular organization, analyzing its strengths and weaknesses, choosing an organization's strategy.

Exercise

Planning and organizing the work of the unit (development of the necessary organizational documents (regulations on the department,about the structural unit, job description, staffing and etc.)).

Topic

Motivation and needs.

Questions for self-examination

1. Motivation and criteria of labor motivation.
2. Individual and group motivation.
3. primary and secondary needs.
4. Needs and motivational behavior.
5. Motivation and hierarchy of needs.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on the issues of needs and motivational behavior.

Exercise

Practical situations: activity motivation.

Topic

Management methods.

Questions for self-examination

1. The main management methods, their advantages and disadvantages
2. The main methods of management are the nature of the impact.
3. Temperament, types, characteristics

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on the types of temperament, behavioral characteristics.

Exercise

The study of four types of temperament, drawing up a questionnaire to determine the character.

Topic

Communication and managerial communication.

Questions for self-examination

1. The concept of communication and communication.
2. Effective communication.
3. Information and its types.

Practical task

The main goal of the practical lesson- Demonstrating the importance of feedback in oral communication.

Exercise

Business game: Feedback.

Topic

Business conversation.

Questions for self-examination

1. Planning for these events.
2. Psychological techniques to achieve the location of subordinates.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on business communication, planning of these events, the use of techniques to achieve the location of subordinates.

Exercise

Analysis of psychological techniques to achieve the disposition of subordinates.

Exercise

Drawing up a plan of conversation (negotiations, meetings).

Topic

Decision making process.

Questions for self-examination

1. Types of solutions and requirements for them.
2. Decision-making methods.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on the issues of adoption management decisions.

Exercise

Analysis of business situations and making effective decisions using a system of management methods.

Topic

Control and its types.

Questions for self-examination

1. Control rules.
2. Types of control: preliminary, current, final.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on the issues of managerial control.

Exercise

Determination of methods of control that exclude the negative impact of control on the behavior of personnel. business situations.

Topic

Leadership and power. Management styles.Stress management.

Questions for self-examination

1. Leadership and power.
2. Two-dimensional interpretation of styles.
3. Management grid.
4. Conflicts.
5. The nature and cause of stress.
6. Stress management.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on the issues of management style, resolution of contradictions.

Exercise

Determining the style of management in a given situation.

Exercise

Resolution of conflicts in the group.business situations.

Topic

Power in management.

1. Power and influence.
2. Types of power: power based on coercion; power based on reward; legitimate authority (influence through tradition); power of example (influence through charisma); expert power.
3. Methods of influence, their content.

Practical task

The main goal of the practical lesson- consolidation of the received theoretical knowledge on the issuesgovernment tactics.

Exercise

Differences and tactics of official power. business situations.

Examples of test items

Option 1

1. Manager -

a) hired manager

b) businessman

c) director of the company

2. The most important task of management

a) organization and management of work performance

b) production of goods

c) maximizing profit.

d) all of the above

3. Management functions.

a) planning, organization, motivation, coordination, control

b) planning, accounting, motivation, coordination, control

c) planning, organization, motivation, control

4. The main function of management is

a) control

b) organization

c) planning

5. The function is implemented by creating the organization (enterprise) itself, forming its structure, management system, providing the organization's activities with the necessary procedures.

a) planning

b) coordination

In the organisation

d) control

6 The function evaluates the results of the organization's activities, allows you to identify hazards in advance

a) planning

b) coordination

In the organisation

D) control

7. Process approach in management

8 The main components of the organization:

a) a group of people, having a common goal, managing an organization

b) group of people, director, organization structure

c) finance, equipment, people, director

9. Situational approach in management

a) lies in the fact that managers should consider the organization as a set of interrelated elements that are focused on achieving different goals

b) sees the management of a continuous series of interrelated management actions

c) focused on what suitability various methods management is determined by the situation.

10. External environment of the organization

a) suppliers, competitors, consumers, the state of the economy, scientific and technical progress

B) technology, people, tasks, socio-cultural, political factors

11. Management cycle

a) planning, organization, motivation, control.

b) planning, organization, coordination, control.

c) coordination, control, planning, accounting

12. The function of motivation includes

A) selection and placement of personnel; training

b) strategy development; program development.

C) measurement of results; development of standards.

13 For the highest levelmanagement of the organization is characterized by the development

a) strategic plan

b) tactical plan

c) operational plan

14 Definition of intermediate goals and objectives on the way to achieving strategic goals, this is the essence of:

a) strategic plan

b) tactical plan

c) operational plan

15 The SWOT analysis method allows:

A) identify and evaluate the impact of macro-environment factors on the results of the current and future

Enterprise activities.

B) conduct a joint study of the external and internal environment of the organization

C) conduct a study of the external environment of the organization

Option 2

1 The function evaluates the results of the organization's activities, allows you to identify hazards in advance

a) planning

b) coordination

In the organisation

D) control

2 Encouraging oneself and other employees to be active in order to meet personal needs and to achieve the goals of the organization is:

a) stimulating the need

b) the duty of leaders

c) motivation

3 Stimulation is no different from motivation.

a) yes

b) no

c) your answer

4. Non-material incentives include

a) benefits, additional payments

b) social, moral and socio-psychological incentives

5 According to Maslow, the primary nompebrocmu:

A) needs for success, respect, affection

B) needs for food, water, breathe, sleep

C) the need for belonging to someone or something.

6 The term "delegation" means

a) transfer of tasks and powers to a person who assumes responsibility for their implementation.

b) division and irrational redistribution of rights and obligations among employees

C) refusal of the head to perform some duties in favor of employees

7. The administrative management method is based on:

a) correct use economic laws

b) ways of motivation and moral influence on people

c) power, discipline, penalties

8 Self-management is

a) the use by the manager of evidence-based methods of work in order to best use their professional capabilities

b) the use by the manager of evidence-based methods of work in order to better use the capabilities of his team

C) professional incentives for the work of the entire team

9. Communication is

a) represents the communication of people in the process of their joint activities, the exchange of ideas, information.

b) motivation of people to work

c) employee incentives

10. Communication is

a) conversation between people

b) the process of conveying ideas, thoughts and feelings, bringing them to understanding by other people.

C) an irritant to which the cardiovascular system reacts in the same way as it does to physical activity.

12. Control happens:

a) preliminary, current, final

b) preliminary, current, temporary

c) current, final, step-by-step

13 . Conflict is

A) tense atmosphere in the team

B) lack of consent between two or more parties

C) temporary difficulties of the team

14. Democratic leadership style implies:

15. Authoritative leadership style implies:

A) centralization of power in the hands of one leader, requiring that only he be reported on all affairs.

B) solves issues collectively, systematically informs subordinates about the state of affairs in the team, correctly responds to criticism.

C) practically does not interfere in the activities of the team, the workers are given complete independence, the possibility of individual and collective creativity.

Sample list of questions for the exam

1. The concept of management, its content and place in the system of socio-economic categories. Management as a science and art.
2. The main schools of management and their contribution to the science and practice of management.
3. Modern approaches in management: process, system and situational. Their essence and main differences.
4. Organization as an object of management. Governance bodies. Interaction between a person and an organization.
5. Basic principles of building organizational structures. Types of management structures: linear, functional, linear-functional, linear-scale, etc.
6. The internal environment of the organization.
7. The external environment of the organization: environmental factors of direct action: suppliers, consumers, competitors, trade unions, government agencies; environmental factors organization of indirect impact
8. Social responsibility and ethics of management.
9. The management cycle is the basis of management activities. The main components of the management cycle. Characteristics of the functions of the cycle.
10. The role of planning in an organization. Types of plans.
11. Strategic (prospective) planning. Strategic planning process: mission and goals, analysis of the external environment, analysis of strengths and weaknesses, analysis of alternatives and strategy selection, strategy implementation management, strategy evaluation.
12. Tactical (current) planning. Main stages of current planning.
13. Motivation and criteria of labor motivation. Individual and group motivation..
14. primary and secondary needs. Needs and motivational behavior. Motivation and hierarchy of needs.
15. The main methods of management, their advantages and disadvantages; the nature of the impact.
16. Temperament.
17. Self-management. Planning and organizing the manager's work. Improvement of working conditions and mode of operation.
18. The concept of communication and communication. Effective communication.
19. Information and its types.
20. Rules for conducting conversations, meetings.
21. Phases of business communication: the beginning of a conversation, the transfer of information, argumentation, refutation of the interlocutor's arguments, decision making.
22. Planning a meeting, conversation
23. Functions and purpose of managerial communication.
24. Types of solutions and requirements for them. Decision-making methods.
25. Decision-making levels: routine, selective, adaptive, innovative.
26. Decision-making stages: problem identification, identification of factors and conditions, development of solutions, evaluation and decision-making.
27. Control, concept and essence; control stages: development of standards and criteria, comparison with real results, correction.
28. Control rules and types: preliminary, current, final.
29. Leadership and power.
30. Leadership styles in management.
31. Two-dimensional interpretation of styles. Management grid.
32. Conflicts.
33. The nature and cause of stress. Stress management
34. Power and influence. Types of power: power based on coercion; power based on reward; legitimate authority (influence through tradition); power of example (influence through charisma); expert power.
35. Methods of influence, their content

Essay writing

Essay - a literary genre, a prose essay of a small volume and freecompositions. The essay expresses individual impressions and considerations author on a specific occasion or subject and does not claim to be an exhaustive or definitive interpretation of the topic.

The essay is a brief outline that allows you to connect scientific approach to the solution of the task, theoretical, practical knowledge that the student acquires in the learning process. The main thing in writing an essay is a summary of the author's point of view in understanding the problem, the formulation of a view of the problem, proposals or a program of steps to solve the problem.

The essay may present an analysis of analogies and recommendations based on the studied sample situations.

In the essay, in a concise form, the student's point of view should be reflected, how to use the knowledge gained in the field of organizational behavior to solve the problem - the task (essay topic).

In the essay, it is necessary to identify the methods and approaches that should be used to solve the problem identified in the assignment. It is possible to give examples and analogies from scientific literature and publications, practical experience. Justification of the application of a particular method, approach, theoretical concept. The effectiveness of its use as a result of the application.

The volume should not exceed 3 printed pages of text.

GENERAL INSTRUCTIONS

ON PERFORMANCE OF INDEPENDENT WORK

Homework consists of theoretical questions on the topic covered,solving home situational tasks, solution of test tasks, preparation, writing essays, messages, preparationpresentations, working out class notes, studying educational, scientific and methodical literature, materials periodicals with the involvement of electronic means of official, statistical, periodic and scientific information, electronic libraries.

aim independent work of students is the acquisition of fundamental knowledge, professional skills and skills of activity in the profile, experience in creative, research activities. Independent work of students contributes to the development of independence, responsibility and organization, a creative approach to solving problems of the educational and professional level.

tasks independent work of students are:

• systematization and consolidation of the received theoretical knowledge and practical skills of students;
• deepening and expanding theoretical knowledge;
• formation of skills to use normative, legal, reference documentation and special literature;
• development of cognitive abilities and activity of students: creative initiative, independence, responsibility and organization;
• formation of independent thinking, abilities for self-development, self-improvement and self-realization;
• development of research skills;
• the use of material collected and received in the course of self-study at seminars, in practical classes, when writing graduation qualifying work, for effective preparation for final tests and exams.

For independent work, the student is graded.

The results of performing independent work affect the monthly assessment of students.

SITUATION is an objective description of the real situation from the practice of enterprise management. The situation includes information of a descriptive nature and specific data of an economic and industrial nature.

There are four types of management situations used for learning: illustration situations, exercise situations, evaluation situations, and problem situations.

Illustration situations- This is the simplest type of management sample, when using a specific case from practice, this or that way of solving a problem is demonstrated.

Exercise situations- this is a specific case, which is presented in such a way that the student performs certain exercises: fill in the tables, calculate the standards, draw up a business note, etc.

Evaluation situations is a specific situation that has a solution. The student is required to evaluate this situation and the accepted method of solution.

Situation is a problem- This is a specific situation that is stated in such a way as to highlight the problem that needs to be solved. In this case, a number of questions can be asked in the conclusion of the situation. The situation can be presented in such a way that it is necessary to work with the initial data in order to identify the problem and determine the tasks for the manager.

Methodology for working with a specific situation.

The process of situational learning can have three stages: individual work with the proposed situation; group discussion, in this case, subgroups are selected in which participants are selected with a similar point of view; plenary discussion.

The individual work of a student involves the following stages:

1. Careful reading of the situation for the purpose of study. To do this, you must carefully review all the submitted materials - general description and supporting information (calculation tables, reports). Determine what you need to focus on, based on the topic of the lesson, the material read, the task of the teacher. Choose the direction of the analysis of the situation and the method of analysis.

2. Purposeful reading of the situation. For this purpose, it is necessary to highlight qualitative and quantitative information.

Qualitative information includes: actors, characteristics of the enterprise, characteristics of the external environment, problems of the industry in which the enterprise operates, the chronology of ongoing events, if necessary personal characteristics actors, relationships.

Quantitative information includes: economic information (volumes of products, terms of sale, prices, profit margins, individual financial indicators and actual balance sheet data); production information (the production structure of the enterprise, the possibilities of production facilities, factual information about the equipment fleet, the structure of the number of employees, etc.).

3. Determine the essence of the problem, justify it using the available qualitative and quantitative information, i.e. it is necessary to select the facts. For these purposes, it is necessary to return to the task of the teacher (or the questions posed at the end of the description).

4. Identify possible solutions. Solutions can be offered ready-made as samples, or the problem can be presented with a ready-made solution and it is necessary to evaluate it.

from the point of view of the correctness of the choice and the achieved result. A situation can be presented in such a way that you need to offer a number of alternative solutions to a problem.

5. Justify the solution to the problem, which, from your point of view, is the most successful for this situation.

Group discussiondiffers in form from individual work on the situation in the following main points:

• the study of the situation is carried out in the form of active discussion, exchange of experience, knowledge, which allows developing the ability to work in a team;
• group work requires the preparation of a solution in the form of a report on the reasons for such a choice;
• the report of the group should be presented at the plenary meeting, for these purposes the most active member of the group (leader) should be singled out;
• when preparing a report on the results of a group discussion, the following structure of questions should be followed within which a report should be drawn up:

What is the problem?

What are the goals?

What are the alternatives?

What and whose interests will be affected by the decision?

Is there enough information to justify a decision?

What additional numbers would you like to have?

• In conclusion, an action program, or a plan for solving the problem, should be developed.

Plenary discussionaims to conduct a constructive analysis of the situation on the basis of individual comments of students or presentation of the points of view of groups of participants in the meeting.

The plenary session is held under the guidance of a teacher in the form of an open discussion under a certain time limit. The plenary session can be organized in various forms: in the form of a traditional discussion and formation of a decision based on the results of a collective discussion using voting to make a decision; in the form of a business game using the method of roles, in this case the teacher distributes roles between the participants of the plenary session in advance.

In plenary discussion, which takes place in the form of a traditional discussion, each group gets the opportunity to present their point of view, while all participants get the right to participate in the discussion and ask cross-questions.

At the plenary discussion using the method of roles, an exchange of views is carried out between the participants in accordance with the assigned role. Students can choose the role themselves or the role is offered by the teacher. The role is understood as the performance of actions in the process of employment as a specific official: the head (director) of an enterprise or functional unit, a worker or representative of external partners, a customer. The performance of a particular role imposes a responsibility on its executor to take into account all the characteristic features of the represented person or service of the enterprise, possible conflicts and consequences from the actions taken.

The main result of the plenary session is the development of a model of actions and behavior of the manager in the situation proposed for training.

Report design. At the end of work with the situation, it is necessary to draw up a report on individual work with the situation in the workbook and submit it to the teacher for verification. The report should contain all the stages of work on the study of the situation, set out in the methodological recommendations. When working in a group, a report on the group discussion of the problem is drawn up in the workbook. The report must be prepared before the plenary discussion and submitted to the teacher to control readiness for the plenary discussion. Based on the results of the plenary discussion, an independent report should be drawn up that describes the accepted model of the manager's actions in the situation under consideration (work programs to solve the problem).

Criteria for evaluating a practical task (situations)

When solving a practical situation or a practical task, the student must show the ability to:

• clearly define the essence of the problem;
• the ability to identify several alternatives for solving an identified problem;
• analyze and compare the developed alternatives;
• ponder possible consequences the decision being made;
• substantiate and justify the answer;
• use modern approaches to organization management;
• draw on personal or described managerial experience;
• coordinate the proposed solutions with the value orientations declared by the student.

5 "excellent" - a comprehensive assessment of the proposed situation; knowledge theoretical material taking into account interdisciplinary connections, right choice action tactics; consistent, correct algorithm of actions; logical, independent substantiation of theoretical issues.

4 "good" - a comprehensive assessment of the proposed situation, minor difficulties in answering theoretical questions, incomplete disclosure of interdisciplinary connections; the right choice of tactics of action; rationale for theoretical questions with additional comments from the teacher; consistent, correct algorithm of actions.

3 "satisfactory"- difficulties with a comprehensive assessment of the proposed situation; incomplete answer, requiring leading questions from the teacher; the choice of tactics of action, in accordance with the situation, is possible with leading questions of the teacher; inconsistent algorithm of actions.

2 "unsatisfactory"- incorrect assessment of the situation; incorrectly chosen tactics of actions that do not solve the situation; lack of an algorithm of actions; illogical substantiation of theoretical questions; the essence of the problem is not defined.

Requirements for writing and formatting abstracts

abstract - paperwork volume of 10-18 printed pages, performed by the student during long term(from one week to a month).
Abstract (from lat. referrer - to report, report) - a brief and precise presentation of the essence of any issue, topic based on one or more books, monographs or other primary sources.

The abstract should contain the main factual information and conclusions on the issue under consideration.

However, the abstract is not a mechanical retelling of the work, but a presentation of its essence.
At present, in addition to reviewing the literature read, the student is required to provide a reasoned presentation of his own thoughts on the issue under consideration.

The topic of the abstract can be proposed by the teacher or the student himself, in the latter case, it must be agreed with the teacher. The abstract needs detailed arguments, reasoning, comparisons. The material is presented not so much in development as in the form of a statement or description.

Abstract language requirements:it should be accurate, concise, clear and simple.

Abstract structure:

Title page (filled in according to a single form, see Appendix 1)

1. After title page a separate page is followed by a table of contents (plan, content), which indicates the names of all sections (points of the plan) of the abstract and page numbers indicating the beginning of these sections in the text of the abstract.
2. The title is followed by an introduction. The volume of the introduction is 1.5-2 pages.
3. The main part of the abstract may have one or more chapters, consisting of 2-3 paragraphs (subparagraphs, sections) and assumes a meaningful and logical presentation of the main provisions and ideas contained in the studied literature. References to primary sources are required in the text. In the event that someone's extraordinary thought, idea, conclusion is quoted or used, material is given in some figure, a table - be sure to make a link to the author from whom you took this material.
4. The conclusion contains the main conclusions, and the results from the text of the main part, it notes how the tasks were completed and whether the goals formulated in the introduction were achieved.
5. The application may include graphs, tables, calculations.
6. Bibliography (list of references) here indicates the literature actually used to write the abstract. The list is compiled according to the rules of bibliographic description.

Stages of work on the abstract.

The work on the abstract can be divided into three stages:

1. The preparatory stage, including the study of the subject of research;
2. Presentation of the results of the study in the form of a coherent text;
3. Oral communication on the topic of the abstract.

Preparatory stage of work.

Theme formulation.

Preparatory work on the abstract begins with the formulation of the topic. The topic in a concentrated form expresses the content of the future text, fixing both the subject of research and its expected result.

In order for the work on the abstract to be successful, it is necessary that the topic contains a problem, a hidden question.

Search for sources.A well-formulated topic fixed the subject of study; the task of the student is to find information related to this subject and solve the problem.

This task begins with the search for sources. At this stage, it is necessary to remember how to work with encyclopedias and encyclopedic dictionaries (pay special attention to the list of references given at the end of the thematic article); how to work with systematic and alphabetical catalogs of libraries; how to draw up a list of references (writing out the imprint of the book and noting the library code).

Working with sources.

Selected fragments or the entire text (if it is entirely relevant to the topic) require thoughtful, leisurely reading with a “mental study” of the material. Such reading involves highlighting: 1) the main thing in the text; 2) main arguments; 3) conclusions.

Creating abstracts for writing an essay.

The preparatory stage of the work ends with the creation of abstracts, fixing the main theses and arguments. It is important to remember here that abstracts are written on one side of the sheet, with margins and sufficient for corrections and remarks. line spacing(These rules are followed for ease of editing).

If quotations are given in the abstracts, then an indication of the source (author, title, imprint, page number) must certainly be given. Upon completion of the preliminary stage, you can proceed directly to creating the text of the abstract.

Creation of text.

General requirements for the text.

The text of the abstract must comply with certain requirements: it must reveal the topic, have coherence and integrity. Disclosure of the topic assumes that the text of the abstract contains material related to the topic and suggests ways to solve the problem contained in the topic; the coherence of the text implies the semantic correlation of individual components, and integrity - the semantic completeness of the text.

From the point of view of coherence, all texts are divided into texts - statements and texts - reasoning.

Statement texts contain the results of familiarization with the subject and fix stable and undoubted judgments. In reasoning texts, some thoughts are extracted from others, some are questioned, they are evaluated, various assumptions are put forward.

Abstract plan.

The presentation of the material in the text must obey a certain plan - a mental scheme that allows you to control the order in which parts of the text are arranged. The universal plan of the scientific text, in addition to the formulation of the topic, involves the presentation of the introductory material, the main text and the conclusion.

All scientific papers - from an abstract to a doctoral dissertation - are built according to this plan, so it is important to learn from the very beginning to adhere to this scheme.

Entry requirements.

Introduction - the initial part of the text. It is intended to guide the reader in what follows.

The introduction argues the relevance of the study, i.e. the practical and theoretical significance of this study is revealed. Further, it is stated what was done in this area by the predecessors; the provisions that must be substantiated are listed. The introduction may also contain a review of sources or experimental data, clarification of the initial concepts and terms, information on research methods. In the introduction, the purpose and objectives of the abstract are necessarily formulated.
The volume of the introduction is on average about 10% of the total volume of the abstract.

The main body of the abstract.

The main part of the abstract reveals the content of the topic. It is the most significant in volume, the most significant and responsible. It substantiates the main theses of the abstract, provides detailed arguments, suggests hypotheses relating to the essence of the issue under discussion.

It is important to ensure that the main part does not take the form of a monologue. Arguing one's own position, one can and should analyze and evaluate the positions of various researchers, agree with something, object to something, refute someone. Setting the dialogue will allow you to avoid uncritical borrowing of material from other people's works - compilations.

The presentation of the material of the main part is subject to its own plan, which is reflected in the division of the text into chapters, paragraphs, paragraphs. The plan of the main part can be drawn up using various methods of grouping material: classification (empirical research), typology (theoretical research), periodization (historical research).

Conclusion.

The conclusion is the last part of the scientific text. It summarizes the results obtained in a concise and concise form, which is a response to main question research. Here, further prospects for the development of the topic can also be outlined. A small message also cannot do without the final part - let it be two or three phrases. But they should summarize the work done.

List of used literature.

An abstract of any level of complexity must be accompanied by a list of used literature. The titles of the books in the list are arranged alphabetically, indicating the output data of the books used.

When checking the abstract, the teacher evaluates:

1. Knowledge and skills at the level of the requirements of the standard of a particular discipline: knowledge of the factual material, assimilation of general ideas, concepts, ideas.
2. Characteristics of the implementation of the goal and objectives of the study (novelty and relevance of the problems posed in the abstract, the correct formulation of the goal, the definition of research problems, the correct choice of methods for solving problems and realizing the goal; the correspondence of the conclusions to the tasks being solved, the goal set, the persuasiveness of the conclusions).
3. The degree of validity of the arguments and generalizations (completeness, depth, comprehensiveness of the disclosure of the topic, the consistency and consistency of the presentation of the material, the correctness of the argumentation and the system of evidence, the nature and reliability of examples, illustrative material, the breadth of the author's outlook, the presence of knowledge of an integrated nature, the ability to generalize).
4. The quality and value of the results obtained (degree of completion of the abstract study, controversial or unambiguous conclusions).
5. Use of literary sources.
6. The culture of written presentation of the material.
7. The culture of designing work materials.

The objectivity of the assessment provides for the reflection of both positive and negative aspects of the work.

Control of independent work of students

Thematic consultations, during which students comprehend the information received, the teacher determines the degree of understanding of the topic and provides the necessary assistance;

Follow-up control is carried out at lectures and practical classes (business games), which is carried out in the form of conversations, oral answers of students, control works, tests, organization of discussions, surveys;

Current control is carried out during the verification and analysis of certain types of independent work performed outside the classroom. These include works of an individual nature: reports, abstracts, assignments;

The final control is carried out in the form of an exam.

Approximate topics of abstracts

1. National features of management.
2. Problems of management in the transitional economy of Russia
3. Historical background of management, its role in the development of modern production.
4. Modern trends in the development of the organization.
5. New types of organizations.
6. Variables of direct and indirect impact of the external environment, which have a special weight in modern conditions.
7. The main stages of planning. Implementation of current plans.
8. Essence of delegation, rules and principles of delegation.
9. Levels of motivation.
10. Process theories of motivation.
11. Modern management methods.
12. Analysis of team participation in management.
13. Interpersonal, organizational communications.
14. The art of communication.
15. Factors to improve the efficiency of business communication.
16. Rules for conducting conversations, meetings.
17. Psychological techniques to achieve the location of subordinates
18. Decision Matrix.
19. Characteristics of effective control.
20. Business ethics and etiquette.
21. Manager image.
22. Psychological stability of the leader as the basis of a normal situation in the organization.

Approximate topics of situational tasks

Option 1

Option 2

1. Using the classification of needs developed by A. Maslow, determine in what ways a manager can satisfy the social needs of his subordinates, thereby motivating them to work more efficiently. Give practical examples.

Option 3

Option 4

Option 5

1. Name the mission and main goals of the organization in which you work.

Depict the system of goals in the form of a "Tree of goals", give an explanation to

your scheme.

Option 6

Option 7

Option 8

Option 9

Option 10

Option 11

Option 12

Option 13

Option 14

Option 15

Option 16

Option 17

1. What means of communication are used at the enterprise (in the department) in which you work? Specify the technical means used in the communication process.

Option 18

1. Draw up and describe the scheme of the organizational structure of the organization in which you work: determine the type of organizational structure; the principles by which the formation of the main divisions was carried out; number of management levels; the degree of compliance of the structure under consideration with the conditions of the external and internal environment of the enterprise.

Option 19

1. Using the classification of needs developed by A. Maslow, determine in what ways a manager can satisfy the social needs of his subordinates, thereby motivating them to work more efficiently. Give practical examples

Option 20

1. What management decision-making style does your leader use? What is the decision making process? What are the requirements for a rational management decision?

Option 21

1. What means of communication are used at the enterprise (in the department) in which you work? Specify the technical means used in the communication process.

Option 22

1. Name the mission and main goals of the organization in which you work. Depict the system of goals in the form of a "Tree of goals", give an explanation for your scheme.

Option 23

1. Depict Blake and Mouton's Management Grid. Give her a brief description. Determine the field occupied by your leader on the “grid” that characterizes the management style he uses in practice? Give a brief description. If you were a leader, what field would you occupy? Why?

Option 24

1. Describe the management practices used in the organization in which you work. Which method do you think is more efficient? Why?

Option 25

1. What types of motivation and incentives for the work of your employees does your manager carry out? List and describe them. What form of remuneration is chosen by your manager and why?

Option 26

1. What types of control does your management exercise in the organization? What control rules does it establish? Final control documentation. What is the role of the control function?

Option 27

1. What types of temperament do you know? Briefly describe them. List management styles. Make a conclusion about the correspondence between the type of temperament and the style of management. What type of temperament does your leader have? What management style does he use? What is the best management style in your opinion?

Option 28

1. How is your manager's personal work planned? How is his workplace organized? If you were a leader, what would you change? Why? Describe your answer.

Option 29

1. Describe the factors of the external and internal environment of your organization. How do they influence the development of your organization?

Option 30

1. What is conflict? If there are conflicts in your organization, how do you find out the cause of the conflict? What types of conflict are common in your organization? How do you overcome conflict?

Option 31

1. What is communication? List the basic rules that must be used in a business conversation? What form of communication does your manager prefer? Why?

Option 32

1. List the main functions of management. How are they implemented in your organization?

Option 33

1. Using the classification of needs developed by A. Maslow, determine in what ways a manager can satisfy the needs of his subordinates for self-expression.

Option 34

1. What means of communication are used at the enterprise (department) in which you work (study)? Specify the technical means used in the communication process.

When solving situational tasks, it is necessary to study the following topics from the recommended list of literature:

inoption 1 -

option 2

option 3

option 4

option 5

option 6

option 7

option 8

option 9

option 10

option 11

option 12

option 13

option 14

option 15- it is necessary to study the topic: "Basic management functions"

option 16- it is necessary to study the topic: "Motivation and the hierarchy of needs"

option 17- it is necessary to study the topic: "Communication and managerial communication

option 18 -it is necessary to study the topic: “Basic principles for building organizational structures. Types of management structures»

option 19- it is necessary to study the topic: "Motivation and the hierarchy of needs"

option 20- it is necessary to study the topic: “Leadership styles in management. Decision making process»

option 21- it is necessary to study the topic: "Communication and managerial communication"

option 22- it is necessary to study the topic: “Planning in the management system. The system of goals of the organization "

option 23- it is necessary to study the topic: “Leadership styles in management. Two-dimensional interpretation of styles. Management grid.

option 24- it is necessary to study the topic: “Methods of managing an organization. Self-management»

option 25- it is necessary to study the topic: “Motivation. Needs and motivational behavior.

option 26- it is necessary to study the topic: "Control and its types"

option 27- it is necessary to study the topic: “Leadership styles in management. Characteristics of personality traits (types of temperament) "

option 28- it is necessary to study the topic: “Self-management. Technique of personal work of the leader.

option 29- it is necessary to study the topic: "External and internal environment of the organization"

option 30- it is necessary to study the topic: “Conflicts in the team and ways to overcome them. Causes and types of conflicts.

option 31- it is necessary to study the topic: “Business communication. Factors to improve the efficiency of business communication.»

option 32- it is necessary to study the topic: "Basic management functions

option 33- it is necessary to study the topic: "Motivation and the hierarchy of needs"

option 34- it is necessary to study the topic: "Communication and managerial communication"

Main sources:

E.A. Repin. Fundamentals of Management [Electronic resource]: Textbook / E.A. Repin, M.A. Chernyshev, T.Yu. Anopchenko. - M.: NITs INFRA-M: Akademtsentr, 2013. - 240 p. ISBN 978-5-16-004659-4 EBS "ZNANIUM"

Additional sources:

1. Introduction to Management: Textbook / S.D. Reznik, I.A. Igoshin; Ed. prof. S.D. Reznik - 2nd ed., add. - M.: NITs Infra-M, 2012. - 416 p.
2. Management. In 3 books. Book. 3. Family management, household management, personal management: Selected articles / S.D. Reznik. - M.: NITs INFRA-M, 2013. - 263 p.

Periodicals:

1. Financial management, 2009-2012
2. Management in Russia and abroad, 2009-2012
3. Methods of management and quality, 2009-2012
4. Problems of theory and practice of management, 2009-2014
5. Secret of the firm, 2009-2012
6. Store management, 2009-2012
7. Personnel management, 2009-2012
8. Russian provincial scientific journal "Region: systems, economics, management", 2010-2011

Attachment 1
Title page layout

Ministry of Education and Science of the Russian Federation

Federal State Budgetary Educational Institution of Higher Professional Education

"Russian State Trade and Economic University"

Voronezh branch

Secondary vocational education

abstract

on the topic: _________________________________________

Completed by: Full name student(s),
group number,
scientific director
department, position

Voronezh
20__year

Annex 2

Making a list of references

The list of used literature and other sources is compiled in the following sequence:

1. Laws, government regulations.
2. Normative acts, instructive materials, official reference books.
3. Special Literature.
4. Periodicals.

When compiling a list of used literature, all details of the book are indicated: the surname and initials of the author, the title of the book, the place of publication, the name of the publisher and the number of pages.

Ministry of Education of the Moscow Region

State budget educational institution

secondary vocational education

"Moscow Regional Professional College of Innovative Technologies"

OSB #2

EDUCATIONAL AND METHODOLOGICAL COMPLEX ON MANAGEMENT

PRACTICAL WORKS

(SPECIALTY 40.02.01)

Fryazino, 2016

Bryksina N.M. Practical work on management (specialty 40.02.01). UMK. Fryazino, 2015, 19 p.

Practical work No. 1 in the discipline "Management" on the topic:

"Using Management Principles in Practice"

Purpose of the lesson: study the principles of management according to A. Fayol and their application in practice.

Exercise:

To study and analyze the production situation "Ford yesterday, today and tomorrow".

Give a well-reasoned answer to the question:

What management principles (according to A. Fayol) were used by Henry Ford when managing the Ford Motor Company?

To conclude how the application of management principles helps the organization to achieve success.

Production situation "Ford yesterday, today and tomorrow"

Henry Ford was a great leader. He represented the archetype of the authoritarian entrepreneur of the past. Prone to loneliness, supremely headstrong, always insisting on his own path, despising theories and "nonsensical" reading of books, Ford considered his employees "helpers." If the “assistant” dared to contradict Ford or make an important decision on his own, he usually lost his job. At Ford Motor Company, only one person made decisions with any consequences. Ford's general principles were summarized in one phrase: "Any buyer can have a car of any color he wants, as long as the car remains black."

Ford made his Model "T" so cheap that almost any working person could buy it.

In about 12 years, Ford turned a tiny company into a giant industry that transformed American society. What's more, he did this by figuring out how to build a car that sold for as little as $290 and paying his workers one of the highest rates of the time, $5 a week. So many people bought the Model T that in 1921 Ford Motor controlled 56% of the market. cars and at the same time almost the entire world market.

Ford, as already noted, was an unbendingly rigid, headstrong, and intuitive man. “A man should not wander back and forth,” said Ford. On the contrary, certain duties were assigned to each leader, and freedom was given to do whatever was necessary to carry them out.

While Ford Motor remained true to the black "T" model and the tradition that the boss commands and the rest follow, General Motors introduced the practice of frequent model changes, offering the consumer a wide range of styles and colors and affordable credit. . Ford Motor's market share has plummeted, and its executives' ratings have plummeted. In 1927, the Firm was forced to stop the assembly line in order to re-equip it for the production of a very belated Model "A". This allowed General Motors to capture 43.5% of the automotive market, leaving Ford Motor with less than 10%.

Despite the cruel lesson, Ford was never able to see the light. Instead of learning from the experience of General Motors, he continued to operate in the old fashioned way. For the next 20 years, Ford Motor Company barely managed to stay in third place in the auto industry and lost money almost every year. It was saved from bankruptcy only by turning to the $ 1 billion cash reserve that Ford had accumulated in good times.

Practical work No. 2 in the discipline "Management" on the topic:

"Making decisions"

Production situation "The usual place"

Saturn has been in the publishing business for almost ten years now. All this time, the company was headed by the general director Ivan Ivanovich, already elderly, but full of energy and enthusiasm of a person. In 1996, he created this publishing house, having promised himself that he would publish only serious, scientific literature and will never publish a detective. And this promise to himself he firmly kept throughout the whole time.

The books of the Saturn publishing house found their readers, and many institutes turned to Ivan Ivanovich with orders for the publication of their books. There were partners among major publishers who supported Saturn and helped it stay afloat. But, despite significant support, Ivan Ivanovich always adhered to his principles and published only what he considered necessary, and in the way he wanted, although there were attempts on the part of partners to impose their opinion on him. At the beginning of his activity, Ivan Ivanovich managed to get a room for rent on very favorable preferential terms, albeit a small one, but located in the center of Moscow, not far from the metro. The room was decorated in a homely way and created a warm, relaxed atmosphere. All employees of the publishing house felt at home, which had a good effect on the work and the atmosphere in the team. The need to stay at work was perceived without resentment, and sometimes with joy.

And now the 10th anniversary of the publishing house is approaching. All employees, most of whom have worked in the publishing house since its inception, were looking forward to the holiday and were already planning how to celebrate such a significant event. Only Ivan Ivanovich walked around thoughtful and taciturn. After the end of the next term of the lease agreement, it took almost six months to complete all the documents for the renewal. Having received the draft contract, Ivan Ivanovich drew attention to the fact that the lease term was three years, and not five, as it was before. The reason was unknown to him, and the performer in the Moscow Property Committee shrugged her shoulders and referred to the order "from above".

And from reliable sources, Ivan Ivanovich learned that a government decree was being prepared on the privatization of all premises. Tenants were offered to buy out the premises they rented. In case of refusal, the premises were "floated under the hammer."

In one of the conversations with the director of a large publishing house, Ivan Ivanovich spoke about his problem. The Director was happy to offer financial support to resolve this issue. It would seem that now everything will be fine, the money has been found, the publishing house will retain its usual place. But Ivan Ivanovich felt some anxiety. He understood that if he agreed to this help, he would have to reckon with the opinion of his partner. Time was running out, but Ivan Ivanovich did not have the estimated amount for the purchase of the premises, and could not appear. The loss of the native premises worried the director of Saturn more and more.

Exercise:

To study and analyze the production situation "A habitual place".

State the problem faced by the director of the publishing house.

Identify solution alternatives and evaluate them by completing the tables below.

Ivan Ivanovich agrees to the partner's proposal

Pros:

Minuses:

Ivan Ivanovich will refuse the offer of a partner and will look for another room

Pros:

Minuses:

The publishing house will close

Pros:

Minuses:

Ivan Ivanovich will take a loan from the bank and buy the premises

Pros:

Minuses:

4. What criteria for evaluating alternatives can be proposed?

Practical work No. 3 in the discipline "Management" on the topic:

"Business conversation"

Business game: "Conducting business negotiations"

Goals of the business game:

1. Acquisition of business communication experience.

2. Mastering the social norms of formal communication.

3 Formation of a positive atmosphere for negotiations.

4. Development of collective decision-making skills in the conditions of constructive interaction and cooperation.

Exercise:

1. Study and analyze the given situation.

2. Prepare arguments in favor of your proposal.

3. Anticipate the counterarguments of the other side and prepare to reflect them.

4. Reach an agreement with representatives of the company (NII).

5. Conduct an analysis of the results of the negotiations, noting the positive and negative sides.

Practical situation

Laboratory of Research Institute of the Ministry of Defense

Your biological research laboratory is one of the leading ones in a large research institute belonging to the Ministry of Defense. AT last years the budget of the research institute has decreased significantly and your laboratory has been forced to reduce some of the staff. Young employees quit own will and registered a private pharmaceutical company. Honored scientists who have worked here all their lives have remained in your laboratory.

Two days ago, the Ministry of Defense informed the research institutes of an impending environmental catastrophe. Stockpiles of chemical weapons buried at the Sirenevy Bor test site leaked. It was possible to temporarily prevent the release of toxins into the atmosphere, but after two weeks a breakthrough of gases is inevitable. The population of a large industrial region will suffer, the entire territory of which will become uninhabitable for 15-20 years. Your employees, who developed these weapons during the war, know how to effectively neutralize toxins using a special absorbent. Its most important component is made from the "royal nut" shell. This nut is collected in the only relict grove in the mountainous south of the country. It is December outside, there are no stocks of these nuts in the research institute, the next harvest of nuts will be harvested only in September. It is impossible to replace the "royal nut" with anything else.

Colleagues from the south report that one of the local entrepreneurs bought in the fall and still has 120 kg of "king nuts". This amount is quite enough to produce the required volumes of absorbent and completely neutralize toxins in Sirenevy Bor.

Colleagues additionally reported that your retired employees are also starting negotiations with the entrepreneur to purchase the entire batch of nuts.

Your relationship with these young scientists is very strained. They are suing your lab for one patent you applied for after they were fired. For you, success with absorbent is extremely important, because. will not only save the laboratory, but also significantly increase its budgetary funding. The situation is further complicated by the fact that research institutes have no money to buy nuts, and the Ministry of Defense cannot allocate more than 120 million rubles from its cut budget. You understand that the nuts will be sold to the highest bidder.

The Department of Defense has suggested that you meet with your former employees from a private firm for talks. Negotiations scheduled for noon...

Your goal: reach an agreement with the representatives of the firm.

Young private pharmaceutical company

Your young private pharmaceutical firm has developed a revolutionary new drug to treat a disease that affects newborns. This completely unexplored, recent brain disease called DIPS inevitably leads to death within two weeks.

The new drug, patented by you at home and abroad, provides 100% recovery of newborns from DIPS, and in small doses can be used to vaccinate expectant mothers. Your drug does not cause any side effects. It is certified by the Ministry of Health and recommended for immediate production.

Information about your success has become widely known through the means mass media. Television and newspapers tortured you with interviews. This is the first great success of your small firm, the backbone of which was made up of young scientists who worked three years ago in a large research institute belonging to the Ministry of Defense. In addition to scientific recognition, you expect not only to repay a loan received three years ago through the Ministry of Health (the repayment period expired a month ago), but also to make a solid profit.

Two days ago, the Ministry of Health notified you that a DIPS epidemic had suddenly begun in the country. The first two hundred and eighteen newborns have been hospitalized, and the disease is expected to affect 2,000 newborns. Knowing about your drug, parents spend the night at your door ...

These events took your firm by surprise. The drug is made from the kernels of the "royal nut", which is collected in the only relict grove in the mountainous south of the country. Your nut reserves are completely gone for research. It is December outside, the next harvest of nuts will be harvested only in September. It is impossible to replace the “royal nut” with anything else.

You have been on the phone for two days already and found out that one of the southern entrepreneurs bought and still has 120 kg of “royal nuts” in the fall. This amount will be enough to treat all the sick and to widely vaccinate expectant mothers. You also became aware that former colleagues from the defense research institute are feverishly looking for the “royal nut”.

You have a very strained relationship with them. Not only were you forced to resign from the research institute, but you are also suing the research institute for one patent based on your ideas.

The situation does not please you also because your young company cannot pay more than 120 million rubles for nuts, which your employees have collected "from the world on a string." You understand that the nuts will be sold to the highest bidder.

In the morning you received a call from the Ministry of Defense and were summoned to talks with representatives of that same research institute. Negotiations scheduled for noon...

Your goal: to reach an agreement with the representatives of the research institutes.

Seminar on the discipline "Management" on the topic:

« Career as a process of personal and professional development of a person»

Purpose of the lesson : consolidation and expansion of knowledge on the topic: "Personnel Management".

Conduct form : seminar.

Issues for discussion:

Personal and professional development of a person in the new socio-economic conditions. What is professional success?

Uncover sides and levels of professionalism.

What are the psychological patterns of the formation of professionalism?

Career management system.

The concept and stages of a business career.

Personnel reserve of the enterprise.

Business career management rules.

Directions for the implementation of intra-organizational career, its goals and objectives.

The role of a career in the life of a leader.

Factors contributing to career advancement.

Career plan for manager and specialist.

Studying the career potential of employees.

Education and career.

Woman and career.

Career management as part of the personnel management system.

Business career: goals, stages; factors and stages of career growth.

Management of service and professional advancement in the organization.

The main features of career management in an organization (on the example of a specific enterprise)

Features of a business career, its planning and development at a particular enterprise

Practical work No. 4 in the discipline "Management" on the topic:

"System Development motivation of members of the structural unit for the effective performance of work in accordance with the powers delegated to them"

Practical tasks

Describe situations in which carrot and stick motivation can be used effectively today.

What methods of motivation are best for stimulation:

quick task completion;

risk;

inventions;

independence in work;

accuracy and relevance;

new ideas?

Read the description of the practical situation carefully and answer the questions.

Practical situation

In the mid 1990s. in Russia, it became obvious: primitive mechanisms of motivation do not work, the possibilities of simple material incentives have been exhausted.

A typical example is the story of medical representatives. It was at this time that numerous private pharmaceutical companies appeared on the Russian market that sold medicines. The issue of selecting personnel with appropriate qualifications has become acute. As firms became active, they recruited a large staff of medical representatives who were supposed to promote sales of pharmaceuticals. These employees were essentially salespeople. The main task of such an employee was to convince doctors to write prescriptions for the drugs they offered, and pharmacies to order the corresponding products.

Pharmaceutical companies selected the most qualified medical workers. Many had academic degrees, had extensive clinical practice, and could speak professional language with doctors and pharmacists. New job guaranteed a significant (often tenfold) increase in salary, so there was no end to applicants.

However, the enthusiasm, at first fueled by a worthy material reward, after 3-4 months was replaced by despondency, and after six months or a year, the medical representatives began a period of deep depression. Educated, creative people quickly got tired of working as a salesperson.

Indeed, qualified doctors gradually began to realize that they had left an interesting basic profession, which they studied for a long time and in which they had experience. As a result, the outflow of such specialists from trading companies began.

ANSWER THE QUESTIONS

1. How big is the role of a manager in creating a system of staff motivation?

2. What motivation factors (other than wages) do you know?

3. Analyzing the stated reasons for the decrease in the main motivation factor - money, offer your own version of a comprehensive system of labor motivation for medical representatives of a pharmaceutical company. How can managers of pharmaceutical companies retain qualified specialists?

Task 4.

For most of us, work is vital as a source of livelihood. In this case, why should management personnel be so attentive to the problems of employee motivation?

Test "Determining the degree of motivation of the individual to success"

Answer "yes" or "no" to the following questions:

1. When there is a choice between two options, it is better

to do faster than to postpone for a certain time?

2. I get easily annoyed when I notice that I can't be 100%

perform a task.

3. When I work, it looks like I'm putting everything on the line.

4. When a problem situation arises, I most often accept

one of the last solutions.

5. When I have no business for two days in a row, I lose my peace.

6. Some days my progress is below average.

7. I am more strict with myself than with

others.

8. I am more friendly than others.

9. When I refuse a difficult task, then the floor is severe

I condemn myself, because I know that by doing it, I would have achieved

success.

10. In the process of work, I need small breaks to rest.

11. Diligence is not my main dream.

12. My achievements in work are not always the same.

13. I am more attracted to other work than the one I have.

busy.

14. Blame stimulates me more than praise.

15. I know that my colleagues consider me a business person.

16. Obstacles make my decisions harder.

17. It is easy to awaken ambition in me.

18. When I work without inspiration, it is usually noticeable.

19. When doing work, I do not count on the help of others.

20. Sometimes I put off what I should have done now.

21. You need to rely only on yourself.

22. Few things in life are more important than money.

23. Whenever I have to complete a task, I don’t talk about anything.

I don't think otherwise.

24. I am less ambitious than many others.

25. At the end of my vacation, I am usually glad that I will be back at work soon.

26. When I am disposed to work, I do it better and

more qualified than others.

27. It is easier and easier for me to communicate with people who can stubbornly

work.

28. When I have nothing to do, I feel uncomfortable.

29. I have to do responsible work more often than

others.

30. When I have to make a decision, I try to do

it's the best it can be.

31. My friends sometimes consider me lazy.

32. My success depends to some extent on my colleagues.

33. It is pointless to oppose the will of the leader.

34. Sometimes you don't know what kind of work you have to do.

35. When something goes wrong, I am impatient.

36. I usually pay little attention to my achievements.

37. When I work with others, I achieve great things.

results than others.

38. Much of what I undertake, I do not bring to the end.

39. I envy people who are not very busy with work.

40. I do not envy those who strive for power and position.

41. When I am sure that I am on the right track, for

evidence of my innocence, I take measures up to

extreme.

Key.

Give yourself one point:

for each "yes" answer to the questions

No 2, 3, 4, 5, 7. 8, 9, 10, 14, 15, 16, 17, 21, 22, 25, 26, 27, 28, 29, 30, 32,

37, 41;

and for each “no” answer to the questions:

No 6, 13, 18, 20, 24, 31, 36, 38, 39.

32 - 28 points.

You are highly motivated to succeed

persistent in achieving the goal, ready to overcome any

obstacles.

27 - 15 points.

You have an average motivation for success, the same as

most people. Striving for a goal comes to you in the form

ebbs and flows. Sometimes you want to quit everything because you

think that the goal you are striving for is unattainable.

14 - 0 points.

Your motivation for success is rather weak, you

satisfied with themselves and their position. Don't burn at work

We are convinced that no matter what you do, everything will work out.

successively.

WORKSHOP

MANAGEMENT

higher education teacher

Practical work No. 1

Production organization and management policy

and people at Sony

Main directions:

setting goals and objectives that are clear to everyone: both managers and workers. There is an opinion that this unites the company's staff into a team of like-minded people;

conscious rejection of rigid plans and control over their implementation. It is generally accepted that a manager must act according to the situation. At the same time, mechanical diligence, quite tolerable in routine work, can only lead to the failure of the case;

anti-bureaucratic leadership style. In the organizational structure of the company, if necessary, subdivisions with almost complete administrative and economic independence can be created, for a certain period;

entrusting the most important projects to innovators. In the opinion of the company's administration, it is a gifted employee who "burns at work" who can most effectively and quickly complete any of the most difficult tasks;

the right of a junior in position to disagree with a senior. This is not about direct disobedience to the leadership. This principle means that the interests of the business have the highest priority in the company, and for their sake the manager should give up not only personal ambitions, but sometimes centuries-old traditions of respect for elders by younger ones;

instilling in employees a sense of belonging to one big family called Sony. For this, as in other Japanese enterprises, there is an effectively working system of lifetime employment, collective forms of recreation are organized, etc.

Questions:

What are the characteristics of government in Japan? What do Japanese and American management models have in common? (according to the plan:

- Philosophy of the company;

- Goals of the company;

- Organizational structure of management;

- Hiring and personnel policy;

- Organization of production and labor;

- Stimulation of employees (methods of management);

- Intra-company planning.

Taking into account the Russian specifics, is it possible to use the experience of the manager of the company? Sony » in work practice Russian companies? What difficulties can a Russian manager face when working with people and how would you recommend overcoming them? ?

Practical work №2

Analysis of conceptual ideas. Portrait of an ideal leader (leader theory by Mary P. Follet).

Exercise:

Write a test to take sociological survey(use the following mandatory data: gender, age, appearance, psychological characteristic, education, professional skills, attitude to work, attitude to subordinates, management methods).

Conduct a survey among selected participants (the work is carried out by a group of 4 people, there should be at least 5 respondents).

Analyze the results of the survey and draw up a portrait of a successful ideal leader.

Practical work No. 3

Building the organizational structure of the enterprise.

Exercise:

Prepare a small business plan for your firm using the following plan:

territorial location;

produced product or service;

consumers;

suppliers;

manufacturing process;

ongoing projects.

Based on the business plan, draw a diagram of the organizational structure of your company.

The firm has a functional organizational structure. The products of this company are not in demand on the market. Analyze the reasons for the failure of this company and offer your own way out of the situation.

Practical work No. 4

Strategic planning of the organization's activities.

Exercise:

Using the diagram of the stages of the strategic planning process, draw up a development plan for your educational institution (school).

Mission of the organization

Organization goals

Assessment and analysis of the external environment

Management survey of strengths and weaknesses

Analysis of strategic alternatives

Choosing a strategy

Implementation of the strategy

Strategy evaluation

2. Make a tree of goals for your future career.

Practical work No. 5

Employee motivation.

Exercise:

Determine the most priority areas of motivation

(no more than 3 answers are allowed).

1. Better provision in old age.

8. Greater recognition.

2. A more secure workplace.

9. Flexible work schedule.

3. Shorter working time.

10. Interesting activity.

4. Greater impact.

11. Better chances for your children.

5. Longer vacation.

12. More independence.

6. The best working climate.

13. Better career chances.

7. Different management style.

14. Higher income.

Build a sampling chart and analyze the data.

three years ago, Petr Romanov became the director and main co-owner of the privatized Podmoskovny Meat-Packing Plant, which was in a good financial position. The plant sold its products to all nearby regions and regions, and the volume of these sales grew by 20% per year. People bought the plant's products due to its good quality. However, Romanov soon noticed that workers of the plant do not pay enough attention to the level of performance of their work. They made major mistakes: they confused, for example, packaging and stickers for different product samples; the wrong additives were added to the original products; poorly mixed composition of sausages and sausages. There were cases when workers unintentionally spoiled finished products workplace cleaners. In general, people did only what they were told for eight hours and then went home.

In order to increase the motivation and obligations of the workers of the plant, Romanov and other managers of the enterprise decided to introduce a system of participation of workers in decision-making into the management. To begin with, they entrusted workers with checking the quality of products. As a result, not top management determined the "taste" of products, but the workers themselves did it on their sites. This state of affairs soon prompted the latter to produce products of higher quality. Employees began to be interested in how much their products cost the enterprise and what buyers think about various varieties of meat and sausage products.

One of the teams even developed a technology for introducing special plastic vacuum packaging for perishable products at its site. To do this, the team members had to collect the necessary information, formulate the problem, establish working contacts with suppliers and other employees at the meat processing plant, and conduct a survey of supermarkets and butchers to learn about how to improve packaging. The team took on the responsibility of determining quality and subsequently making improvements to the manufacturing process. As a result, all this led to the fact that workers began to complain about those whose level of performance was low and whose indifference prevented improvement of work. Later, complaints began to spread to managers and were accompanied by demands for their retraining or dismissal. It was decided that instead of being fired, they would be retrained directly at the enterprise with the participation of all interested parties.

Romanov, other top managers of the enterprise and representatives of the workers developed new system payment, called "separate participation in the results of the meat processing plant." Under this system, a fixed percentage of "pre-tax" profits is divided every six months among the employees of the enterprise. Individual participation in shared profits was based on the results of an assessment of the level of performance of each of the participants in this process. The evaluation system itself was developed and implemented by a group of workers of the meat processing plant, representing its individual divisions. So, employees of the enterprise were evaluated by their contribution to group work; how they communicate with group members; in their attitude to group work as such; on the discipline of visiting work and on compliance with safety regulations.

In addition, groups or teams were responsible for selecting, training and evaluating their employees, and, if necessary, for dismissing their work colleagues. They also decided on the work schedule, required budget, quality measurement, and equipment upgrades. Much that used to be the work of the team leaders in such an enterprise is now part of the work of each member of the group.

Peter Romanov believed that the success of his business was determined by the following:

People want to be significant. And if this is implemented, the reason is in the leadership.

People perform at a level that meets their expectations. If you tell people what you expect from them, you can influence the level of performance of their work and thus motivate them.

The expectations of employees themselves are determined by the goals they set for themselves and the reward system.

Any actions of the management and managers of the enterprise to a large extent influence the formation of expectations among employees.

Any worker is able to learn how to perform many different tasks within their job.

The performance of the enterprise shows the employee who he is and what his work represents. Work consists in creating conditions under which the highest level of work performance by each serves both his individual interests and the interests of the enterprise as a whole.

Questions: 1. How and to what extent does Romanov's motivational policy satisfy the needs from A. Maslow's hierarchy? 2. Explain the success of the expectation motivation theory policy. 3. Did Romanov focus on hygiene factors or on the motivational factors of Herzberg's theory in his motivation program? 4. Describe the remuneration system existing at the meat processing plant. 5. Is the success of such a motivational program possible at enterprises in other industries, including non-material production industries?

Practical work No. 6

Building control in the organization.

Exercise:

In Russian business practice, various innovations in labor motivation are increasingly used to make it more fruitful and efficient. Among such innovations is the establishment of a non-standard, preferential working regime for a particular employee. This type of motivation is still little used in our country. However, it is considered one of the most effective, especially in small private enterprises, among persons in such professions as doctors, lawyers, teachers, managers, technical workers, and in the service sector.

Workers assign themselves working hours as they see fit, as long as they suit the company and they are enough to do the required work. One works from 8 a.m. to 4 p.m., the other from 12 a.m. to 8 p.m. If you get the job done sooner, it's up to you to go home or work extra. Some companies have four or even five shifts. Sometimes flexible shifts lead to shortened working week, usually four days, with three days off.

Some companies have set up "maternity shifts" that are tailored to the hours children attend school. Many businesses allow students to work during "windows" in their study schedules.

Flexible shifts reduce work shirking, tardiness and workforce turnover, and improve mood and productivity.

Questions:

What do you think: what is the interest of the company's management in providing employees with preferential treatment?

If you were a leader, how would you organize the work to control the number and results of the work of employees?

Now of particular importance is the control over the implementation of enterprise plans. Its purpose is to make sure that the intended results (planned indicators) are achieved. Control is exercised by top management and middle management of the firm. If necessary, decisions are made to correct the situation. The process of monitoring the implementation of plans includes the following steps:

I. Setting Benchmarks

II. Refinement of indicators of market activity

III. Analysis of the work done

IV. Subsequent Corrective Actions

What do we want to achieve?

What

happening?

Why is this happening?

What should be done to correct the situation?

Questions:

What, in your opinion, is the role of control, its improvement in business?

What features in the organization of control over the activities of the enterprise as a whole and over the activities of its component parts are typical for Russian practice?

What stages and elements of control, in your opinion, are of particular importance for ensuring a high final economic result of the company's work?

Practical work No. 7, Analysis of the strengths and weaknesses of the organization. The influence of macro- and microspheres on the activities of the organization.

Exercise: Read the specific situation and answer the questions.

The pioneer of Russian computer production (assembly) Aquarius-systems-inform announced in April 1999 that it was practically withdrawing from this business and concentrating on selling foreign computers in Russia. In connection with the fact that it was planned to go to Russian market such well-known computer manufacturers as Fujitsu and Digital, Aquarius hoped to succeed in the marketing business. It was decided to mothball computer production until the prerequisites for a return to the "production" business are formed.

The Aquarius company started assembling a PC in 1990. Then it was a revolutionary undertaking. The company opened its PC assembly plant in Shuya, Ivanovo region. In those August days of 1990, there were a lot of rave reviews and flattering statements about the company's undertaking. The forecasts were exceptionally optimistic. The plant in Shuya allowed the production of 10 thousand PCs per month. In the conditions of a socialist economy, it was important to fit into the system of planned deliveries. The Aquarius firm managed to conclude a profitable contract with Soyuz-EVM-komplekt, which supplied PCs throughout the entire Soviet Union. In accordance with the agreement, Soyuz-EVM-komplekt was to purchase 35,000 PCs from Aquarius. Further, this figure automatically increased to 75 thousand. By the spring of 1991, the plant reached the production of 6 thousand PCs per month. However, the collapsed ruble and the introduction of increased customs duties on components for computers made the contract concluded in rubles with Soyuz-EVM-komplekt completely unprofitable. Firm "Aquarius" went to break the contract and pay fines. After that, she had to look for buyers in the market. This forced it to reduce production to 1,000 PCs per month. Further, this situation became even more complicated. As a result, production fell to 200-300 PCs per month, and the number of employees at the plant was reduced by a factor of three: from 150 to 50 people. In order for the plant to break even, it was necessary to produce 1.5 thousand PCs per month. The company was unable to sell such a quantity. An attempt was made to start the production of cash registers. But she did not give the desired results. In the face of reduced production, the company's management tried to retain personnel. However, it was still forced to go to the dismissal of workers. In 1995, only qualified assemblers remained at the plant, who acted as security guards and, in the event of orders for PCs, carried out their assembly. Difficulties "Aquarius" managed to overcome due to the fact that the company went to diversify. By redirecting its capital from computer production to the financial sector, as well as the sphere of trade and construction, the company achieved that its annual turnover in 1997 amounted to $ 100 million. At the same time, only a quarter of the turnover fell to the computer direction, which was comparable to the share of in construction (20%) and less than the share of turnover attributable to investment projects (32% of the total turnover). The diversification of activities has led to a change in the organizational structure. Instead of the Aquarius joint venture, a group of ten practically independent companies emerged, operating in separate business areas, such as construction, computer business, etc. The group is led by a holding company that owns a controlling stake.

Questions: 1. Give a description of the external environment of the company for the entire period of its existence. What factors were most important? 2. Give a description of the internal environment of the company: its strengths and weaknesses.

Practical work No. 8 Making managerial decisions.

Exercise: 1. Make the right decision:

A) as the manager of a large non-alcoholic beverage monopoly, argue against the adoption of antitrust laws;

B) as head of the commission on antimonopoly regulation, give arguments in favor of the adoption of antitrust legislation;

C) as a consumer of the product, which side will you take in the case of polls?

2. You have received information about the depreciation of the ruble against the dollar by 10 points. What decisions will you make:

A) as a manager of an enterprise;

B) as a manager of the planning department, financial department, sales department;

C) as a senior manager.

3. Solve the problem: You are the manager of a privatized enterprise. Solve the stock split problem profitably:

A) team members B) the management of the enterprise;

B) property fund; D) all parties.

Options:

15% members of the team free of charge (registered and preferred shares);

10% - to team members with a 30% discount in installments for 3 months;

10% - profits from the sale of shares to personal accounts of employees;

51% to members of the collective (ordinary shares);

29% - property fund (ordinary);

20% - property fund (privileged);

20% - to a group of managers under an agreement for privatization and for preventing bankruptcy;

20% - for employees of the enterprise with a 30% discount in installments for 3 months;

5% - to the management of the enterprise (nominal);

20% - property fund (ordinary);

40% - property fund (privileged);

75% - are sold to employees of the enterprise in installments for 3 years;

10% - to the whole team in installments for 5 years;

5% - are sold to the management of the enterprise in installments for 5 years;

10% - property fund.

You are the manager of a large firm. You need to choose a supplier of energy and raw materials from two possible partners. Justify your choice.

1 firm

2 firm

Deliveries are made without interruption.

Prices for raw materials and energy are 3% higher than the industry average.

The quantity and quality of supplies satisfies the consumer.

Deliveries are carried out with some delay (from 2-3 days to 1 week).

Prices for raw materials and energy are in line with the industry.

Practical work No. 9

Choice of management style.

Exercise: Read the specific situation and answer the questions.

Sergei Nikolaev headed the capital's insurance company Avtostrakh long before 1993. Anticipating the imminent bankruptcy of the company, his former partner left the country in advance, taking almost all the cash with him from the cash register. Sergey, not without success, spent all this time creating a new organizational culture in the company based on consensus decision-making and strict rules of work. However, he soon discovered that one of the rigid rules he cultivated became a serious obstacle to increasing sales of the firm's insurance policies to car owners. In principle, Sergei, as the head of the company, could use his position and change this rule, but instead he decided to "leave things to chance." As a result of making the change in this way, it would take more than two years, and if Sergei did it from the position of his power, then only an order would be needed that could fit on one sheet of paper.

Sergey's career began even before the "perestroika", when, after graduating from a financial institute, he came to work in one of the branches of the then Gosstrakh as an agent for the renewal of insurance for motorists who had it before. In 1985, he moved to the Institute, where in four years he advanced to the position of head of the insurance department. As a leader, he considered himself a "pusher", promoting his ideas in a sometimes very tough way.

At first, as president of the Avtostrakh company, Sergey was engaged in “plugging holes on a sinking ship”, paying almost no attention to creating a productive work culture. He behaved exactly according to the textbooks of the past years and in his work he completely relied on the position he held. He tried to influence others through "God-given power" and the "carrot and stick" method. He hired the people he needed and fired the unnecessary ones, tried to “put together” his team at the company.

Sergey considered his "confused" style of work to be a mixture of "management by objectives" and "decision making through consensus." He believed that the leader alone should not determine the policy of the firm. Instead, he must create an organizational culture and style in the company in which power is “shared” with subordinates and mutual trust becomes the key to good work. He was led to this philosophy of management by the knowledge gained in the framework of an international management seminar organized by the well-known British insurance company Lloyd for the heads of insurance organizations in Russia. The seminar clarified for Sergei those issues in the work of foreign insurance companies that he unwittingly encountered in his life. past work at University.

Many colleagues in the firm considered Sergei a politician. They were inclined to this by the fact that he, as it were, adjusted the culture of the company for himself, for his leadership style. At the same time, he could combine and combine group decision-making with personal control over the decision-making process itself. Long before he was going to betray the solution to the group, Sergey met with the employees of the firm at their workplaces, listened carefully to them, trying to find out what the members of the group thought and felt. He gave advice, encouraged and told them what he thought.

Sergey conducted special stimulation sessions with subordinates, the purpose of which was to encourage them to take more active actions. The lessons went as follows. Each facilitator distributed to the participants copies of his/her proposals for

company budget and goals for the coming period. Then the leaders of the groups one by one, as it were, “defended” their proposals in front of all the participants in the lesson, who fell upon the speaker with a hail of comments, questions and counter-proposals. Therefore, group leaders could not count on automatic approval of their proposals. They were expected to "sell" their offerings to others. Such classes were held regularly in the preplanned period and sometimes lasted more than a week. Upon their completion, each team leader assumed obligations under the approved annual plan.

Sergey was very firm in that those group leaders who did not cope with the annual task should not receive remuneration. If, during the stimulating sessions, the group leader tried to push through an underestimated plan, Sergey immediately let him (her) know that this would not work. He wanted everyone in the firm to do work for high level, and forced his subordinates to set realistic yet strenuous goals. In his opinion, it is the results of the work that determine the success of the company. As long as his subordinates were getting results, he didn't care if "the glitter on his shoes was induced by a brick."

The management style used by Sergey turned his subordinates into consistent supporters of reducing the cost of services and setting realistic goals, as well as jealous performers of their work. Sergey showed perseverance, showed how to do the work, skillfully forced and motivated his “team”. He learned to listen and share responsibility. From all this, the whole process seemed confused and unclear. However, Sergei was patient and able to wait for people to see the “light at the end of the tunnel” for themselves.

When he felt the need to significant changes, he preferred to wait until his entire “team” was imbued with the same state, rather than solve the problem with a “stroke of the pen” by issuing another order. Sergey was proud of himself that he was able to create this type of corporate culture, in which the management of the firm expects to receive commitment from subordinates, and subordinates expect to be involved in the affairs of the firm.

Questions:

What place does Sergey's style take in the "management grid"?

Was the management style chosen by Sergey successful? Justify your answer.

Which management theory comes closest to Sergei's style?

Practical work No. 10

Organizational communications.

Exercise: Read the specific situation and answer the questions.

1. In the production and research department of a large companymanufacturing research institute in the midwestwent from bad to worse. Mr Kraft, one of the qualifiedworkers involved in research work, came tothe conclusion that he can no longer put up; with this. In despair hecame to Mr. Mann, assistant head of department, to complain about the difficulties in his communication with the headNickname, Mr. Robinson. According to Mr. Kraft, Mr.Robinson, a brilliant young man, in his late thirtiesyears did not have enough experience to supervise Kraft's work.Although they both had master's degrees in physics, Mr. Kraftexplained that with his 30 years of experience, he should not beto be led by Mr. Robinson. Mr Craft said that he would not be able to achieve anything in his work until Mr. Robinsleep "does not let him escape."

Since Mr. Mann's desk was within earshot of Dr. Sampson, the department head, Dr. Sampson was able to hear much of the conversation. The longer Mr. Kraft, the more pissed Dr. Sampson was, until he finally exploded and yelled, “Shut up! What have you been doing these 30 years?” At least fifteen workers working at their desks in the large room heard him and looked up. At that moment, Mr. Kraft got up from his chair and muttered something about going to the personnel office to sort things out.

How was communication used in this situation? Draw a diagram.

What are the implications of this flow of information?

2. Two weeks into his tenure as Regional Director, Evgeny Kerzhentsev began to develop concrete measures that would help him better manage Ofracom's operations in Russia. One of such events Evgeny decided to make quarterly seminars for general directors of joint ventures. Based on several meetings with them, Eugene concluded that it was necessary to develop skills in the field of general management, marketing, presentation, as well as organizing the exchange of experience between enterprises. Without looking too far ahead, he invited the CEOs to the first seminar in Moscow and asked a business school teacher he knew to help prepare the seminar program. After brainstorming, it was decided to focus on two issues that could form the basis for subsequent seminars: the basic principles of marketing (4P marketing) and the basic tools of financial reporting and analysis (balance sheet, profit and loss statement, cash flow statement).

Evgeny opened the seminar with a presentation on the company's goals and methods for solving these problems, focusing on the benefits of cooperation between joint ventures and the need for professional development in a constantly evolving economy, technology and management decisions. The new regional director was very worried about the success of his speech and seminar, remembering the tense relations between the Moscow office and the joint venture, and also thinking about the general directors, the vast majority of whom had long passed the turn of forty and even fifty years, had a technical education and, judging by the information from the Moscow office, almost never participated in seminars on the development of managerial skills. However, his fears turned out to be in vain - the general directors listened very carefully to Yevgeny Kerzhentsev and even wrote down what he said. An even greater success was educational part seminar - experienced leaders with passion and enthusiasm engaged in market segmentation, income statement and cash flow planning. At the end of the seminar, almost all participants expressed their preference for continuing such events in the future, asking to make them more practical and paying more attention to the exchange of experience. Evgeniy was even somewhat taken aback by the positive reaction of the participants, but ended the seminar on a positive note, promising to continue the tradition next time in one of the joint ventures.

How was communication used in this situation? Draw a diagram. What are the reasons for the success of the seminar?

Practical work No. 11

Exercise: Read the specific situation and answer the questions

Ms. Ivanova graduated from college two years ago and works as an economist. Recently, she learned about the vacancy of the position of deputy head of the department. The administration is looking for a worthy candidate among its employees.

Question: What actions should Mrs. Ivanova take to get promoted?

Imagine that in negotiations, the partners decided to piss you off. To this end, they use various tricks, including hinting at some of the details of your private life known to them.

Question: What should be your actions?

Mrs. Petrova opens her own business and needs to get a loan from a bank. She arrived at the decisive meeting on time with the necessary documents, dressed in jeans, a sweater and sneakers.

Question: What will be the bank's response to the loan? Justify your answer.

4.* Fix the text to be "colloquial" instead of "bookish":

In obtaining high milk yields, the composition of the livestock population is of paramount importance.

An obligatory element of the winter maintenance of the road is its cleaning from snow.

AT this moment I am reading an interesting book.

My friend got a place to live.

The winter toy is out of order.

Practical work No. 12

Conflict management in the organization.

Exercise: Read the specific situation and answer the questions.

Nikolai S., having worked in an insurance company for about a year as an economist. He was appointed to the position of head of the insurance civil liability department. This was facilitated by a number of important circumstances that were taken into account by the company's management when making such a decision.

Nicholas S. Imel a good education, knew foreign languages, was sociable, energetic, executive. During his time in the company, he has grown as a specialist, demonstrating outstanding abilities. However, the very first working day of Nikolai S. as a leader was not a success. If, on the whole, the staff of the department met him kindly, then one of the experienced employees, Valentina Grigorievna, defiantly refused to recognize the new leader. In response to the request of Nikolai S., which he addressed to all employees, to provide him with reports on the work of the past month for review, Valentina Grigoryevna stated the following:

“I have been in the department for twenty years. Your predecessor as head of the department, Ivan Mikhailovich, whom we recently retired with honors, never checked my work. He was always confident in my qualifications and diligence.

For the work that I have done over the years, I have been repeatedly encouraged. Your distrust of me as a specialist offends me.”

What decision should the head of the department Nikolai S. make?

Suggest the reasons for the current conflict situation.

Practical work No. 13

Definition of formal and informal groups in the organization.

Exercise: Read the specific situation and answer the questions.

Practical work No. 14

Features of business communication in the organization.

Exercise: Read the specific situation and answer the questions.

Practical work No. 15

Psychological climate in the team.

Exercise: Read the specific situation and answer the questions.

2. Suggested specific situation:

The teacher calls the parents to school and declares that their son behaves ugly, was rude to her and disrupted the lesson.

The son described this situation differently: he corrected the teacher when she made an inaccuracy, in response she accused him of disrespecting her and put a deuce.

Question: Write what will be the actions of the parents during the conversation with the teacher with different strategies of behavior in the created conflict situation.

confrontation

concession

Compromise

withdrawal, avoidance

Cooperation

In the table below, against each action, write what strategy of behavior corresponds to it. Each action can be associated with several strategies:

Actions: When conflict arises, I….

Strategy

…I pretend everything is fine

…immediately yield

…let me know, a hundred very angry

…I express my anger in action (I can hit, slam the door, throw something at the wall or on the floor)

…I go to the boss

…defiantly do not talk (as a way of influencing)

…crying

…complaining

…smiling with an independent air

…making fun of or making fun of others

…agree to discuss the problem without shouting

Basic educational literature

1. Vikhansky O.S. Management: Textbook / Vikhansky O.S., Naumov A.I. - M.: Economist, 2008.

2. Gerchikova I.N. Management: Textbook. M.: UNITY-DANA, 2007.

3. Dorofeev V.D. Management: Proc. Manual / Dorofeev V.D., Shmeleva A.N., Shestopal N.Yu. – M.: INFRA-M, 2008.

4. Kaznachevskaya, G. B. Management: textbook / G. B. Kaznachevskaya. - 8th ed. - Rostov n / a: Phoenix, 2008. - 348 p.

5. Korotkov E.M. Management. – M.: INFRA-M, 2009.

6. Kudina, M. V. Financial management: textbook. allowance for Wednesdays. prof. education / M. V. Kudina. - M.: INFRA-M, 2008.

7. Management: Textbook / Ed. V.V. Lukashevich, N.I. Astakhova. – M.: UNITI-DANA, 2009.

8. Meskon M.Kh. Fundamentals of management: Per. from English. / Meskon M.Kh., Albert M., Hedouri F. - M.: Williams, 2007.

9. Tebekin A.V. Organization management: Textbook / Tebekin A.V., Kasaev B.S. – M.: KNORUS, 2007.