Today, planning their professional path, their career, many do not think: am I suitable for this or that position? Do I have the right potential for qualities? The position of a manager does not bypass this phenomenon either. The word is new, sounds beautiful. What qualities should a modern manager have? - not everyone thinks about it.

The very word "manager" (management) is already firmly entrenched in our vocabulary. It came to us from the West and is now inseparable from our life. Initially, this term meant the ability to go around horses and drive them. This word is based on the English verb "to manage", which in turn comes from the Latin "manus" (hand). The literal translation of the term "management" is "leadership of people." In modern literature, management is understood as the process of managing an individual employee or an entire team.

Over the centuries, the image of the ideal manager has been formed. Of course, any manager is, first of all, a person. He has his own qualities, character traits. However, some qualities contribute to productive managerial activity, while others do not. That is why the question of the personal qualities of a manager becomes relevant. [Sutovich]

Historical experience and experience of different countries in defining the qualities of an ideal manager

Every management specialist has his own view of the ideal. So, according to Confucius, the main quality of a manager is a subtle and deep penetration into the characters and feelings of his employees. The Greeks of Homer's time distinguished in the ideal leader: the wisdom of Nestor, the justice of Agamemnon, the cunning of Odysseus, the energy of Achilles. Although Homer himself adhered to the idea that the ideal leader does not exist. However, he emphasized that if different leaders with different, inherent only qualities, work purposefully, then they can come closer to this image.

The founder, father of the scientific organization of labor F. Taylor considered the basic qualities of an ideal manager - intelligence, education, technical knowledge, strength, tact, energy, decisiveness, honesty, prudence. Another management classic, A. Fayol, put foresight in the first place. He also paid great attention to organizational skills, competence, good health, intellect, high culture and morality.

Modern management aces also do not have a common opinion on what qualities and character traits a good manager should have. However, it should be noted that due to different national characteristics, different economic development, the ideal manager for each country began to emerge.

Consider the image of the ideal manager in different countries.

So, in the USA it is customary to single out the following chain of important qualities of a good manager: mental development; honesty; consistency; technical equipment; breadth of knowledge; prospects; sociability; integrity of character; leadership; the ability to delegate power; oratorical skills; ability to make decisions; hardness; ability to focus; the ability to educate; sense of humor; listening skills; desire to listen; objectivity; organizational skills. Probably many who read this sequence were surprised that organizational skills are in the last place, and the word "professionalism" was not included in either the first or the second ten. But Americans have their own view of management. In the "Course for senior management personnel", translated from of English language in 1970, you can read: “A person engaged in administrative work must be mature emotionally, endowed with great intelligence, a highly developed sense of intellectual curiosity and have solid training. Moreover, his character traits and intelligence are much more important than his knowledge of management techniques and the presence professional knowledge ". As you can see, national characteristics play a very important role in the formation of the ideal image of a manager. And the image of the cheerful "American hero" left its special mark on the image of the manager. As if in confirmation of this, one can cite the words of Charles Schweb, one of the leading American managers: "I consider my most valuable quality to be the ability to inspire people's enthusiasm and develop what is best in a person through recognition and encouragement."

The qualities included in the first two dozen of the most important in the image of the ideal manager in England differ not only in their consistency, but also in their content. The English chain of qualities is as follows: the ability to delegate power; sociability; availability; listening skills; authority; competence; technical equipment; honesty; hardness; interest in people; positivity; determination; humor; breadth of ability; productivity; friendliness; diligence; sociability; knowledge of the specialty; lack of talkativeness.

A completely different approach to the image of the ideal manager in France. The conversation with 598 managers by the specialists of the Korzhef firm made it possible to single out the following: 41% believe that the most important thing for a manager is a "gift from God." At the same time, by this concept they mean the ability and skills of interpersonal communication. 36% of the respondents put originality in first place, 10% - life experience, 8% - technical competence, 4% - authority, and 1% - external data.

Finnish specialists have a completely different opinion about the qualities required by managers. In their opinion, the leader should have assertiveness, including a certain aggressiveness (in the positive sense of the word), purposefulness, the desire to necessarily achieve the goals set, bringing the business to the end.

A survey of the presidents of 41 large Japanese companies revealed the following qualities required by a manager-president: energetic initiative and decisiveness, including in the face of risk (42%), long-term foresight and flexibility (34%), open-mindedness, a global approach (29%) , the ability to correctly deploy personnel and fair sanctions (24%), the willingness and ability to listen to the opinions of others (22%), personal charm (22%), the use of an open management style that welcomes cooperation (19%), the ability to clearly form goals and attitudes ( 17%). [Sutovich]

The composition of the main personal characteristics of a person affecting the PRD

Each SD to some extent reflects the individuality of its initiator and its value system. Therefore, each SD may in some way not harmonize with the rest of the participants in this process, performers and consumers of the solution. In the literature on management decisions, three synonyms are used: "human factor", "personality traits" and "personality characteristics". The role of the human factor is manifested in the influence on the SD preparation process, the assessment of the existing SD and the assessment of the results of its implementation. Personal characteristics include: suggestibility, will, health, experience, peculiarities of thinking, responsibility, professionalism, reactions, riskiness, temperament, level of emotionality, nature of attention. From the point of view of the preparation and implementation of SD, the peculiarities of human thinking, depth, breadth, speed and flexibility are of interest.

Depth- characterizes the analytical nature of a person's thinking, his search for cause-and-effect relationships within the analyzed situation. At the same time, a person can abstract from the surrounding elements. For such people, the analytical method of SD preparation will be effective. Latitude - reflects the synthetic nature of thinking, in which a person is able to assess the role of the analyzed situation in the general scenario of activity. The breadth of thinking facilitates the effective application of the decision tree method and the scenario method

Rapidity- is determined by the time of the assignment relative to the average level adopted in the given company. An employee can more quickly understand a situation or come up with an effective solution than others. The speed of thinking allows you to sort through many options, which is necessary for heuristic methods of preparing and implementing SD.

Flexibility - characterized by a timely and reasonable transition to new methods for the development and implementation of SD. Flexibility and willingness to compromise are required in the matrix method of preparing and implementing SD.

An important role in PRAD is attached to the ability of the individual at the level of common sense to attract and subjugate significant masses of people.This is power based on the exceptional qualities of the individual - wisdom, holiness, heroism, accessibility for any person, impressive appearance, dignified and confident demeanor with people of different situations in society.

Leadership qualities such as romanticism and practicality, optimism and pessimism have a great influence on the PRAD. The romanticism of a leader is associated with an overestimated intuitive assessment of his capabilities in the development and implementation of SD, as well as the possibilities of obtaining the necessary resources for this. Romanticism is characteristic of almost all leaders in the initial period of their activities. Romanticism is one of the sources of the company's development. However, it often leads to the frustration of both the manager and staff. Usually, a portion of new romanticism is poured into the company in connection with the renewal of personnel, so the leader must determine for himself the measure of such romanticism and exercise control over the activities of a romantic subordinate.

The study of M. Woodcock and D. Francis named 11 qualities that, in their opinion, a modern leader should have.

1 Ability to manage oneself. A leader who wants to manage others must first learn to manage himself: maintaining his own physical health; maintaining your own mental health, calmly accepting failure; effectively plan and use your own time for work and rest.

2 Having reasonable personal values. If the leader is not clear enough about his personal values, he will not have a solid basis for making decisions. Life position has an important influence on the formation of personal values. The main life values ​​include their own life and the health of family and friends, independence, wealth, the ability to improve and develop, free time, safety, sufficient social status.

3Clear personal goals. The leader should be aware of his own long-term and short-term goals, know how to achieve them and strive to achieve them. At the same time, it is important that the goals are realistically achievable.

4The pursuit of personal growth. A manager should be responsible for his own training, manage his professional development, and be able to evaluate his experience.

5 Ability to solve problems, which consists of the ability to use information, effectively plan their own activities, establish clear criteria for determining success and failure, apply well-known scientific methods for solving problems.

6 Ingenuity and ability to innovate (innovate). An individual can handle creative work on a limited task, but when the problem becomes wider and more complex, then it becomes necessary to create creative teams.

7The ability to influence others. the success of a leader largely depends on his ability to create a favorable social and psychological climate in the team and on the ability to convince subordinates that their personal success depends on the goals achieved by the organization.

8Knowledge of modern management theories. An understanding of management theory and practice is essential for all managers.

9Ability to lead. First of all, the leader must be able to cope with the many personal influences on him and be creative.

10 Ability to train subordinates. The manager's responsibilities include creating favorable conditions for the personal growth of employees. as well as identifying the capabilities of each individual employee, finding suitable means for their disclosure and conducting ongoing consultations.

11 Ability to form and develop effective working groups. A manager, forming a group, strives to achieve a combination of professional and human qualities that make it possible to successfully cope with work, since a team is not just a collection of individual abilities, but a balanced team, whose members can work together.

4 Process, system and situational approaches in men-nte In accordance with process approach control - the process, represented. is a series of continuous interconnected actions, called management functions. Each function is also a process consisting of a series of interrelated actions. With regard to all org-tions, the process of managing the state. from the functions of planning, organization, motivation and control. These primary functions are united by the connecting processes of communication and decision-making. All functions require decision-making and all of them need communication in order to receive information for making a decision. A common drawback of previous schools and approaches was that they focused on one important element, and did not consider the effectiveness of control as a result of many factors. An attempt to eliminate this deficiency was undertaken within the framework of a systematic and situational approach. Supporters systems approach(late 50s - present, time) consider the organization as a system of interrelated and interdependent el-tov. This approach is based on the general theory of systems, which was initially applied in technology and in relation to biological organisms. Machine tools, machines, televisions, aggregates, computers are all examples of systems. They are comp. from a plurality of interdependent e-comrades. If at least 1 of them stops working, the whole system will malfunction. There are 2 types of systems: open and closed. A closed system is isolated from the external environment, while an open system receives energy, information, materials from the outside, transforms them and issues the final pr-ct (production, services, information) back to the external environment. An open system is able to adapt to changes in the external environment. A closed system moves towards disorganization and destruction. Each org-tion before. sob. an open system consisting of subsystems. Subdivisions, departments, services, levels of management - all these are subsystems. In their och., They can comp. from> small subsystems. External environment for org-tion comp. of objects directly or indirectly influencing it (buyers, suppliers, competitors, etc.) specific org-tion at this particular time). Situational approach, as well as the systemic one, does not deny the previously established schools, but unites them. The situational approach, being a logical continuation of the systemic approach, focuses on these factors and their influence on the activity of the organization.

5 Organization of the food industry as an object of industry management. Food. prom. - one of the most important. branches of the national economy, provide. meeting the needs of the population of the Republic of Belarus in food products. It includes more than 20 sub-sectors with production-technological, organizational-technical, financial-economic and other features. The main link in the food industry is the organization where the production process takes place and food products are created.

The essential features of organizations in the food industry include: the purpose of the product, its consumer value, the types of processed raw materials and materials, the volume of production, its assortment, the continuity or seasonality of production, the conditions for the production and sale of products, the form of ownership, etc.

Each food company is characterized by a production structure, which is understood as the composition of production units, their location and interconnection.

The production structure of enterprises is determined by a number of factors. The main factors include: production volume; range of manufactured products; technical equipment; the nature of energy supply.

For the effective functioning of m. An organization must be created in which the activities of managers are carried out.

The concept of organization has undergone a number of significant changes over time. On initial stage org-tion presented. as the structure of any system. When "management" as a science emerged as an independent area of ​​knowledge, the word "organization" began to be associated with a consciously defined, predetermined structure of roles, functions, rights and responsibilities adopted at the enterprise (in the firm). Those. "organization" should be understood as an enterprise, firm, institution, department and other labor formations. From the whole variety of definitions of the concept of "organization" the following can be distinguished.

1 Organization as a process by which the structure of a controlled or control system is created and maintained

2 Organization as a set of relationships, rights, duties, goals, roles, activities that take place in the process of joint work.

3 Organization as a group of people with common goals. To be considered an organization, a labor formation must meet the following mandatory requirements:

a) the presence of at least two people who consider themselves part of this group; b) the presence of at least one socially useful goal (i.e., the desired end state or result), which is accepted as common by all members of the group; c) the presence of group members who deliberately work together to achieve a goal that is meaningful to all.

Thus, org-tion is a group of people whose activities are deliberately coordinated to achieve a common goal or goals.

In order to assess the importance of personal qualities in activities, it is necessary to disassemble the very concept of personality. Personality is understood as a system of interrelated, stable socially significant qualities of a person that allow him to actively learn and transform the world. Some of them are congenital (natural), some are acquired (social). Personality traits:

• - General qualities. These include intelligence, observation, attention, ability to work, organization, sociability, and so on. Each of these qualities is more or less inherent in any person.
• - Abilities for a particular type of activity. Examples include supervising subordinates, constructing machines, teaching children, etc.
• - Preparedness. It presupposes possession of the knowledge, skills and habits necessary to participate in the activity.
• - The orientation of a person's actions. Arises under the influence of interests, ideals and beliefs.
• - Character warehouse(a set of the most important psychological properties of a given person): biological characteristics - (temperament, reaction speed, endurance, strength, etc.); psychological characteristics (ability to work, work style, etc.); the gender of the carrier of the person.

Personal and professional qualities, along with the skills and ability of the manager, are factors that affect the effectiveness of their work. The personal and business qualities of a manager are the tools that he uses every day in the process of analyzing and making management decisions. Each manager has his own character, welded from a set of behavioral traits and personality traits. The personal characteristics of a manager are varied. First of all, the following qualities should be noted:

• - energy;
• - cheerfulness;
• - good health;
• - sense of humor;
• - respect for others;
• - curiosity;
• - openness to everything new.

We also note that a good manager must be able to find a common language with everyone and everyone, be non-conflict, be able to feel what others want, etc. Many personal qualities contribute to the implementation of managerial functions, and therefore, successful work. F. Taylor, singled out such personal qualities of an ideal manager as: mind; education; technical knowledge; force; tact; energy; determination; definition; prudence. Another classic of management A. Fayol believed that a manager should have: foresight; competence; health; developed intelligence; high level of culture and morality.

From the totality of the manager's personality traits, the "excellent seven" is distinguished:

• 1. Courage - Fear of failure and fear make it difficult to move towards success. Each new action gives life experience.
• 2. Patience - it is impossible to achieve success instantly. Persistence and conscious overcoming of difficulties lead to the goal.
• 3. Envy - the feeling of dissatisfaction should be benevolent and free from the evil spirit of competition.
• 4. Doubt - healthy doubt accompanies making responsible decisions.
• 5. Modesty - a humble person sees himself as a part of everything that surrounds him.
• 6. Sincerity is the basis of self-confidence. A person who believes his lies is very harmful.
• 7. Compassion - kindness and service to people, sympathy for others enhances a person's personal energy.

Thus, each national community, and even a firm, makes its own requirements for the personal qualities of a manager. The personal qualities of a manager resemble professional ones and are important, as they contribute to the performance of managerial functions.

Professional qualities of a leader are individual-personal and socio-psychological characteristics of a person, in combination, ensuring the success of his work in a specific managerial position. These qualities are studied using the method of expert assessments and specially designed psychological tests. When studying the professional qualities of managers, the most productive is the functional-activity approach, that is, the identification of the required qualities based on the analysis of the structure of the activities of managers of a certain rank. Comparison of the development levels of the revealed qualities in the groups of successful and unsuccessful managers makes it possible to draw up a reference profile for each job position. The main professional qualities of a leader:

• - practical intelligence- a person's ability to think critically and logically; the ability to quickly, flexibly and effectively use their knowledge and experience in solving practical problems. This is a necessary quality, but not sufficient. The effectiveness of management work equally depends on both the ability to work with information and the ability to communicate with people. - social intelligence- the ability to understand and correctly interpret the feelings of other people, to put oneself in the place of another, to know what can be required of a particular person and what is not. This is the ability to behave according to the situation, to create with the help of communication the atmosphere most conducive to the success of the business.
• - adequate self-esteem- is expressed in the ability to self-observation, self-control, criticality and correction of their behavior. Inadequate self-esteem manifests itself in selective perception of information (for example, a manager discards information that could reduce the assessment of his activities in his own eyes or begins to evaluate subordinates not by the objective results of their activities, but by how well they are able to adapt to his expectations). Inflated self-esteem, inability to correctly assess their capabilities and professional competence lead to the fact that the manager undertakes to perform overwhelming tasks. In turn, low self-esteem creates self-doubt and negatively affects relationships with colleagues or subordinates.
• - professional knowledge- as we approach the top of the management pyramid, the amount of highly specialized knowledge required decreases. So, the director of the plant or the president of the company does not need to know so thoroughly the production technology as the chief technologist is familiar with it. However, a top manager must know whether production processes correspond to world standards, what are the technological and economic ties between enterprises in the industry, what are the most promising types of products, etc. That is, along with the necessary knowledge in the field of management, he needs to have a general idea of special issues.

Top-level managers and executives must have professional qualities that allow:

• - to identify the problem, taking into account its relationship with other management tasks;
• - make optimal decisions taking into account the opinions of various specialists;
• - promptly manage and control the work of employees;
• - with an increase in the level of management, the requirements for such psychological qualities of managers as a sense of responsibility, the ability to think ahead, persistence and purposefulness increase.

Following from this, several of the most important leadership qualities of a manager can be distinguished:

• * Organizational skills;
• * Sociability (the ability to clearly express your thoughts, adequacy, the ability to listen, the ability to win over the interlocutor);
• * Professional competence;
• * Ability to make decisions;
• * Initiative;
• * Intellectuality;
• * Creativity;
• * Stress tolerance.

Also of no small importance is ability to social activation other people, the ability to infect them with their energy, will, self-confidence.

The work of a manager, and any other work, presupposes that a specialist has such a quality as the ability to bring things to an end. Ability to complete work demonstrates interest and understanding of the importance of customer service.

Ability to work in a team- the ability to successfully work in a team with partners and bosses, with people of different classes and professions is a great value for any company.

Ready to work and motivated- CEOs of companies want to see employees at work who will do everything possible to achieve both their own success and the success of their team.

Desire to succeed- it is very difficult to teach people if they have no desire to do so. If there is such a desire, then it is much easier to resolve important issues.

The problem of business and personal qualities that make up the psychological portrait of successful leaders is studied by foreign and Russian scientists in the context of considering the most important personal prerequisites for successful entrepreneurship and management. According to the results of R. Stogdill, the most important qualities of a leader are: dominance, self-confidence, emotional balance, stress resistance 4. Borisova E.M. stated that the ability to maintain self-control in a stressful situation, activity, the ability to maintain high performance in the presence of hindrances are the optimal determinants of the professional success of a manager 5. Shmelev A.G. Among the basic qualities of a successful leader, he singled out intelligence, activity, energy. According to the research results of A.E. Chirikova, important qualities of a Russian top manager are reputation, the ability to create a good team, the ability to take responsibility, managerial professionalism and versatility. Ilyin S.S. among the personality traits, the following were identified: dominance (the ability to influence other people, "inspire subordinates"), self-confidence, persistence and the ability to persuade, restraint, the ability not to lose self-control in an extreme situation, the ability not to exaggerate difficulties and obstacles in the way of achieving goals , business orientation, the desire to take responsibility for oneself.

Exploring the formation of the personality traits of a manager, E.V. Milkina showed that students-managers and leaders do not observe sharp qualitative changes in personality in the process of professional training, respectively, and in further professional activities, the manager manages the system, based not only on the knowledge and skills acquired, but to a greater extent on basic personal characteristics.

French writer Jean de La Bruyère (1645-1696) in his book "The Characters, or Morals of Our Century" noted: "Whoever does not know how to use his time effectively, he is the first to complain about its lack, ... he has no time to do business or indulge in pleasures ... ... Any minister, no matter how busy he is, every day wastes at least two hours, and how much it will take in a lifetime. People of lower rank save their time even less. What an immeasurable and everyday waste of what is so precious and what we always lack ”6.

According to Esselte Leitz, German managers work 70 hours a week, English 60, American 58, French 56, Swedish 54. 23% of German managers work 80 hours a week, 24% 100 For 75% of managers, the work week has become a seven-day week.

According to Stephen Covey's definition, there are four stages in the development of theoretical research and practical development in the field of personal time management. When considering these stages, it is necessary to take into account that each subsequent one did not reject the previous one, but absorbed it into itself.

Conclusion: From the above analysis of literary sources, it can be seen that the problem of studying the personal properties of managers is quite complex and multifaceted, within the framework of one study it is very difficult to take into account all its features.

SECTION II. ANALYSIS OF THE PERSONAL QUALITIES OF AN EFFECTIVE MANAGER

The formation of the qualities of a strong personality is one of the prerequisites for the work of a leader on himself. How do the concepts of “strong personality” and “strong leader” relate to each other? It is possible to be a strong person and still not be a strong leader, although strong leaders are usually strong personalities. It seems to us that the process of training management specialists should form in future managers professional knowledge, abilities, skills, communication and organizational skills, and whole line personal qualities necessary for effective work, as well as social and psychological readiness for future management activities.

Of the multitude personal qualities of the leader influencing the effectiveness of management, the most significant are the following:

1. Dominance. Firstly, to influence others it is not enough to rely only on power, official powers, i.e. to formal authority. It is known that if subordinates act by following only the rules and requirements set by the manager, they use no more than 65% of their capabilities and sometimes perform their duties satisfactorily, just to keep their jobs. So the influence of the leader, based only on the means of a formal-organizational nature, must necessarily be fueled by informal influence. Secondly, informal influence produces the desired effect only when it finds an internal response, some form of feedback. Without a positive response, the leader's desire to dominate will look like a primitive claim to power.
2. Self confidence. A self-confident leader provides a certain psychological comfort and increases the motivation of subordinates to work. Two important points should be noted. First, there is a difference between self-confidence and self-confidence. This distinction is easy to grasp, but difficult to overcome. A self-confident person proceeds from realistic ideas about his capabilities, advantages and disadvantages, not minimizing or exaggerating them, i.e. he has formed an adequate self-esteem. Secondly, it is known that subordinates feel very well the state of the leader, which means that, no matter how the circumstances develop, one should at least outwardly keep oneself calm and confident.
3. Emotional balance. First, uncontrollable emotions (even positive ones) adversely affect the psychological climate in the team. Therefore, the manager must maintain an even, respectful business relationship with all employees, regardless of personal likes and dislikes. Secondly, a leader is the same person as everyone else: he can indulge in irritation, resentment, despondency, etc. The constant suppression of negative emotions, their containment in a work environment can lead to neuroses. Therefore, it is extremely important for the manager to find means of emotional and psychological relief (playing sports, meeting friends, hobbies, etc.).
4. Stress tolerance . Stress is a general protective reaction of the body to environmental influences that violate its homeostasis; it is a state of tension (both physiological and emotional-psychological), which activates a person's efforts to achieve goals. The problem is that the level of stress that is favorable for one person is unbearable for another. Stress is associated with any area of ​​human activity. A significant part of the causes of stressful conditions of a person is associated with his professional activity. The main ones are the fear of not coping with work, making a mistake, being left out by others, losing your job, losing your own “I”.
5. Creativity. This is a person's ability to creatively solve problems, a very important personality trait, especially essential for innovation. In relation to management activities, creativity can be considered as the ability of a leader to see elements of novelty, creativity in the activities of subordinates and support them. Some obstacles prevent a person from showing a creative approach to business: a weak desire for something new, insufficient use of one's capabilities, excessive tension, excessive seriousness; bad methodology.

Implementation of effective activities of a manager is impossible without a creative approach to their work. Consider some principles of creative attitude to the profession:

• To be able to distinguish the main from the secondary - both in relation to business and in interaction with people.
• Know the extent of the impact on events.
• Ability to approach the problem from different angles.
• Preparedness for unexpected events.
• Ability to draw positive experience from what is happening.

1. Striving for achievement and entrepreneurial spirit. Without these qualities, it is impossible to imagine an effective leader. One of the fundamental needs is reflected in a person's striving for achievements - the need for self-realization. Leaders with these traits have a number of characteristics. First, they prefer situations in which they can take responsibility for solving the problem. Second, they are not inclined to expose themselves to too much risk and set realistic goals for themselves. Third, people striving for achievement are always interested in having feedback - information about how well they are doing on a task.

1. Responsibility and reliability . In modern management, these personality traits are a kind of "visiting card" of both the company and the leader himself. For a firm that values ​​its reputation, it is quite clear that obligations must be fulfilled, even if it causes losses. We can safely say that the future belongs to those companies and leaders whose motto is excellent quality, reliability of performance and loyalty in relations with customers. Dignity and responsibility Is more than just business ethics. Each leader must know exactly for what kind of work and by what criteria he bears absolute responsibility. This responsibility can never and under no circumstances be transferred to someone else. Hence the dignity, because it is determined by the presence of constant responsibility.
2. Independence. This is the readiness of the leader to independently make decisions and be responsible for them. The more independent the leader is, the more independent he behaves, the more valuable and useful it is for him to listen to the opinions of colleagues, if they contain a rational kernel. It should be noted that outstanding entrepreneurs encourage dissent in their companies. This is important from all points of view, because like-minded people are not those who think the same way, but those who think the same thing. A strong, independent leader can afford to have dissenting people among his subordinates. You can only rely on what resists.
3. Sociability. According to some studies, a manager spends more than three-quarters of his working time on communication. Without sociability, such a fundamental quality as the ability to build relationships with people is impossible. Sociability is not an innate quality, it can be developed. The development of communication skills is an essential part of a manager's self-improvement and self-development.

To the above personality traits, you can add more a number of traits inherent in a "strong" leader:

1. High resistance to frustration (emotional state of depression, depression and devastation that occurs when faced with obstacles that seem insurmountable).
2. Ability to abandon their point of view if subordinates prove that it is not optimal.
3. Ability to discuss their qualities, accept criticism, while maintaining self-confidence.
4. Ability to withstand both victories and defeats.
5. The ability to lose without feeling defeated, immediately tackling new problems.
6. Energetic, high level of effort.
7. Management competence.
8. Ability to manage, organize business.
9. The ability to evoke sympathy.
10. Ability to see changes inside and outside the organization.
11. Readiness for changes and their immediate implementation.
12. Ability to use your time productively.

The analysis of these signs shows that some of them are directly related to the manager's personal qualities and are "derived" from them. Another part of the presented characteristics are purely professional qualities of a manager, developed with the help of special efforts. So a strong personality and a strong leader are close concepts, but not identical.

In addition, for successful management, the future manager must have the following professional qualities 7 :

1. Competence - every manager should know what to do and how to do his job in the best possible way. This requirement does not exclude the fact that he works in his own, only his inherent manner.
2. Feeling new and taking risks - develops as a result of constant changes in the way tasks are performed. New ways and means of accomplishing common tasks take precedence. Their constant search is encouraged in the activities of each manager. On the other hand, it is important not only to be willing and able to take risks, but also to be able to take risks. For this, the manager must be ready to effectively use all the resources at his disposal, and be able to plan his actions.
3. Sensitivity and mobility - are cultivated by encouraging new ideas and strategic decisions at any level of subordination. Foreseeing a problem allows you to cope with it even before it rises to its full height (forecasting ability, vision of the desired perspective). This saves not only time, but also money.
4. High efficiency - it is not only the ability to work for a long time and with high quality, but also the ability to organize your work in the most optimal way (understood as the number of important decisions made per unit of time). This is patience, without which long-term hard work is impossible.

The very nature of managerial activity requires constant and daily work on self-improvement and self-development of the individual. Without this, it is impossible to become and remain an effective leader.

The main qualities inherent in a modern manager are:

The ability to manage oneself,

The ability to influence others,

Striving for personal growth,

Ingenuity,

Ability to train subordinates.

The ability to manage oneself. The need to be able to control oneself is determined by the fact that a person who wants to control others must first learn to control himself. Work can swallow a person, squeeze out his creative power and deprive him of the joy of life. Therefore, the manager must learn to treat himself as a unique and invaluable resource, constantly maintaining his productivity.

This skill is made up of four main components.

1 Ability to maintain their own physical health, an easily tracked indicator of which is a stable weight.

2. Ability to maintain their own mental health. This requires:

Study and know your inner world;

Experience, acknowledge and express your feelings without suppressing your own emotions;

Strive to establish good relations with others and at the same time patiently endure self-dislike from subordinates;

Calmly accept failures, considering them as something inevitable and even useful, allowing you to learn;

Strive to create conditions that would sharply stimulate activity, but would not impose excessive demands leading to stress. SECTION I. Theoretical foundations of the study of the personal qualities of an effective manager ........................................ ............................

6
SECTION II. ANALYSIS OF THE PERSONAL QUALITIES OF AN EFFECTIVE MANAGER ..................................
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SECTION III. Improving the personal qualities of an effective manager .............
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Conclusion …………………………………………………… .......... 29
LIST OF SOURCES
AND LITERATURE ……………………………………………… .........…

5.2. Personal and business qualities of a manager

An effective manager is, first of all, a person, and then a specialist. Therefore, the effectiveness of managerial activities is determined primarily by the level of his personality traits ... Management practice does not give an unambiguous answer about the presence of a clear relationship between the specific qualities of a manager and the success of management, however, the most important requirements for the personal qualities of managers are currently most often referred to:

intellectual qualities, which ultimately determine the manager's ability to solve problems and make effective decisions. These include: intelligence, memory, prudence, erudition, education, striving for self-development, logic of thinking, intuition, insight, oratorical ability, quick verbal reaction, etc.;

physiological qualities characterizing a person's physical data: high working capacity, endurance, health status, appearance, representativeness, posture, gait, height, etc. There are many leaders in history who did not possess these qualities, but their image acquired many of these qualities in the eyes of a huge number of people ;

psychological qualities defining character traits and temperament.

Character traits determine the leader's attitude to himself, to the business and to other people. The main character traits are: determination, decisiveness, energy, imperiousness, exactingness, perseverance, organization, initiative, willingness to take responsibility, punctuality, hard work, poise, self-confidence, ambition, sense of humor, self-criticism, etc.

Temperament is determined by a set of mental and mental properties of a person, characterizing the degree of his excitability and manifested in his attitude to the surrounding reality, in behavior. The concept and types of temperament were first introduced by the ancient Greek physician Hippocrates.

According to the type of temperament, psychologists divide people into the following groups:

choleric - these are people who differ in both internal and external anxiety. This type of temperament is the most unbalanced, for example, when an obstacle arises on the path of such a sociotype, it is unable to restrain the excitement - it spills out. It is also difficult for him to get around the obstacle because of his straightforwardness in actions;

phlegmatic - these are people who are calm both externally and internally. It is the most balanced of all temperaments. He is reserved and closed, not distracted by external irritating factors. Although this does not mean that a phlegmatic person is not able to flare up, it is very difficult to bring him to such a state;

sanguine - these are people who are restless on the outside, but calm on the inside. Their temperament is assessed as moderately balanced. After outbursts of irritability, they quickly calm down. To do this, they just need to switch to some other external stimulus, which they do;

melancholic - people who are calm on the outside, but restless on the inside. They occupy an intermediate position in terms of the degree of equilibrium of the nervous system, moving, however, closer to the pole of imbalance. They hide their inner experiences under the guise of calmness or, conversely, liveliness. Their problem is the search for inner harmony, which can be easily destroyed by the influence of external factors.

All other things being equal, choleric and sanguine types of temperament are considered the most suitable for managerial activity;

moral and ethical qualities, which are the result of education and the influence of the social environment on the individual. The most essential moral and ethical qualities include: sincerity, honesty, respect for other people, a sense of personal responsibility, conscientiousness, consistency and perseverance in work, lack of inclination to alcohol and immoral acts, the ability to admit one's own mistakes, etc.

Business qualities of a manager contribute to the achievement of the set goal, the intended result. These qualities are manifested in the professionalism of managers, the ability to build business relationships, in his organizational skills and in an active life position.

Recognition of the special role of managers in management raised the question of their professional isolation and the need for their special training.

Manager professionalism depends on the degree of mastery of special knowledge and skills in the field of organization of production (commerce) and management, as well as on his organizational skills, expressed in the ability to work with people.

The professionalism of the manager is due to the following main quality characteristics:

availability of knowledge and experience in the field of management of a modern organization;

competence in matters of the state and development prospects of the industry in which the organization operates;

knowledge of the specifics of the enterprise and its main divisions;

possession of entrepreneurial skills, the ability to control the situation in the industry market;

availability of knowledge and practical experience in analyzing the organization's environment;

the ability to predict and plan the work of the organization;

the ability to substantiate and make rational decisions in conditions of mobility and uncertainty of the external and internal environment of the organization;

ability and ability to manage the resources of the organization;

possession of modern information technologies, means of communication and communication;

knowledge and skill in applying the methods of labor motivation of the organization's personnel;

possession of effective methods of control in the organization.

It used to be believed that to manage an organization it is not necessary to be a specialist in this industry, it is enough to know the technology and management techniques, to be able to work with people. Currently, as a result of the development of social production, this approach is criticized, since hired managers do not identify themselves with production, the goals of the company do not become their own goals. In addition, their training in business schools is often inadequate for production needs. Therefore, in European and Japanese companies, as a rule, it is practiced not to invite managers from outside, but to "grow" them in their firms.

According to research, a modern leader should only be 15 - 20% a specialist in his industry, first of all, he should be an organizer, psychologist, sociologist.

Of great importance in managerial activity is the experience of a leader, which, along with positive qualities, may include some negative aspects due to the development of a habit to old ways of acting, fear of new, conservatism and routine. Signs of routine in a manager's work are:

absolute confidence in the correctness of their actions;

uncritical attitude to their own activities;

lack of search for new ways and methods of solving problems and tasks;

a sense of superiority over others;

complete satisfaction with the state of affairs and reluctance to change.

The main activity of a leader is working with people. The manager's organizational potential is manifested in the system of his relationship to himself and to other people (environment). His ability to skillfully build business relationships, to regulate the psychological climate in the team should be considered as one of the main signs of the professional suitability of managers.

Under organizational skills the individual psychological characteristics of a person are understood, which allow a person to master the methods of organizational activity and successfully implement them.

Organizational skills include:

purposefulness - the manifestation of perseverance in the constant rationalization of managerial work and the ability to take decisive action in achieving the goals of the organization;

creativity - a propensity for creative forms of activity, deepening knowledge, initiative, intolerance to conservatism, willingness to take reasonable risk, desire for innovation, self-control, enterprise, etc .;

sociability - sociability, the ability to win over people, the ability to listen, understand and convince people, as well as the ability to look at a conflict situation through the eyes of the interlocutor;

stress tolerance – intellectual and emotional security in problem situations, self-control and sobriety of thinking when making decisions;

dominance – authority, ambition, striving for personal independence, leadership, self-respect, strong-willed character, etc.

The leader must take into account the needs of subordinates for self-realization and self-respect. Therefore, the sphere of its influence should also include purely personal properties of people, their psychology.

The sources of moral and psychological diseases of the work collective are the thoughts and feelings of subordinates. There is only one way of influencing their behavior - this is the leader's cognition of their inner world and mastering the techniques of restructuring it in a positive direction. At the same time, each leader must master the mechanism of psychological influence on subordinates, which implies various ways to activate their activities: persuasion, suggestion and coercion.

A leader with insufficient personal and business qualities:

always faced with unforeseen circumstances, since he is not able to predict and feel their approach, and, accordingly, prepare for them;

I am convinced that he knows the business and knows how to do it better than anyone else, therefore he tries to do everything himself;

busy with insignificant details of the case, participates in all matters, because of which he never has time;

likes to "fill up with papers" his desk;

carries unread documents home to review;

does not solve anything until the end, often postpones decisions until tomorrow;

in order to avoid responsibility, he is ready for any compromise, he is inclined to shift his mistakes onto others;

familiar with subordinates, trying to gain a reputation as a good leader;

is able to "make an elephant out of a fly", sees everything in a black-and-white image, etc.

The practice of management shows that in modern economic conditions, leaders should be not only enterprising business executives, but also politicians, statesmen with a broad outlook, political culture oriented towards a person, to meet his needs.

The concept of "political culture" implies political orientation, political knowledge and action, as well as the ability to lead the team led, while correctly combining power and informal influence on people.