Home Vegetables Your immediate superior. What if your boss gives instructions to subordinates, bypassing you. Assessment of the achieved results

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Your immediate superior. What if your boss gives instructions to subordinates, bypassing you. Assessment of the achieved results

Situation 4.

Situation 3.

Situation 2.

Situation 1.

Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy performing another important task. You and your boss consider your assignments urgent.

You received two urgent tasks at the same time: from your immediate boss and your superior. You do not have time to agree on the deadlines for completing tasks, you need to start work urgently.

A conflict has arisen between your two subordinates, which prevents them from working. Each of them individually asks you to understand and support his position.

In the most intense period of completion of the production assignment, an unseemly act was committed in the brigade, labor discipline was violated, as a result of which a marriage was made. The foreman does not know the culprit, but he must be identified and punished.

What would you do if you were a foreman?

Situation 5. You are given the opportunity to choose your own deputy. There are several candidates. Each applicant is distinguished by the following qualities:

A. The first strives, first of all, to establish friendly comradely relations in the team, to create an atmosphere of trust and friendly disposition at work, prefers to avoid conflicts, which is not understood correctly by everyone. B. The second often prefers, in the interests of the case, to aggravate relations (regardless of the person), is distinguished by an increased sense of responsibility for the task entrusted. B. The third one prefers to work strictly according to the rules, is always accurate in his job duties, demanding of his subordinates. D. The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always seeks to complete the job, does not attach much importance to possible complications in relationships with subordinates.

Situation 6. You are given the opportunity to choose your own deputy. There are several candidates. Each applicant is distinguished by the following features of the relationship with a superior superior:

Situation 7. When you happen to communicate with employees or subordinates in an informal setting, during leisure, what are you more inclined to?

Situation 8. The subordinate for the second time did not fulfill your task on time, although he promised and gave his word that such a case would not happen again.

Situation 9. The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to the comments, not correcting what you indicate to him.

Situation 10. In the labor collective, where there is a conflict between the two groups about the introduction of innovations, a new leader has come, invited from outside.

How, in your opinion, is it better for him to act in order to normalize the psychological climate in the team?

A. First of all, to establish contact with the supporters of the new, not accepting the arguments of the supporters of the old order, to work on the introduction of innovations, influencing rivals by the force of their example and the example of others. B. First of all, try to dissuade and attract supporters of the old style of work, opponents of perestroika, to influence them with conviction in the process of discussion. B. First of all, choose an asset, instruct him to figure it out and propose measures to normalize the situation in the team, rely on the asset, the support of the administration and public organizations. D. To study the prospects for the development of the team and improve the quality of products, to set new promising tasks for the team to work together, to rely on the best achievements and labor traditions of the team, not to oppose the new to the old.

Situation 11. During the most stressful period of the completion of the production program, one of your team members fell ill. Each of the subordinates is busy doing his job. The absentee's work must also be completed on time.

Situation 12. You have a tense relationship with a colleague. Let's say that the reasons for this are not entirely clear, but it is necessary to normalize relations so that the work does not suffer.

Situation 13. You have recently been elected as the head of the labor collective, in which you worked for several years as an ordinary employee. At 8h. 15 minutes. You summoned a subordinate to your office to find out the reasons for his private lateness for work, but you yourself were unexpectedly 15 minutes late for work. The subordinate came on time and is waiting for you.

Situation 14. You have been working as a foreman for the second year already. A young worker asks you to let him go from work for 4 days at his own expense in connection with the marriage. “Why 4?” - you ask.

“And when Ivanov got married, you allowed him 4,” the worker replies calmly and submits an application. You sign an application for three days, in accordance with the current regulation.

However, the subordinate goes to work after 4 days. What will you do?

Situation 15. You are the head of the production team. During the night shift, one of your workers in a state of alcoholic intoxication ruined expensive equipment. Another, while trying to repair it, was injured. The culprit calls you on the phone and anxiously asks what should they do now?

Situation 16. You once found yourself in a discussion with several production managers about how best to deal with subordinates.

One of the points of view you liked the most. Which?

Situation 17. You are the head of the shop. After the reorganization, you urgently need to re-staff several teams according to the new staffing table.

Situation 18. There is an employee in your team who is listed rather than working. This position suits him, but you do not.

Situation 19. When distributing the labor force participation rate (KTU), some members of the brigade felt that they were undeservedly "bypassed", this was the reason for their complaints to the head of the shop.

Situation 20. You recently started working as a head of a modern workshop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight. Two more hours before lunchtime. Walking along the corridor, you see three workers in your shop, who are talking animatedly about something, not paying attention to you. Returning 20 minutes later, you see the same picture.

1. The concept of management. Manager and entrepreneur.

2. The essence and characteristics of modern management.

3. Functions, management cycle.

4. History of management development.

5. Classical school of management.

6. Behavioral Management School.

7. Situational school of management.

8. A systematic approach to management.

9. Strategic planning.

10. Mission of the organization. Consideration of the external environment (environment) when developing a strategy.

11. The internal environment of the organization.

12. Identifying the strengths and weaknesses of the firm.

13. Organizational structures.

14. Bureaucratic and adaptive organizational structures.

15. Functional (classical) organizational structure.

16. Divisional structure.

17. The structure of the organization, built on a product basis.

18. Project and matrix organizational structures.

19. Groups and their importance. Formal and informal groups.

20. Motivation and needs. Motivation theory.

21. Herzberg's two-factor theory of motivation.

22. Maslow's theory of human needs.

23. Procedural theory of motivation.

24. The theory of expectations and the theory of justice.

25. Control, concept and essence.

26. Stages of control.

27. Leadership, influence, power. Types of power. The balance of power. Partnership.

28. Leadership, leadership styles.

29. Management grid and its use.

30. Management methods.

31. Self-management of the head. Work time. Time management.

32. Problems of optimal use of working time. Principles

Pareto and Eisenhower.

33. Information and communication.

34. Business communication, essence and content, types.

35. Organization of business communication.

37. Requirements for management decisions.

38. Decision making process.

39. Methods for making a decision.

40. Conflict and stress management. Types, essence. Methods

Manager career

Career advancement largely depends on what the future leader is focused on.

This test is aimed at assessing four types of leadership orientation in the management process, namely:

D - focus on the interests of the business;

II - orientation towards relationships with people, psychological climate in the team;

О - orientation towards official subordination;

С - self-orientation.

You are offered 20 production situations and 4 options for solving each of them (A, B, C and D). Select the solution options that suit you and mark them.

The test also allows you to evaluate another manager in absentia, then choose the solution options that suit him.

Try to be honest and objective.

Situation 1

Your immediate boss, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss consider your assignments urgent. Choose the solution that works best for you.

a) Without disputing the tasks of the chief, I will strictly adhere to the official chain of command, I will invite the subordinate to postpone the execution of the current work;

b) It all depends on how authoritative the boss is for me;

c) I express to my subordinate my disagreement with the task of the chief, I will warn him that henceforth in such cases I will cancel the tasks assigned to him without my consent;

d) In the interests of the cause, I will invite the subordinate to carry out the work begun.

Situation 2

You received two urgent assignments at the same time: from your immediate boss and your supervisor. You do not have time to agree on the deadlines for completing tasks, you need to urgently start work. Choose your preferred solution.

a) First of all, I will begin to carry out the task of the one I respect more;

b) First, I will carry out the task, the most important, in my opinion;

c) First, I will complete the task of my superior;

d) I will carry out the assignment of my immediate superior.

Situation 3

A conflict has arisen between your two subordinates, which prevents them from working successfully. Each of them individually asked you to understand and support his position. Choose your option to behave in this situation.

a) I have to stop the conflict at work, and resolving the conflict relationship is their own business;

b) It is best to ask representatives of public organizations to sort out the conflict;

c) First of all, personally try to understand the motives of the conflict and find an acceptable way of reconciliation for both;

d) Find out which of the team members serves as an authority for the conflicting people, and try to influence these people through him.

Situation 4

In the most stressful period of completion of the production task and the brigade, an unseemly act was committed, labor discipline was violated, as a result of which a marriage was allowed. The foreman does not know the culprit, but he must be identified and punished. What would you do if you were a foreman?

a) I will leave the clarification of the facts on this incident until the end of the production assignment;

b) Those suspected of misconduct, I will call to myself, I will have a cool talk with each one eye to eye, and I will propose to name the culprit;

c) I will inform those of the workers whom I trust the most about what happened, I will invite them to find out the specific culprits and report;

d) After the change, I will hold a meeting of the brigade, publicly demand that the guilty be identified and punished.

Situation 5

You are given the opportunity to choose your own deputy. There are several candidates. Each applicant is distinguished by the following qualities.

a) The first strives, first of all, to establish friendly comradely relations in the team, to give an atmosphere of mutual trust and friendly) disposition at work, prefers to avoid conflicts, which is not understood correctly by everyone;

b) The second often prefers, in the interests of the case, to aggravate relations "regardless of the person", is distinguished by a heightened sense of responsibility for the task entrusted to him;

c) The third person prefers to work strictly according to the rules, is always accurate in the performance of his official duties, and is demanding of his subordinates;

d) The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always seeks to complete the job, does not attach much importance to possible complications in relations with subordinates.

Situation 6

You are invited to choose your own deputy. Candidates differ from each other in the following features of their relationship with their superiors:

a) The first one quickly agrees with the opinion or order of the chief, strives to clearly, unconditionally and on time to fulfill his tasks;

b) The second can quickly agree with the opinion of the boss, with interest and responsibility to carry out all his orders and tasks, but only if the boss enjoys his authority;

c) The third has rich professional experience and knowledge, a good specialist, a skillful organizer, but sometimes he is quarrelsome, difficult to communicate;

d) The fourth is a very experienced and competent specialist, but always strives for independence and independence in work, does not like to be interfered with.

Situation 7

When you happen to communicate with employees or subordinates in an informal setting, during rest, what are you more inclined to?

a) Conduct conversations close to you on business and professional interests;

b) Set the tone for the conversation, clarify opinions on controversial issues, defend your point of view, strive to convince others of something;

f) To share a common topic of conversation, not to impose your opinion, to support a common point of view, to strive not to stand out with your activity, but only to listen to the interlocutor

d) Strive not to talk about business and work, be an intermediary in communication, be relaxed and attentive to others.

Situation 8

The subordinate for the second time did not fulfill your task on time, although he promised and gave his word that such a case would not happen again. What would you do?

a) Wait for the task to be completed, and then talk sternly in private, warning the last time;

6) Without waiting for the task to be completed, talk to him about the reasons for the repeated failure, achieve the task, punish him for the failure with a ruble;

d) Without waiting for the task to be completed, transfer the issue of punishing the employee to the decision of the asset. In the future, increase the exactingness and control over its work.

Situation 9

The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to comments, not correcting what you point him to. What will you do with this subordinate in the future?

a) Having understood the motives of perseverance and seeing their insolvency, I will apply the usual administrative penalties;

b) In the interests of the case, I will try to call him into a frank conversation, try to find a common language with him, set him up for business contact;

c) I turn to the collective's asset - let them pay attention to their wrong behavior and apply measures of social influence;

d) I will try to figure out whether I myself make mistakes in my relationship with this subordinate, then I will decide what to do.

Situation 10

In the labor collective, where there is a conflict between the two groups about the introduction of innovations, a new leader has come, invited from outside. How, in your opinion, is it better for him to act in order to normalize the psychological climate in the team?

a) First of all, to establish business contact with the supporters of the new, not taking seriously the arguments of the supporters of the old order, to work on the introduction of innovations, influencing opponents by force

b) First of all, try to dissuade and attract supporters of the previous style of work, opponents of change, to influence them with conviction in the process of discussion;

c) First of all, choose an asset, instruct him to figure it out and propose measures to normalize the situation in the team, rely on the asset, the support of the administration and public organizations;

d) To study the prospects for the development of the team and improve the quality of products, set new promising tasks for the team to work together, rely on the best achievements and labor traditions of the team, not oppose the new to the old.

Situation 11

During the most stressful period of the completion of the production program, one of your team members fell ill. Each of the subordinates is busy doing his job. The absentee's work must also be completed on time. What to do in such a situation?

a) I will see which of the employees is less loaded, and I will order: "You take this job, and you will help to finish it";

b) I will propose to the team: “Let's think together how to get out of this situation”;

c) I will ask the members of the collective's asset to express their proposals, having previously discussed them with the members of the collective. Then I'll make a decision;

d) I will summon the most experienced and reliable employee and ask him to help out the team by completing the work of the absent one.

Situation 12

You have a tense relationship with a colleague. Let's say that the reasons for this are not entirely clear to you, but it is necessary to normalize relations so that the work does not suffer. What would you do first?

a) Openly call a colleague for a frank conversation in order to find out the true reasons for the strained relationship;

b) First of all, I will try to understand my own behavior in relation to him;

c) I will address a colleague with the words: Business suffers from our strained relationship. It's time to agree on how to work further ”;

d) I will appeal to other colleagues who are aware of our relationship and can mediate in their normalization.

Situation 13

You have recently been elected as the head of the labor collective, in which you worked as an ordinary employee for several years. At 8 hours 15 minutes, you summoned a subordinate to your office to find out the reasons for his frequent lateness for work, but you yourself were unexpectedly 15 minutes late. The subordinate came on time and is waiting for you. How do you start a conversation when you meet?

a) Regardless of my lateness, I will immediately demand his explanations about being late for work;

b) I will apologize to my subordinate and start a conversation;

c) Hello. I will explain the reason for my lateness and ask him: "What do you think can be expected from a manager who is as often late as you are?"

d) In the interests of the case, I will cancel the conversation and postpone it for another time.

Situation 14

You have been working as a foreman for the second year already. A young worker asks you to let him go from work for four days at his own expense in connection with the marriage.

Why four days? You ask.

And when Ivanov got married, you allowed him four, - the worker calmly replies and submits an application. You sign for three days, according to the current regulation.

However, the subordinate goes to work after four days. What will you do?

a) I will report the violation of discipline to the higher authorities, let him decide;

b) I will offer the subordinate to work the fourth day on the day off. I will say Ivanov also worked it out ”;

c) In view of the exceptional nature of the case (people do not marry every day), I will confine myself to a remark;

d) I will take responsibility for his absenteeism. I'll just say, "You shouldn't have done that." Congratulations, I wish you happiness.

Situation 15

You are the head of the production team. During the night shift, one of your workers in a state of alcoholic intoxication ruined expensive equipment. Another, while trying to repair it, was injured. The culprit calls you at home on the phone and anxiously asks what should they do now?

a) Follow the instructions. Read it, it’s on my desk, and do whatever is required;

b) Report the incident to the watchman. Draw up an act on equipment breakdown, let the victim go to the doctor. We'll figure it out tomorrow;

c) Do nothing without me. Now I'll come and sort it out;

d) What is the condition of the victim? Call a doctor if necessary.

Situation 16

One day we found ourselves a participant in a discussion of several production managers about how best to deal with subordinates. One of the points of view you liked the most. Which?

a) First: "In order for a subordinate to work well, you need to approach him individually, take into account the peculiarities of his personality";

b) Second: “These are all little things. The main thing in assessing people is their business qualities, diligence. Everyone should do what he is supposed to do ”;

c) Third: “I believe that success in leadership can be achieved only in that case. If a subordinate trusts his supervisor, he respects him ”;

d) Fourth: "This is correct, nevertheless, the best incentives in work are a clear order, a decent salary, a well-deserved bonus."

Situation 17

You are the shop manager. After the reorganization, you urgently need to re-staff several teams according to the new staffing table. Which path will you take?

a) I will get down to business myself, study all the lists and personal files of the shop workers, and propose my project at a team meeting;

b) I will propose to resolve this issue to the personnel department. It's their job;

c) in order to avoid conflicts, I will propose to express my proposals to all interested persons, create a commission to recruit new teams;

d) First, I will determine who will lead new brigades and sections, then I will instruct these people to submit their proposals on the composition of the brigades.

Situation 18

There is an employee in your team who is listed rather than working. He is satisfied with this position, but you are not. What will you do in this case?

a) I will talk with this person face to face. Let him know that it is better for him to resign of his own accord;

b) I will write a report to the superior chief with a proposal to "reduce" this unit;

c) I will invite the labor collective to discuss this problem and prepare their proposals on how to deal with this person;

d) I will find a suitable job for this person, attach a mentor, strengthen control over his work.

Situation 19

When distributing the coefficient of labor participation, some members of the brigade felt that they were undeservedly "bypassed", this was the reason for complaints to the head of the shop. How would you react to these complaints if you were in his place?

a) You answer the complainants something like this: “The coefficient is approved and distributed by your team. I have nothing to do with this;

b) Okay, I will take into account your complaints and try to sort this out with your foreman;

c) Don't worry, you will get your money. State your claims in my name in writing;

d) I promise to help establish the truth, immediately go to the site and talk with the foreman, skillfully other members of the brigade's asset. If the validity of the complaints is confirmed, offer the foreman to redistribute the coefficient next month.

Situation 20

You recently started working as a head of a modern workshop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight. Two more hours before lunchtime. Walking along the corridor, you see three workers in your shop, who are talking animatedly about something and do not pay attention to you. Returning 20 minutes later, you see the same picture. How will you behave?

a) I will stop and let the workers know that I am the new head of the shop. In passing, I will note that their conversation has dragged on and it's time to get down to business;

b) I will ask who their immediate superior is. Will I call him to my office?

c) First, I’ll ask what the conversation is about. Then I will introduce myself and ask if they have any complaints about the administration. After that, I will propose to go to the workshop to the workplace;

d) First of all, I will introduce myself, ask how things are in their brigade, how they are loaded with work, which prevents them from working rhythmically. I'll take a note of these workers.

Table 2.2.

Key:

Situation number	Orientation type
D	P	WITH	O
	G	B	V	A
	B	A	G	V
	A	G	V	B
	A	V	B	G
	B	A	G	V
	V	B	G	A
	A	G	B	V
	A	V	B	G
	B	V	G	A
	G	B	A	V
	A	B	G	V
	V	G	B	A
	G	B	V	A
	B	V	G	A
	A	G	V	B
	B	A	V	G
	G	V	A	G
	V	G	A	B
	G	B	V	A
	G	V	A	B

Result:

Calculate the number of points you earned for each position and identify the personal orientation priorities you received in the leadership.

Business orientation (D) characterizes your level of competence, ability to make independent decisions, and your personal productivity.

Orientation towards relationships with people (P) characterizes your educational, humane orientation, the ability to delegate authority, involve team members in the decision-making process.

Orientation to the official subordination (O) characterizes your desire to comply with the external manifestations of the leader's activities, to seem like a leader, to maintain a great distance with subordinates, to maintain authority at any cost.

Self-orientation (C) characterizes your desire to realize yourself in leadership work, to achieve personal goals, the desire for independence and independence.

Task 11. Test "Your success at work"

Read the nine questions that you might think are far from office work. Choose the most appropriate answer out of three. As a result, you will evaluate your success in professional activity,

1. Tomorrow you have to go on vacation, but you still have to pack up and do a lot of things. Unexpectedly, your boss gives you urgent work. What will you do?

a) Sit down and work, even all night long, just to finish on time and leave with a pure soul;

b) Postpone departure for several days;

2. There is a sale of fashionable clothes at a street stall at a very low price. Do you dare to buy something "on the fly"?

a) Yes, such a case is not presented every day;

b) No, because the clothes may not fit, and there is nowhere to try them on;

c) Yes, provided a replacement is possible.

3. In a large company, you met a person who interested you in something. What will you do?

) You will immediately find a reason to talk to him;

b) You will wait for a suitable opportunity to be presented to him;

c) You will not undertake anything - come what may.

4. Not only you, but two more of your colleagues are applying for a vacancy with earnings higher than yours. What will you do in such a situation?

a) You will calmly continue to work, believing that your business qualities do not require "advertising";

b) Treat everything indifferently;

c) Do everything to prove to others that you are better than other applicants.

5. Your spouse loves classical music, you - light music (or vice versa). How can these very different tastes be reconciled?

a) Try yourself to fall in love with classical music;

b) You will persistently buy CDs with light music and try to "re-educate" your spouse;

c) Leave your spouse alone along with his affection.

6. The police are looking for witnesses of a street incident that happened in your presence. Do you intend to announce this and become a witness?

a) Of course, it cannot be otherwise;

b) No, because you don’t like to get involved in any “stories”;

c) No, because they are not sure that you know exactly what happened.

7. You are in a hurry, but there is a long queue at the taxi stand. What will you do in this situation?

a) Contrary to the queue, try to get into the first car that arrives and ask the taxi driver to drive away quickly, promising to "thank you";

b) You will be nervous, but stand in line and wait;

c) Ask the queue to let you go ahead, explaining the reason.

8. You have won a large sum of money in the lottery. How will you dispose of them?

a) Start spending with pleasure on things that you have wanted to buy for a long time, but there was no opportunity;

b) At the family council, decide what to do with the winnings;

c) Put some of the money into a bank account, spend some at your own discretion.

9. You bumped into someone on the street. What is your reaction?

a) Say in an icy tone: “Sorry!”;

b) Throw an unflattering remark at the counter;

c) "It happens" - say to yourself and silently follow on.

Calculate the number of points using the table

Table 2.3.

Question	Possible answer
a	b	v

Your result:

Up to 9 points (inclusive). The thought of a career almost certainly does not occur to you. By nature, you are an agreeable person, shy, you try not to draw attention to yourself. The successes and loud fame of others do not make you envy, you have long resigned yourself to your invisible role. However, you should not be upset about such a characteristic. The main thing is that these qualities do not give rise to laziness of the soul, do not lead to indifferent contemplation of life instead of active participation in it.

10-15 points. From time to time you happen to dream about success at work, about promotion, but almost immediately, doubting your capabilities, you convince yourself that this will require too much effort and sacrifice. Probably, you value much more the satisfaction of your desires in your personal life. Your modest success at work does not seriously upset you. "To each - his own" - you say. However, it happens that you reproach yourself for lethargy, envy the achievements of your colleagues. But in general, it takes you out of your peace of mind for a little while.

16-23 points. You don't treat your job as a heavy burden. Work gives you satisfaction, it is a conscious necessity for you, and success in work has become an important goal in life. Despite this, the qualities of a careerist are alien to you. No, you do not think that all means are good to achieve your goal. You are a good diplomat and in difficult situations you know how to behave flexibly and tactfully. Most likely, you manage to soberly and intelligently combine work interests with your personal life.

Over 24 points. It seems that you belong to the ambitious optimists, to the good organizers who know perfectly well what they want and what they must achieve. You have enough willpower and are a little more assertive than others. But for success to be complete, other qualities are also needed: self-discipline, broad outlook, objectivity, restraint. And last but not least - the ability to work with people, find a language with them. Do you have it all? If only in the bud, develop these qualities in every possible way, without them there will be no hurry. And another piece of advice: beware of narcissism, do not believe in your infallibility. Keep in mind, too, that life has many other attractions.

Task 12. Test "Do you consider yourself a valuable worker?"

Most of us want to move up the corporate ladder, but relatively few reach the desired heights. Few people think about this, but after all, from the very first hour of work, the boss has a good or bad opinion of us. And our career depends on it.

This test is built on the requirements that many large companies use when considering the promotion of an employee. If you answer all the questions honestly, you will be able to determine your own chances;

The questions should be answered "yes" or "no".

1. You rarely miss more than five business days a year without a good reason.

2. You come to work minute by minute.

3. You do about the same as any other person in your place would do.

1. If your colleague, performing the same duties, is ill, you will do some of his work in your free time.

2. If you are criticized, even deservedly, you try to defend yourself.

3. You seem to be in more trouble than your colleagues.

4. You often fail to find a common language with colleagues.

5. In an emergency, you will wait for instructions and then act.

6. If you even come up with a way to increase productivity or improve quality, you will remain silent.

7. Is it the right thing to do people who work overtime without extra pay?

8. If you are asked to do urgent work, will you work at normal speed?

9. At work, you always have lunch.

10. You are convinced that large firms often try to deceive their employees.

11. In your work, you make many small mistakes.

Check your answers against the options that numerous organizational problem experts have found to be correct. The coincidence of your answer with the specified option is estimated at three points.

Answers

1. Yes. Since employers are interested in continuous work, good attendance will be in your favor.

2. No. Candidates for nomination should show a greater interest in the job than those who just sit back and forth.

3. No. If you want to be a candidate for nomination, the speed and quality of your work must be above average.

4. . Yes. The desire and ability to take on additional responsibilities of a rare chef will leave you indifferent.

1. No. The ability to accept criticism and take into account comments is considered a sign of maturity and willingness to improve your level.

2. No. If you often experience unpleasant accidents, you are likely to be unemployed, because the management is not happy with the growing hospital bills.

3. No, quarrelsomeness is considered a serious hindrance to good work and can be a hindrance to promotion.

4. No: The ability to think and act quickly in a critical situation is considered essential for a leader.

5. No. Most firms welcome proposals that improve working conditions. It is unwise to keep them to yourself.

6. Yes. Such people are rare, and therefore they are always promoted.

7. No. Higher speed will be expected from you.

8. No. There are times when a conscientious worker simply cannot afford to be distracted by lunch if he wants to finish work on time.

9. No. This attitude is based on denial, and therefore it is easily noticed.

10. No. If you make too many mistakes, forget about your promotion dream.

Result

The points obtained must be summed up.

The result of 36-42 points is considered excellent, 18-33 - average, less than 18 - low.

This way, by knowing your weaknesses, you can turn them into strengths.

Whether you're looking for a job or looking to move up the next rung, the test will help you identify your strengths and weaknesses.

With each of the above statements, you need to express your agreement or disagreement - "true" or "false".

1. 1. When you go to your job interview, it is a good idea to bring someone along for moral support.

2. Most managers respect assertive candidates who immediately take over the initiative in the interview.

3. If you want to get a job for a short time, do not tell anyone about it.

4. You have to work for almost nothing if you want to gain experience.

5. You are brewing problems, so you need to make a couple of friends who you can "blow off some steam".

6. If you are an excellent specialist in the task assigned to you, you do not have to adhere to the established work schedule.

7. Scoring systems, formal and informal, do not play a role in modern production and business.

8. Anyone can do any job if they sit well over it.

9. You should always try to get ahead.

10. You do not ask unnecessary questions, but keep them to yourself.

11. You must develop a belief that work is the most important thing in your life.

12. The less your boss knows you, the better.

13. Your boss will be very happy if he is sometimes unexpectedly given gifts.

14. There are so many people looking for work now that you don't need to warn your boss in advance if you are going to leave.

15. As there is an increasing application of on-site training programs, it is not at all necessary to pursue higher education.

A large number of executives across a range of industries, from commerce to industry, believe that all of the answers should be “False.” Thus, for each answer “wrong”, give yourself 1 point.

Your result

From 0 to 3 points. With this result, you have little hope of ever even getting an interview.

From 4 to 7 points. You still have a long way to go before you become a truly good employee. If you really want to get a job, you need to think carefully, ask knowledgeable people and listen carefully to their advice. You should contact an employment consultant, read the relevant literature I

From 8 to 12 points. In general, you are on the right track. Think about the questions you answered incorrectly. If you don't understand something, contact your trusted boss to find out what your mistake is.

From 13 to 15 points. You have a mature approach to work, and you will become a good specialist. If you have problems, they are due to other reasons, so try to cope with them as well.

Task 14. Test "Can you work in a stressful environment?"

What do you do when "the atmosphere gets hot"? Are you staying calm? Or are you losing your temper? Best of all, a person's character is manifested at a critical moment. Knowing this, some large firms, when hiring new employees for leadership positions, deliberately arrange stressful situations and see how the candidate for the job can cope with them. Try to pass this test at least on paper. You must express your agreement or disagreement (yes or no) with each of the statements above.

1. If you are faced with a difficult personal problem, you try to eat, drink or smoke something, or perform some other extraneous action in order to save time and not immediately tackle it.

2. If you unexpectedly lost your job, you will recover for a long time before you start looking for a new one.

3. If you are very upset, for example, having lost someone close, it unsettles you for a week, or even more.

4. If you just came to the doctor for a routine examination, and he gives you a referral for tests, you get very agitated until you get a favorable result.

5. If you have an accident, you can provide first aid to the injured before the ambulance arrives.

6. If you are told to get the job done faster than you expected, the quality of the job will suffer markedly.

7. On exams and tests, you perform worse than usual.

8. You have trouble speaking in front of an audience.

9. Even if you are firmly convinced of something, you will remain silent if the opposite opinion is discussed.

10. It happens that you call on a long distance phone, and, trying to speak briefly, forget to say something important.

11. When you are going somewhere to go, you are so worried that you might forget something at home.

12. If you need to do several important things in one day, you are very worried.

Your result

According to most experts, there are absolutely unambiguous correct answers to each of the above questions. If your answer matches their answer, you get 4 points, if not - one point. So “no” is considered the correct answer to questions 1 through 4 and 6 through 12. “Yes” is the best answer to question 5.

If you scored from 36 to 48 points, this is an above average result; it shows that you can work well in a stressful environment.

The result from 15 to 35 points is average, 14 or less is low. You need to take on yourself to face the inevitable difficulties of life.

This test allows you to determine the severity of the personal position of the salon employee in relations with people.

To pass the test, you need to choose the most preferable behaviors in each management situation (no more than two options). If the answer to a question does not have an answer that is acceptable to you, leave the line blank.

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1. Your immediate boss, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss consider your assignments urgent.

1.A. Without disputing the tasks of the boss, I will strictly adhere to the official chain of command, I will invite the subordinate to postpone the execution of the current work

1.B. It all depends on how authoritative the boss is for me.

1.V. I will express to my subordinate my disagreement with the task of the chief, I will warn him that henceforth in such cases I will cancel the tasks assigned to him without my consent.

1.G. In the interests of the cause, I will invite the subordinate to complete the work begun on the one and second tasks, clearly prioritizing in time.

2. You received two urgent assignments at the same time: from your immediate boss and your superior. You do not have time to agree on the deadlines for completing tasks, you need to urgently start work. Choose your preferred solution.

2.A. First of all, I will begin to carry out the task of the one I respect the most.

2.B. First, I will carry out the task, in my opinion, the most important.

2.V. First, I will complete the task of my superior.

2.G. I will carry out the assignment of my immediate superior.

3. A conflict has arisen between your two subordinates, which prevents them from working successfully. Each of them individually asked you to understand and support his position.

3.A. I have to stop conflict at work, and resolving conflict relationships is their own business, and they must do it in a non-work environment. My task is to convey this to them.

3.B. It is best to ask representatives of public organizations or representatives of personnel management to sort out the conflict.

3.V. First of all, personally try to understand the motives of the conflict and find an acceptable way of reconciliation for both.

3.G. Find out which of the team members serves as an authority for the conflicting people, and try to influence these people through him.

4. In the most stressful period of completion of the work assignment, an unseemly act was committed, labor discipline was violated, as a result of which a marriage was allowed. The culprit is unknown to the manager, but he must be identified and punished. How to proceed?

4.A. I will leave the fact-finding on this incident until the completion of the production assignment.

4.B. I will summon those suspected of misconduct, I will seriously talk to each one face to face, and I will propose to name the culprit.

4.V. I will report the incident to those of the subordinates whom I trust most, I will invite them to find out the specific culprit and report.

4.G. After work I will hold a meeting and publicly demand that the guilty be identified and punished.

5. You are given the opportunity to choose your own deputy. There are several candidates. Each applicant is distinguished by the following qualities.

5.A. The first strives, first of all, to establish friendly, comradely relations in the team, to create an atmosphere of mutual trust and friendly disposition at work, prefers to avoid conflicts, which is not understood correctly by everyone.

5 B. The second is often in the interests of the cause ready to defend his point of view "regardless of the person", is distinguished by a heightened sense of responsibility for the task entrusted to him.

5.V. The third one prefers to work strictly according to the rules, is always careful in the performance of his official duties, and is demanding of his subordinates.

5.G. The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always striving to complete the job, does not attach much importance to possible complications in relationships with subordinates.

6. You are invited to choose your own deputy. The candidates differ from each other in the following features of the relationship with their superior.

6.A. The first one quickly agrees with the opinion or order of the chief, strives to clearly, unconditionally and on time to fulfill all his tasks.

6.B. The second can quickly agree with the opinion of the boss, with interest and responsibility to carry out all his orders and tasks, but only if the boss is authoritative for him.

6.V. The third has a wealth of professional experience and knowledge, a good specialist, a skillful organizer, but sometimes he is quarrelsome and difficult to get in touch with.

6.G. The fourth is a very experienced and competent specialist, but he always strives for independence and independence in his work, does not like to be disturbed.

7. When you happen to communicate with employees or subordinates in an informal setting, during rest, what are you more inclined to?

7.A. Conduct conversations that are closer to your business and professional interests.

7.B. Set the tone for the conversation, clarify opinions on controversial issues, defend your point of view, strive to convince others of something.

7.V. To share a common topic of conversation, not to impose your opinion, to support a common point of view, to strive not to stand out with your activity, but only to listen to the interlocutors.

7.G. Strive not to talk about business and work, be an intermediary in communication, be relaxed and attentive to others.

8. The subordinate for the second time did not fulfill your task on time, although he promised and gave his word that such a case will not happen again. What would you do?

8.A. Wait until the task is completed, and then have a tough talk in private, giving a last warning.

8.B. Without waiting for the task to be completed, talk to him about the reasons for the repeated failure, achieve the task, punish him for the failure with a ruble.

8.V. Seek advice from an experienced employee, authoritative in the team, what to do with the offender. If there is no such employee, bring the issue of the employee's indiscipline to a collective meeting.

8.G. Without waiting for the task to be completed, transfer the issue of punishing the employee to the decision of a superior boss. In the future, increase the exactingness and control over its work.

9. The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to the comments, not correcting what you indicate to him. What will you do with this subordinate in the future?

9.A. Having understood the motives of intransigence and seeing their insolvency, I will apply administrative penalties.

9.B. In the interests of the cause, I will try to challenge him to a frank conversation, try to find a common language with him, set him up for business contact.

9.V. I will appeal to the team - let them react to its behavior and make a decision.

9.G. I will try to figure out if I myself make mistakes in my relationship with this subordinate.

10. In the labor collective, where there is a conflict between the two groups about the introduction of innovations, a new leader has come, invited from outside. What is the best way to act to normalize the psychological climate in the team?

10.A. First of all, to establish business contact with the supporters of the new, not taking seriously the arguments of the supporters of the old order, to work on the introduction of innovations, influencing the enemy by the force of your example and the example of others.

10.B. First of all, try to dissuade and attract to your side both supporters of the previous style of work and supporters of perestroika, to influence them with conviction in the process of discussion.

10.V. First of all, appoint a responsible person from among neutral employees, instruct him to understand and propose measures to normalize the situation in the team, rely on the support of the administration and public organizations.

10.G. To study the prospects for the development and improvement of the quality of products, to set new, promising tasks of joint labor activity for the collective, to rely on the best achievements and traditions of the collective, not to oppose the new to the old.

11. During the most stressful period of the completion of the production program, one of your team members fell ill. Each of the subordinates is busy doing his job. The absentee's work must also be completed on time. How to deal with this situation?

11.A. I'll see which of the employees is less loaded and give orders: "You take this job, and you will help to finish it."

11.B. I will suggest to the team: "Let's think together how to get out of this situation."

11.V. I will ask the superior superior to make a decision, having previously reported to him in detail the whole situation.

11.G. I will call the most experienced and reliable worker to my place and ask him to help out the team by completing the work.

12. You recently became a team leader where you worked as an ordinary employee. You called your subordinate to find out the reasons for his frequent lateness for work, but you yourself were unexpectedly 15 minutes late. The subordinate came on time and is waiting for you.

12 A. Regardless of my lateness, I will immediately demand his explanations about being late for work.

12.B. I will apologize to my subordinate and start a conversation.

12.V. I will say hello, explain the reason for my lateness and ask him: "What do you think you can expect from a manager who is just as often late as you are?"

12.G. In the interests of the cause, I will cancel the conversation and postpone it for another time.

13. The employee asks to release him at his own expense in connection with the wedding, explaining that you released Ivanov for 4 days. You sign an application for three days in accordance with the current regulation. However, the subordinate goes to work after four days.

13.A. I will report the violation of discipline to a superior superior, let him decide.

13.B. I will offer the subordinate to work the fourth day on the day off. I will say: "Ivanov also worked it out."

13.V. In view of the exceptional nature of the case (after all, people do not get married often), I will confine myself to a public comment.

13.G. I will take responsibility for his absenteeism. I’ll just say, "You shouldn't have done that." Congratulations, I wish you happiness.

14. One day you find yourself in a discussion with several leaders about how to best deal with subordinates. Choose statements that are acceptable to you.

14.A. First: "For a subordinate to work well, you need to approach him individually, take into account the peculiarities of his personality."

14 B. Second: “These are all little things. The main thing in evaluating people is their business qualities. Everyone should be a professional and do what they are supposed to do. "

14.V. Third: "I believe that success in leadership can be achieved only if subordinates trust their leader, respect him if he is a leader in his team."

14.G. Fourth: "This is correct, but still the best incentives in work are a clear order, a decent salary, a well-deserved bonus."

15. You are the head of a department, which includes several departments. After the reorganization, you urgently need to re-staff several departments according to the new staffing table. Which path will you take?

15.A. I will get down to business myself, study all the lists and personal files of employees, and propose my project at a team meeting.

15 B. I will propose to resolve this issue to the personnel department. After all, this is their job.

15.V. In order to avoid conflicts, I will propose to express my wishes to all interested parties, we will create a commission to recruit new departments.

15.G. First, I will determine who will head the new divisions, then I will instruct these people to submit their proposals on the composition.

16. In your team there is an employee who is listed rather than working. He is satisfied with this position, but you are not. What will you do in this case?

16.A. I'll talk to this person face to face. Let him know that it is better for him to resign of his own free will.

16 B. I will write a report to the superior chief.

16.V. I will find a suitable job for this person, attach a mentor and strengthen control over his work.

16.G. I will invite the staff of the personnel management to discuss this situation and prepare proposals on how to deal with this person.

17. When distributing the labor force participation rate (KTU) for calculating bonuses, some members of the team felt that they were undeservedly "bypassed", this was the reason for their complaints to the director. How would you react to these complaints if you were a director?

17.A. You answer the complainants something like this: "KTU approves and distributes your head, this is the order."

17 B. "Okay, I'll take your complaints into account and try to sort it out with your boss."

17.V. “Don't worry, you will get your money. State your claims in my name in writing. "

17.G. Promising to help establish the truth, immediately go to the site and talk with the boss and foremen, and other members of the team. In case of confirmation of the validity of the complaints, propose to redistribute the KTU.

There can be only one leader directly, but there can be as many direct leaders as you like. For example, the general detector of a construction company, he is directly the manager, and his deputies are the direct managers. The whole difference between your direct and immediate superiors (in the army, these are commanders) lies in the fact that your immediate supervisor is the closest supervisor in the position above you. The employee has one. But there can already be as many straight lines as you like. These are the people from the bosses who stand a step higher up the career ladder above your immediate (which, by the way, will also be direct). For example, suppose there is a direct supervisor in the factory floor - a shift foreman at your site. And above him is already the senior master of your site. He will already be your direct boss, but no longer your direct one.

Do not lose touch with reality, delve into and know the current state of affairs of the company at all levels. Bosses' Mistakes - Failure to fulfill obligations. Often, the promised wages do not match those received at the end of the working month.
- Incompetence. Let's say the acceptance of relatives in the company, including for managerial positions. - Constant abuse reduces labor efficiency. Both the line manager and the line manager should praise their subordinates. - You cannot assume all responsibilities on oneself. Firstly, this is distrust of employees and deputies, and secondly, it is fraught with loss of control over the overall situation, both in the company and within the team.
- The system of fines and total control. Fanatical observation of employees, distrust, and if, for example, sales plans are still overestimated, staff turnover of the company cannot be avoided.

Functional subordination. application options

It is necessary to specify the administrative head and the functional one separately for the following positions:

store cashier or sales clerk
storekeeper or employee of the issue department
specialist for service in a store or for checking a sold product
security guard in the store
other performers of specialized functions

For stores, we must not forget about one more important functional relationship: the company's marketer - store manager and sales assistant. A marketer is not a manager by status, but a narrow specialist. The marketer is responsible for organizing marketing activities in the company.

Store sellers are the "eyes, ears and tongue of the marketer." Your business loses a lot of almost free opportunities if the marketer has not earned the status of a functional leader for store sellers.

What is the difference between administrative and functional subordination?

In addition to the necessary professional qualities, the manager must have some traits that will help him to successfully lead the team. As a rule, employees in management positions have two higher educations. In addition to the main direction of the company's development, they also need to have knowledge in various fields such as economics and finance.

Attention

In addition, a competent boss must understand psychology, ethics and other related humanitarian disciplines. Qualities of a Leader A top-level manager must have such characteristics as responsibility, leadership, punctuality and communication skills. Organizational skills are also encouraged.

Are there any differences in the positions of direct and immediate superiors in this case? The difference is largely determined by the specifics of the enterprise.

Be sure to have a higher education, and in subsequent work - experience in knowing and running the company. - Achieving success by working, correcting mistakes together, as a team. It is then that the boss achieves a good result; he involuntarily becomes a role model. - A good manager is one who values his employees, develops them, and gets genuine satisfaction and pleasure from their growth, experience and professionalism. These include the following specialists: CEO, head of department, and so on, as well as all their deputies. The essence of the term "work manager" is that managers, represented by employees, make important decisions and are responsible for them, and at the same time are responsible for the performance of their subordinates.

The management team is divided into the following levels. Top echelon. These are the persons who exercise direction and control over the entire organization.

Types of command relations - subordination

Administrative law of russia
Direct, operational subordination and subordination on special issues.
Ipc-zvezda.ru
Direct and operational subordination what is the difference

Types of command-subordination relations Signs of a good boss - First - the ability to lead a team! This is the quality of a leader, it is undeniable. The leader is calm and balanced, does not seek to stand out. Administrative law of russia Attention The redeployment of military units and subunits within the territories transferred to the use of the Ministry of Defense of the Russian Federation is carried out by the decision of the Minister of Defense of the Russian Federation, and from the formation and above - by the decision of the President of the Russian Federation.

Direct submission is wikipedia

On the other hand, it can end up with a loss of control.

Introduction of a control system and penalties.
Lack of opportunities for development and professional growth of personnel.

15.11.2017

Immediate and functional honors supervisor

Before you understand the terms direct boss and immediate boss, you need to define the main word. Who is a boss According to the legal encyclopedia, this is a person who holds a leading position, exercises administrative power in relation to subordinates, and is also responsible for discipline. An immediate boss is an employee with whom his employees directly contact and are subordinate to him, he is endowed with a managerial function over subordinate persons, is responsible for the implementation of assigned work tasks or certain options.
The term "directly" means that an indirect boss exercises leadership over subordinates on the spot. Art. seller, art. master or ch. engineer, ch. technician and so on.
Think, in your company, the chief accountant or lawyer is responsible for training employees outside their departments on document flow, contractual and claims relations? Do they regularly train sales staff, storekeepers, freight forwarders on the correct execution and signing of documents? How surprised the director will be when he hears from his lawyer: "Chief, let me be responsible for training managers in the knowledge of working with contracts ?!" Is the marketer mentioned above responsible for training managers and salespeople in product knowledge? Do the sales and store employees have an explicit task - to take part in all marketing activities of the company? The idea of legalizing the status of a functional leader will allow you to introduce an internal consultant role for most of the company's narrow specialists. We will talk about this in more detail in other articles.
The problem of companies with a chain of stores The situation is similar to companies with branches. There is also a gap between the manager in a specialized function and his subordinates in the field: the chief accountant of the company with the store cashier, the head of the logistics service with the storekeeper in the store, the head of the service department and the service specialist in the store, the head of the security service and the security guard in the store. The problem is usually in the manageability of employees in specific positions: 1) An employee reports to only one of two managers: either administrative or functional. He does not consider one of them to be his leader, which means that he does not perform part of the functional tasks. 2) One of the two managers does not consider an employee in this position to be his subordinate. This means that it does not control it.

Most people spend about 8 hours a day at work and communicate with their colleagues as much as they do with their families. Therefore, relationships with colleagues are an important element of a person's life. Bad relationships with colleagues can not only damage a career, business, but also unbalance any person for a very long time.

Questions

1. Do you strive, by criticizing, to reason with those who are mistaken or to "whip" them so that it will be discouraged in the future?

2. Do you need full control over everything that happens in your organization?

3. Do you require that almost all activities receive your "visa"?

4. Are your meeting speeches too long?

5. Do you have a habit of recklessly attacking opponents to challenge their arguments?

6. Do you feel the need to argue? Do you quickly slide into an argument in any discussion?

7. Do people around you avoid discussing their plans with you?

8. And if they are discussing, do they not conduct the conversation from the very beginning in a defensive or offensive manner?

9. Are external symbols of high position and power very important to you?

10. Do you shirk responsibility if you fail at any cost?

11. Willingly or not, do you agree to grant others the same privileges or symbols of power that you yourself have?

12. Do you use the pronoun "I" too often when talking about your activities?

13. Do employees admire your determination and skill, or that in your organization and with your support, they can be decisive and continually improve their skills?

14. Do you feel with bitterness and disappointment that people talk about you with restraint and chill, while you really want them to love you?

15. Do you consider yourself undeniably more competent than your colleagues and leaders? Are you hinting to them with your behavior?

Result

If you answered yes to at least three out of fifteen questions, then it is possible that some of the "rough" facets of your character are very painfully perceived by others.

If you gave six positive answers, then it is very likely that your relationship with your coworkers is a little more tense than you would like.

There is nothing to say about the greater number of "yes". It should only be emphasized that a positive answer to any of these questions is not evidence of anything. Only in combination do they outline the profile of a "rough" person.

Industrial situations

The test was developed and tested by the Leningrad industrial psychologist A. A. Ershov and is aimed at assessing 4 types of manager's orientation in the management process.

The relationship between personal characteristics and performance is mediated by such socio-psychological factors as the position of the individual in the team, the degree to which her interests correspond to the interests of the team members.

The test measures the following 4 types of positions, inclinations or orientations of the leader:

D - focus on the interests of the business;

P - orientation towards relationships with people, the psychological climate in the team;

О - orientation towards official subordination;

С - self-orientation.

You will be offered 20 production situations and 4 options for their solution (A, B, C and D). Please select those solutions from the proposed ones that suit you, and mark them.

The test allows you to evaluate another manager in absentia, then choose the solution options that suit him. Try to be honest and objective.

Situation 1

Your immediate boss, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss consider your assignments urgent.

Choose the option that works best for you.

A. Without disputing the tasks of the chief, I will strictly adhere to the official chain of command, I will invite the subordinate to postpone the execution of the current work.

B. It all depends on how authoritative the boss is for me.

Q. I will express to my subordinate my disagreement with the task of the chief, I will warn him that henceforth in such cases I will cancel the tasks assigned to him without my consent.

D. In the interests of the cause, I will invite the subordinate to carry out the work begun.

Situation 2

Choose your preferred solution.

A. First of all, I will begin to carry out the task of the one I respect the most.

B. First, I will perform the most important task, in my opinion.

Q. First, I will complete the task of my superior.

D. I will carry out the assignment of my immediate superior.

Situation 3

A conflict has arisen between your two subordinates, which prevents them from working successfully. Each of them individually asked you to understand and support his position.

Choose your option to behave in this situation.

A. I have to put an end to the conflict at work, to resolve the conflict relationship - this is their own business.

B. It is best to ask representatives of public organizations to sort out the conflict.

B. First of all, personally try to understand the motives of the conflict and find an acceptable way of reconciliation for both.

D. Find out which of the team members serves as an authority for the conflicting people, and try to influence these people through him.

Situation 4

In the most intense period of completion of the production assignment, an unseemly act was committed in the brigade, labor discipline was violated, as a result of which a marriage was allowed. The foreman does not know the culprit, but he must be identified and punished.

What would you do if you were a foreman? Choose a solution that suits you.

A. I will leave the fact-finding on this incident until the completion of the production assignment.

B. Those who are suspected of misconduct will summon them, I will have a cool talk with each one eye to eye, and I will propose to name the culprit.

Q. I will inform those of the workers whom I trust the most about what happened, I will invite them to find out the specific culprits and report.

D. After the change, I will hold a meeting of the brigade, publicly demand that the guilty be identified and punished.

Situation 5

You are given the opportunity to choose your own deputy. There are several candidates. Each applicant is distinguished by the following qualities:

A- The first strives, first of all, to establish friendly comradely relations in the team, to create an atmosphere of mutual trust and friendly disposition at work, prefers to avoid conflicts, which is not understood correctly by everyone.

B. The second often prefers, in the interests of the case, to aggravate the relationship "regardless of the person", is distinguished by a heightened sense of responsibility for the task entrusted to him.

B. The third one prefers to work strictly according to the rules, is always accurate in the performance of his official duties, and is demanding of his subordinates.

D. The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always seeks to complete the job, does not attach much importance to possible complications in relationships with subordinates.

Situation b

You are invited to choose your own deputy. Candidates differ from each other in the following features of their relationship with their superior:

A. The first one quickly agrees with the opinion or order of the chief, strives to clearly, unconditionally and on time to fulfill all his tasks.

B. The second can quickly agree with the opinion of the boss, with interest and responsibility to carry out all his orders and tasks, but only if the boss is authoritative for him.

B. The third has a wealth of professional experience and knowledge, a good specialist, a skillful organizer, but sometimes difficult to get along with.

D. The fourth is a very experienced and competent specialist, but he always strives for independence and independence in his work, does not like to be disturbed.

Situation 7

When you happen to communicate with employees or subordinates in an informal setting, during rest, to which you are more inclined:

A. Conduct conversations that are close to your business and professional interests.

B. Set the tone for the conversation, clarify opinions on controversial issues, defend your point of view, strive to convince others of something.

C. To share a common topic of conversations, not to impose their opinions, to support a common point of view, to strive not to stand out for their activity, but only to listen to interlocutors.

D. Strive not to talk about business and work, be a mediator in communication, be relaxed and considerate of others.

Situation 8

The subordinate for the second time did not fulfill your task on time, although he promised and gave his word that such a case would not happen again.

What should be done?

A. Wait until the assignment is completed, and then talk sternly in private, warning one last time.

B. Without waiting for the task to be completed, talk to him about the reasons for the repeated failure, achieve the task, punish him for the failure with a ruble.

D. Without waiting for the completion of the task, transfer the issue of punishing the employee to the decision of the asset. In the future, increase the exactingness and control over its work.
Situation 9

The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to comments, not correcting what you point him to.

What will you do with this subordinate in the future?

A. Having understood the motives of persistence and seeing their failure, I will apply the usual administrative penalties.

B. In the interests of the matter, I will try to challenge him to a frank conversation, try to find a common language with him, set him up for business contact.

Q. I will appeal to the collective's asset - let them pay attention to their wrong behavior and apply measures of social influence.

D. I will try to figure out whether I myself make mistakes in my relationship with this subordinate, and only then I will decide what to do.

Situation 10

In the labor collective, where there is a conflict between the two groups about the introduction of innovations, a new leader has come, invited from outside.

How, in your opinion, is it better for him to act in order to normalize the psychological climate in the team?

A. First of all, to establish business contact with the supporters of the new, not taking seriously the arguments of the supporters of the old order, to work on the introduction of innovations, influencing opponents by the force of their example and the example of others.

B. First of all, try to dissuade and attract supporters of the previous style of work, opponents of change, to influence them with conviction in the process of discussion.

B. First of all, choose an asset, instruct him to figure it out and propose measures to normalize the situation in the team; rely on the active, support of the administration and public organizations.

D. To study the prospects for the development of the team and improve the quality of products, set new tasks for the team to work together, rely on the best achievements and labor traditions of the team, not oppose the new to the old.

Situation 11

How to deal with this situation?

A. I'll see which of the employees is less loaded and give orders: "You, Ivanov, take this job, and you, Petrov, will help to finish another."

B. Suggest to the team: "Let's think together how to get out of this situation."

V. I will ask the members of the collective's asset to express their proposals, having previously discussed them with the members of the collective, then I will make a decision.

D. I will summon the most experienced and reliable employee and ask him to help out the team by completing the work of the absent one.

Situation 12

You have a tense relationship with a colleague. Let's say that the reasons for this are not entirely clear to you, but it is necessary to normalize relations so that the work does not suffer.

What would you do first?

A. Openly call a colleague for a frank conversation to find out the true reasons for the strained relationship.

B. First of all, I will try to understand my own behavior in relation to him.

Q. I will turn to a colleague with the words: “Business suffers from our strained relationship. It's time to agree on how to work further. "

D. I will appeal to other colleagues who are aware of our relationship and can mediate in their normalization.

Situation 13

You have recently been elected as the head of the labor collective, in which you worked for several years as an ordinary employee. For 8 hours 15 minutes. you summoned a subordinate to your office to find out the reasons for his frequent lateness for work, but you yourself were unexpectedly 15 minutes late. The subordinate came on time and is waiting for you.

How do you start a conversation when you meet?

A. Regardless of my lateness, I will immediately demand his explanations about being late for work.

B. I will apologize to my subordinate and start a conversation.

Q. I will say hello, explain the reason for my lateness and ask him: "What do you think can be expected from a manager who is as often late as you are?"

D. In the interests of the case, I will cancel the conversation and postpone it for another time.

Situation 14

You have been working as a manager for the second year. A young worker asks you to let him go from work for four days at his own expense in connection with the marriage.

Why four? - you ask.

And when Ivanov got married, you allowed him four, - the employee calmly replies and submits an application. You sign an application for three days, in accordance with the current regulation.

However, the subordinate goes to work after four days.

What will you do?

A. I will report the violation of discipline to a superior superior, let him decide.

B. I will offer the subordinate to work the fourth day on the day off. I will say: "Ivanov also worked it out."

Q. In view of the exceptional nature of the case (after all, people do not get married often), I will confine myself to a public comment.

D. I will take responsibility for his absenteeism. I'll just say:

"You shouldn't have done that." Congratulations, I wish you happiness.

Situation 15

How do you answer the call?

A. “Follow the instructions. Read it, it's on my desk, and do whatever is required. "

B. “Report the incident to the watchman. Draw up a report on equipment breakdown, let the victim go to the nurse on duty. We'll figure it out tomorrow. "

Q. “Don't do anything without me. Now I’ll come and figure it out. ”

G. “What is the condition of the victim? If necessary, call a doctor immediately. "

Situation 16

You once found yourself in a discussion with several production managers about how best to deal with subordinates.

One of the points of view you liked the most. Which?

A. First: "For a subordinate to work well, you need to approach him individually, take into account the characteristics of his personality."

B. Second: “These are all little things. The main thing in assessing people is their business qualities and diligence. Everyone should do what he is supposed to do. "

B. Third: "I believe that success in leadership can be achieved only if subordinates trust their leader, respect him."

D. Fourth: "This is correct, but nevertheless the best incentives in work are a clear order, a decent salary, a well-deserved bonus."

Situation 17

You are the shop manager. After the reorganization, you urgently need to re-staff several teams according to the new staffing table.

Which path will you take?

A. I will get down to business myself, study all the lists and personal files of the shop workers, and propose my project at a team meeting.

B. I will propose to resolve this issue to the personnel department. After all, this is their job.

B. In order to avoid conflicts, I will propose to express my wishes to all interested persons, we will create a commission to recruit new teams.

D. First, I will determine who will lead the new brigades and sections, then I will instruct these people to submit their proposals on the composition of the brigades.

Situation 18

There is an employee in your team who is listed rather than working. He is satisfied with this position, but you are not.

What will you do in this case?

A. I will speak with this person face to face. Let him know that it is better for him to resign of his own free will.

B. I will write a report to the superior with a proposal to "reduce" this unit.

V. I will offer the trade union organizer to discuss this situation and prepare their proposals on how to deal with this person.

D. I will find a suitable job for this person, attach a mentor, strengthen control over his work.

Situation 19

When distributing the labor force participation rate (KTU), some members of the brigade felt that they were undeservedly "bypassed", this was the reason for their complaints to the head of the shop.

How would you react to these complaints if you were in his place?

A. You answer the complainants something like this: "KTU approves and distributes your team, I have nothing to do with it."

B. "Okay, I'll take your complaints into account and try to sort this out with your foreman."

Q. “Don't worry, you will get your money. State your claims in my name in writing. "

D. Promising to help establish the truth, you will immediately go to the site and talk with the foreman, foreman and other members of the brigade's asset. If the validity of the complaints is confirmed, ask the foreman to redistribute the KTU next month.

Situation 20