The main functions of the head of the creative team. Abstract: The functions of the leader

The effectiveness of management activities depends on a number of factors.

One of the most important factors influencing the effectiveness of management is the personal qualities of the leader.

In the psychology of management, there are different approaches to the consideration of the issue related to the subject of management. First of all, we need to define the definition itself. What should be understood. under the category "subject of control" ("S control")?

In ordinary consciousness, the category “subject of management” is identified with such concepts as a leader, boss, leader, director, manager, manager, commander, etc. In the domestic psychology of management, management is bred in formal and informal structures. The concept of leadership is more identified with management in informal structures, and leadership in formal structures. American management equates the concepts of leader and manager. Therefore, according to the traditions of American management, if the latter does not become a generally recognized leader in its structure within six months, he must vacate his position. Although theoretically Harvard Business School separates these concepts.

Consider what are the main qualities a modern leader should have? In our opinion, it is advisable to consider this issue by considering the main functions of the head. Under the management function (lat. functio - execution, activity, commission) should be understood as "a set of homogeneous repetitive tasks that need to be solved to ensure the normal functioning of this system, its transfer from one state to another that more fully meets the requirements" (see. : Chisholm P. Self-confidence: the key to business success. M., 1994).

It is they who determine the set of those qualities that a leader must possess in order for him to successfully perform the functions assigned to him. A. Fayol was one of the first to single out the main functions of a leader necessary for him to manage.

At the same time, it should be taken into account that in the real practice of management activities, all functions are inextricably interrelated and interdependent.

It should be emphasized that management specialists consider management functions within the administrative role of the manager, within the management cycle. The psychology of management, considering the functions of a leader, takes as a basis for classification the whole variety of his socio-political and educational responsibilities.

Highlighting the management functions, it is necessary to take into account the level of the organization and, accordingly, the level of the head. In primary teams, leadership activity is more connected with organizational activity; in organizations of a higher level, they are divorced.

In the domestic literature on management problems, one can not find other lists of functions of management activity, which differ to one degree or another from each other and are given above. But that doesn't mean they are mutually exclusive. In our opinion, some of them are too detailed, while others are too simplified, but this does not detract from their merits. However, they all proceed from the fact that the main goal, the content of any managerial function consists of two components:
- analysis of the state of the system, control of its main parameters, quantitative determination of those factors that bring the system out of equilibrium, and the reasons for their occurrence;
- determination of the composition of measures aimed at optimizing the management process.

We will focus on the six main functions in management activities.

Goal setting. This function involves its implementation, taking into account the real socio-economic, intra-organizational situations, as well as the requirements of higher management. And, proceeding from this, to carry out the adjustment of goals, taking into account the current situation.

Sometimes the goal-setting function is identified with the planning function, they are brought together. But, in our opinion, they should be distinguished based on the level of management activity. The higher it is, the more significant is the function of goal-setting in the activities of the leader. Goal-setting is never delegated to anyone, and the planning function can be delegated to appropriate employees at certain levels of management.

Planning function. The planning function is closely related to the goal-setting function. Any level of planning is carried out on the basis of the goals that the organization faces. Planning is an element of any economic system. Directive planning was characteristic of the Soviet managerial culture. Its elements are still preserved. In modern economic conditions it must give way to probabilistic models in planning. In the world economic system, such models have become quite widespread. Its meaning is to create (develop) several possible options (from 2 to 5-7) for the future development of the organization, both in the short term and in the long term (5-20 years).

The basis of any kind of planning is an objective dialysis of the state and perspective possibilities of the organization. This analysis should cover all aspects of the organization's activities. The purpose of this dialysis is to identify the causes of the failures that have taken place, the potential opportunities, the available reserves.

Along with analysis, the performance of this function also involves diagnostic activity. Forecasting is the most important tool for making management decisions based on the analysis of the system of indicators: qualitative (performance guidelines) and quantitative corresponding tasks, conjuncture and market needs. In foreign management, the concept of planning is often identified with the concept of forecasting.

Factors affecting the implementation of the planning function:
- uncertainties;
- Organizational;
- Psychological.

Let's take a closer look at psychological factors. At the same time, it must be taken into account that at different hierarchical levels of management activity and in various forms of ownership, the manifestation of these factors will have its own characteristics.

Thinking problems are associated with the decision-making process for the implementation of this function and are associated with the peculiarities of managerial thinking: to see not only tomorrow, but also the prospect in its entirety with possible changes and even shocks.

Planning from the point of view of motivation is associated with the formation of certain intentions, either personal or group, which in turn ensure the preservation of the motivational value of the long-term goal.

When planning, it is psychologically important to orient employees towards high goals and large-scale tasks. Serving high goals and ideals contributes to the growth of self-esteem and the development of creativity, especially since practice shows that in many cases goals are unacceptably underestimated.

The problems of volitional regulation are related to the fact that tough plans in modern market conditions often conflict with reality. In this situation, the leader is faced with a dilemma: either to disrupt its implementation, or to fulfill it at any cost. This leads to serious socio-psychological experiences against the background of which the meaning of the implementation of this function is lost.

The transition from rigid planning to flexible forecasting of changes based on objective data, and on this basis, the preparation of probabilistic activity plans can significantly reduce these negative phenomena.

Thus, planning should be understood as a management function, the process of developing plans, which provides for the timing, stages and indicators of management activities, calculates the necessary resources and the possible final result.

Describing the functions of goal-setting and planning, it should be emphasized that all other functions - organization, coordination of stimulation and control - are subordinate to their provision.

The effectiveness of managerial activity is largely determined by the organizational principle. The wisest management decision will not be implemented if its execution is not organized, its goal is not clear to the performer, and it is not supported by appropriate stimulation and motivation.

The term "organization" (from Latin organize - I give a slim look, arrange) in the psychology of management has a double meaning.

The organization as a function of management ensures the ordering of all aspects of the activity of the managed system at all its hierarchical levels, aimed at the implementation of program goals and development plans.

An organization as a kind of association, a team whose efforts are aimed at achieving specific, common goals of this team.

Figuratively, the organization of management at any level can be defined as ensuring the transition from the existing state to the desired one. The task of the organization of management is to determine the ways by which it is possible to transfer, at the lowest cost and in the shortest possible time, the indicators actually available to the planned state.

In the science of management, the range of views on the order of implementation of the organization's function is very wide. Many methods of organizing management have been developed and practically implemented with different approaches to issues of ownership and varying degrees of democratization of society. From the sole order and the solution of all issues - to the collective.

The modern concept of management organization assumes the decisive role of the team in making strategic management decisions, and the collegial management style has significant advantages. However, the adoption of managerial decisions remains the prerogative of the top management. But specialists have a significant impact on processes strategic management, they make their proposals, put forward, defend, refute certain alternatives, evaluate projects and options, thus identifying the best solutions. The development of the self-government system, the wide involvement of the workforce in the management system, the development of its conscious, creative attitude to the tasks of the organization is one of the main directions for improving the implementation of the function of the organization. The effectiveness of this approach is clearly a demon! I excels in Japanese management culture.

One of the forms of implementation of the organizational function is the delegation of authority. The manager selects people for a specific job, delegating parts of the task to subordinates and the authority or right to use the resources of the organization. The subjects of delegation assume responsibility for the successful performance of their duties. Thus, delegation is a means by which the manager performs work with the help of other employees.

Delegation is carried out in the course of everyday work.

Basic rules for the effectiveness of delegation of authority:
- delegation is carried out in advance;
- delegated powers must correspond to the abilities and capabilities of employees;
- when delegating, motivation and stimulation are obligatory;
- the task or work, as a rule, is delegated entirely;
- explanation of the meaning and essence of delegation;
- Homogeneous tasks are delegated, as a rule, to the same employee;
- the same powers are not delegated to several employees;
- comprehensive briefing during the transfer of authority;
- control over the implementation of delegated powers;
- resource support (informational and temporary);
- providing support.

Coordination function - if there is a discrepancy between the elements of the created organizational system aimed at implementing plans, it becomes necessary to make certain adjustments to it. This is the meaning of the coordination function.

Coordination is understood as the coordination of actions of elements within the social system and external systems in relation to the system under consideration in order to achieve common goals.

In order for an organization to achieve its goals, its tasks must be coordinated. This is done through the vertical division of labor. Through this function, the controlled processes are maintained within the framework specified by the corresponding program, plan.

Control function. Control should be understood as a control function that establishes the degree of compliance decisions taken the actual state of the social system, revealing deviations and their causes. Control is seen as the process of ensuring that an organization achieves its goals.

The main goal of control is to identify weaknesses and errors, their causes, correct them in a timely manner and prevent repetition. Modern management theory has developed clear requirements for control.

The concept of control is interconnected with the category of accounting, these are closely interconnected concepts. Accounting is carried out in quantitative or cost terms, since tasks of this class are easily formalized, algorithmized and programmed. Accounting is at the heart of any analysis, which is the essence of control.

The socio-psychological component of the control function is that it should be more proactive in nature, prevent violations, perform not only punitive functions, but also be a form of showing attention to the work of employees, a factor in motivating them labor activity.

Preliminary control is implemented in the form of certain policies, procedures and rules. Applies to resources.

Current - carried out when work is already underway and is usually carried out in the form of monitoring the work of a subordinate by his immediate superior.

Final control is carried out after the work is completed or the time allotted for it has expired.

Advanced control, which allows compensating for the inertia of the system and is based on foresight, involves the analysis and control of variables and, on this basis, forecasting the development of the situation and preventing possible negative phenomena of functions.

You can define the algorithm for performing the control function.

When implementing this function, it is necessary to take into account a number of basic rules:
- the controlled object must have specific parameters that can be measured;
- set high but achievable standards;
- only significant deviations from the specified standards should trigger the control system;
- control should be aimed at achieving a specific end result;
- the main function of control is not to punish, but to assist in eliminating the causes that led to shortcomings;
- take into account the behavioral aspects of control;
— establish criteria to be understood by the controlled;
- two-way communication in the control process;
- avoid excessive control;
- take into account the relationship between performance and remuneration. The arsenal of control methods is very diverse.

AT last years it was supplemented with a controlling system that allows determining the progress of the implementation of operational and long-term plans. He found wide practical use in large firms and corporations.

Stimulation, motivation as a function of management. First of all, it is necessary to determine the main categories: motive, incentive, motivation, as well as how they are interconnected and interdependent.

Stimulus (lat. stimulus - a sharp stick that drove animals) - an external influence on a person, a team, a group of people, activating their motivational sphere, and through it certain activity. It involves the balanced use of the entire spectrum of forms, both reward and coercion.

Management motivation is the motivation of an employee to managerial activities by influencing the entire system of needs and interests of an individual, group, organization, excitation of their conscious social activity. It must be borne in mind that a person never does quality work, the meaning of which he does not understand, and which is not sufficiently stimulated and not evaluated.

Moral stimulation involves the activation of activities associated with taking into account the individual socio-psychological, mental characteristics of the individual, the characteristics of her motivation. This is a way to increase the efficiency of activity by using the mechanisms of self-affirmation, communication, empathy, persuasion, suggestion, imitation and other mental phenomena.

Each act needs to be evaluated by the person himself and the people around him. At the same time, a negative assessment, ill-conceived application of sanctions, as a rule, causes an unpredictable reaction. The meaning of punishment lies in its inevitability, not in severity. A positive assessment of an act, especially a timely and appropriate one, not only reinforces the image of positive behavior, but also satisfies our natural need to increase self-esteem.

However, in recent years there has been an increase in the number of people who are not motivated to engage in socially useful activities or avoid any kind of work. These are not only people who avoid work for various ideological reasons (homeless people, punks, members of various neo-cult associations), but also children of wealthy parents who have the opportunity to live at their expense. German psychologist Peter Weider in his book "Who are the people who want to work less?" states that of the total number of residents, 27% are not subject to motivation. Of these, 75% are under 35 years old. They have the lowest level of education. Tormented by boredom, they are in constant search for new temptations, subject to various ideologies. In his opinion, they pose a serious danger to society. According to Western experts in the field of management, such people should be “filtered out at the stage of hiring, because enterprises - "not charity organisations". Kind of harsh, but fair.

Having decided on the essence and content of the main functions of a leader, one should dwell on the list of qualities that he should possess. It should be emphasized that when considering this problem, there are different approaches of both domestic and foreign authors. Many existing approaches to this problem can be grouped into three main groups.

Supporters of the functional approach define the main qualities of a manager based on the structure of his functions.

The founders of the personal approach (one of the most developed) argue that the success of managerial activity is due to the possession of a certain set of personal traits by the leader, which, according to supporters of the biologization concept, are transmitted genetically.

Theorists of the situational-activity approach proceed from the fact that the effectiveness of management is determined by the correspondence of the qualities of the leader to a specific situation. Effective management is considered as a function of the managed system and situation.

Despite the variety of approaches to the consideration of this problem, it must be emphasized that managerial activity is not professional look activities. Based on this, the list of the main qualities of a leader is determined in the relevant professiograms.

Stress tolerance. According to I. Brengelman, initiative, success-oriented and sufficiently effective activity increases stress resistance, ineffective behavior (social disinterest, social incompetence, pessimism, personal closeness) reduces the manager's stress resistance.

intellectual qualities. A high level of intelligence does not guarantee high performance of a manager. But, on the other hand, for the creative solution of complex problems, an appropriate level of intelligence development is necessary. At the same time, there is a relationship between intelligence and the prevailing style of managerial activity. The intelligence of a modern leader should be above average, but not at the level of genius. For the leader, the predominance of the breadth of the mind over the depth is more important. This allows him to form a quality in himself, called the "helicopter factor" - the ability to rise above the particulars, to see the entire "field of problems", respectively, to highlight the main and secondary ones.

Thus, we can conclude that the problem of the qualities of a modern leader remains quite relevant today. Concluding the consideration of the problem of the qualities of a modern leader, I would like to quote the motto of the newspaper of Russian entrepreneurs "Birzhevye Vedomosti": "Profit is above all, but honor is above profit."

Management- mental and physical activity, the purpose of which is the fulfillment by subordinates of the actions prescribed by them and the solution of certain tasks.

Supervisor- this is a position that allows a person to have certain powers, to use the power given to him. To effectively manage the organization, the leader must have leadership influence, certain personal qualities. However, the leader does not become a leader only because of these qualities.

The modern leader (manager) is at the same time:

1) manager, endowed with power;

2) a leader who is able to lead his subordinates (using his authority, positive emotions, high professionalism);

3) a diplomat who establishes contacts with partners and authorities, successfully overcomes internal and external conflicts;

4) an educator with high moral qualities, able to create a team and guide its development in the right direction;

5) an innovator who understands the role of science in the modern world of business, who is able to evaluate and immediately introduce "know-how", inventions, rational proposals into production;

6) just a person with deep knowledge, extraordinary abilities, a high level of culture, honesty, decisiveness of character, strong will, but at the same time, prudence, the ability to be a model in all respects.

There are 5 classic managerial functions (also called classic management functions, which were formulated by one of the founders of the scientific theory of management - Henri Fayol in 1916.

The Frenchman Henri Fayol (1841–1925) managed a mining and metallurgical syndicate for more than 30 years and, together with Frederic Taylor, Henry Ford and other specialists, created a scientific management theory.

The classic functions of a leader:

Planning(“forecasting and planning”) is the function of the leader No. 1. The leader must know the goals of his organization, his unit. To do this, he needs to know the answers to the questions: where are we now? Where do we want to go? How to do it?

Organization - this function of the manager includes the development of an organizational structure, the creation of the necessary regulations, the prescribing of business processes, the setting of tasks, the provision of the enterprise necessary resources(people, materials, raw materials).

Management(different sources also use the terms "support", "distribution", "motivation") - this is the function of a leader, which includes the distribution and setting of tasks, fixing areas of responsibility, encouraging employees to work.

Coordination - this is a function that ensures the achievement of consistency in the work of all parts of the organization by establishing optimal communications between them (this can be reports, interviews, meetings, computer communication, transfer of documentation).

Control is checking people and their work to ensure that the plan is carried out. Thanks to this function, the manager receives answers to the questions: what have we learned? What should be done differently next time? What is the reason for the deviations from the planned indicators?

Recently, instead of 5, 4 classical functions of a leader are often distinguished, namely: planning, organization, motivation and control.

In the works of a number of domestic psychologists, when considering the functions of a leader in accordance with the stages of the management cycle, a more extended list of these functions is given. Yu. A. Tikhomirov refers to these functions. organization of the control system, choice of goals, forecasting, planning, information, decision, organizational and mass activities, control, evaluation of management effectiveness. V. G. Afanasiev names the following managerial functions: development and adoption of management decisions; organization; regulation and correction; accounting and control; collection and transformation of information.

Leadership roles on IN AND. Viktorov:

1. Mentor

In this role, the leader must be sensitive, open, attentive, willing to meet halfway, ready to help. Playing this role, the leader listens and fulfills legitimate requests, grades, and gives compliments. He sees people as resources that can be developed through trust, empathy, and caring. It empowers and helps people make plans for their own individual development.

2. Facilitator

He must educate in the team the desire for agreement, to settle interpersonal conflicts. Expected behaviors include mediating personal disputes, using new techniques in conflict resolution, developing concord and morality, and taking part in solving team problems.

3. Producer

He is expected to focus on work, great interest, energy and driving force. The leader inspires subordinates to take responsibility, set goals and achieve high productivity. This usually helps team members perform better on assigned tasks.

4. Director

He is expected to provide clear direction based on sound goal setting and sound planning. He must be a decisive initiator who will clarify issues, choices and alternatives, allocate roles and tasks, set rules, evaluate performance and give instructions.

5. Coordinator

The facilitator is expected to maintain a structure and a clear system. The person in this role is complaisant and inspires confidence. Behavior includes striving for integrity, avoiding splits, engaging in paperwork, studying and evaluating reports, plans, and proposals.

6.Controller

It is assumed that he knows about everything that happens in the team, monitors how people follow the established order and how the team meets its tasks. The controller must be capable of rational analysis, be attentive to details, to work with routine information, to the technical problems of organizing work.

7. Innovator

The innovator leader is expected to make changes that make work easier. In contrast to the role of the Controller, for whom the main thing is order and discipline, the Innovator is a creative dreamer who boldly experiments, moving away from accepted standards.

8. Mediator

Leaders are expected to be politically insightful, persuasive, influential, and powerful. As an intermediary, he must meet people, find a market, act as a spokesperson, act as a liaison, and seek resources.

The functions of a leader are those components and guides that ensure the integral life of a subordinate precisely as an employee, precisely as a managed employee.

The leader is the leading and organizing link in social systems management. Speaking about the functions of the head, we characterize the main duties performed by him, in particular: the development and adoption of managerial decisions; organization; regulation and correction; accounting and control; collection and transformation of information.

Modern research takes as a basis for the classification of functions no longer individual cycles of production management, but the entire structure of the leader's activities in a team. At the same time, the functions of the manager are considered not only within the framework of his administrative role, but also his social, socio-psychological and educational responsibilities are taken into account. To the listed functions, one can add organizational activity, which consists in the integration of individuals into the team and communication, which consists in establishing horizontal links within the team and external vertical links with higher organizational structures. They also single out the pedagogical function of the leader (education and training), as well as experimental consultative, representative and psychotherapeutic. Moreover, the functions of managing teams are carried out not separately from each other and sequentially, but in parallel and simultaneously.

The main functions of the leader

1. Administrative and organizational

The leader, in accordance with the rights and duties officially granted to him, must combine the individual actions of the team members into a single common force:

§ distribute responsibilities among employees;

§ control the process of completing tasks;

§ evaluate the result and be responsible for the activities of individual employees and the entire group to higher authorities.

2. Strategic, related to setting goals, choosing methods to achieve them

The implementation of these functions allows to show creative potential leader, resourcefulness, endurance, the ability to put forward new ideas. The structure of strategic functions includes the ability to predict, foresee the final result, to promptly process large amounts of information coming from subordinate and higher authorities, the results of the team's activities. The leader must also accumulate a large amount of professional information in his memory.

Planning is also added to the functions of this type as the most important manifestation of forecasting. Planning should define specific tasks, time and means of their solution and answer the following questions:

§ At what stage of the work are we currently (assessment of the real capabilities of the group, taking into account external and internal factors)?

§ Where do we want to move, what tactical tasks to solve?

§ By what means are we going to do this?

3. Expert advisory

In the process of group activity, the leader is usually the competent person to whom everyone turns as a source of reliable information and the most qualified specialist. high professional qualification- one of the main components of the authority of the leader. A leader appointed from above, but not competent in terms of the tasks solved by the team, quickly loses authority, they obey him only because of fear disciplinary action, and a genuine consultant is looking for in the person of an informal leader.

4. Communicative

The manager is the main source of important information that is essential for successful functioning working group. This information is transmitted in the process of communication with the group and its individual members. Sociability, the ability to communicate with people, the availability of communication are important qualities of a leader. The leader can be open to communication with the group and then acts as a leader. But he can build a system of communication links only in accordance with the principle of clear subordination, i.e., he communicates only with other leaders of equal rank and is distant from the group. Then he dooms himself to emotional loneliness and cannot count on any other influence than official, official.

5. Educational

Making important decisions and directing the team to achieve the set goals, the manager at the same time provides an educational effect in shaping the personality of his subordinates. The function of education includes disciplinary methods of encouragement and punishment if employees violate the rules of work or the moral principles of the life of the team. The head of the team, if he wants to be his educator, should strive to become an "opinion leader" with the greatest amount of information. He must be perceived by employees as "one of us and the best of us."

The duties of the leader-leader also include the formation of adequate professional motivation among employees. It is obvious that even the most perfect planning of the work of the group leader does not work if people do not want to do their job well. According to motivation theories, people will always work harder if there is an opportunity to earn more. Research by modern psychologists has shown that motivation as an internal motivation for activity is the product of a complex interaction of various human needs. As the cultural level rises, money does not always make people work harder. For people, interest in work, understanding the essence of the tasks being solved, communication, mutual understanding, humanity are important. The leader must be able to identify the needs of his subordinates and create conditions that will satisfy these needs with good work.

Psychotherapeutic functions can also be attributed to the number of educational functions. The manager must take into account emotional condition its employees, because it largely affects their livelihoods and the psychological climate in the team. Optimism and a sense of humor, rather than despondency and irritability, should be inherent in the leader-leader, because this helps to prevent and resolve conflict situations.

6. Representation function

Leader - an official representing the team in the external social environment. At meetings, conferences, he speaks on behalf of all members of the team, by his behavior they judge the team as a whole. Therefore, the behavior of the leader-leader must meet high standards of social behavior. He must have a good command of cultural communication skills, decent manners, culture of speech. It is also important to know how to dress properly, taking into account appearance and age, as well as

Management levels

Many people, including practitioners themselves, believe that the daily work of the head of a workshop, department or department differs little from the work of the people they lead, especially since they constantly interact. But socio-psychological studies show that managerial work is inherently very different from non-managerial work. The job of a shop manager has much more in common with the job of a plant manager than with the job of a subordinate. An engineer may spend several months developing an important design, a programmer - to create computer program. The work of a manager is never so homogeneous, since it is characterized by efficiency, a variety of methods of activity. It has been calculated, for example, that a production foreman performs an average of 583 management operations per day.

The vertical division of labor leads to the formation of different levels of management. Usually in an organization you can determine at what level one manager is compared to another. Organizations may have a different number of levels of management depending on the objectives, goals, size, formal structures and other external and internal factors. And at each level of this system, leaders perform their specific functions. Regardless of how many levels of management there are in a particular company, leaders are traditionally divided into three categories.

Lower level leader. This level of control is located directly above the specific performers of the work. Most of the leaders in companies are top managers. Their work is characterized by efficiency - frequent transitions from one task to another. The time for making and implementing a decision is also short. More than half of the working time, grassroots managers spend in direct communication with subordinates, spend a little less on communication with other grassroots managers, and quite a bit on communication with their superiors.

middle manager coordinates and supervises the work of the lower levels. In recent years, the number of middle managers has increased significantly and their importance has increased. The nature of the work of middle management varies significantly in different companies, but basically these managers are involved in the decision-making process: they identify problems, conduct discussions, and make recommendations to grassroots managers on organizing their activities. Middle managers often lead departments in their organizations (heads of services, chief specialists). According to research results, about a third of the working time, middle managers are engaged in the processing of official information and the study of documentation. The rest of their working time is spent on business conversation with other middle and lower level managers.

The highest organizational level is senior managers . This level is the smallest, even in largest companies there may be only a few such leaders. They are responsible for making the most important decisions. Strong senior leaders often define the face of the entire company. Their work is characterized by nervous and mental tension, high pace, volume and great responsibility. The duties of senior managers do not have clear boundaries, since the company is constantly operating, developing, external environment continues to change, there is always the risk of failure. Successful leaders top management in complex social organizations are highly valued all over the world.

All levels of company management are interconnected, and the success of each of them is due to the success of the others, i.e., first of all, how managers at all levels implement their main functions, directing the company to the successful solution of strategic tasks.

Teaching advice on the topic:

"The role of the teacher additional education as a leader

children's creative team in the educational system of the CVR"

The teacher of additional education - the head of the children's creative association occupies a key place among the subjects educational process in the CVR. He is the formal and actual leader of the children's creative team, the bearer of culture, the organizer and participant in the collective creative activities of children, the assistant, inspirer, mentor and friend of his pupils.

Objective head of the creative association: organization of creative interaction of the children's team.

The activity of the head of the TO is a purposeful, systematic, planned process, built on the basis of the Concept of the educational system of the TsVR, analysis of previous activities, a personality-oriented approach to students, the current situation in the creative team.

Tasks

Formation and development of the children's team: the development of initiative, independence, the formation of a benevolent, friendly microclimate in the association;

Creation of favorable psychological and pedagogical conditions for individual self-expression, preservation of originality and disclosure of the possibilities of the personality of each pupil;

Formation healthy lifestyle the lives of students;

Development of a system of social and personal relations within the children's team through the organization of various types of educational activities;

Formation of moral qualities and spiritual guidelines among pupils;

Organization of socially significant creative activity, communicative abilities of pupils, development and support of children's giftedness.

The content of the activities of the head of a creative association is determined by the following factors: working conditions educational institution, features of the educational system of the CVR, age characteristics of children, the level of their upbringing, the state of health, the social conditions of their life, the readiness of teachers to organize extracurricular educational activities.

The educational space of the CVR is a system of conditions, opportunities for self-development of the individual, formed by individual subjects of this space - children, teachers, parents.

Working with the teaching staff is an integral part of the organization of the educational process in the institution. The main approach of the administration in this direction is methodological support and support for the creative initiatives of teachers in the field of educational work. The main forms of methodological support for leaders of TO are: extracurricular mass events followed by discussion, methodological advice and seminars on education, individual counseling, thematic pedagogical councils.

Multifaceted activities in the space of the Center promote cooperation and co-creation of children and adults: this includes leisure activities, educational and creative activities in studios, circles, associations, traditional holidays, regional competitions and festivals. In the conditions of the educational space of the TsVR, each child is provided with an opportunity for spiritual, intellectual, creative development. The teacher of additional education, as the head of the children's team, contributes to the formation of the morality of pupils, organizes creative, personally and socially significant activities, creates a situation for the success of each child, contributes to the formation of self-education skills, the formation and manifestation of the unique individuality of each child and the creative team as a whole.

Functions head of the creative association:

Analytical - predictive;

Organizational - coordinating;

Communicative;

Control.

Analytical - predictive function includes:

The direction of self-education and self-development of the personality of students;

Determination of the state and prospects for the development of the creative team;

The study of individual, age characteristics of pupils, tracking the dynamics of their development;

Analysis of the level of formation of the team and the upbringing of the personality of students.

Organizational and coordinating function suggests:

Development of a plan for educational activities in TO based on an analysis of the state and prospects for the development of the children's team;

Conducting consultations, conversations with parents of students;

Organization extracurricular activities children - holding mass events;

Upbringing positive attitude to physical culture and sports, the formation of a healthy lifestyle;

Organization of study with students of safety rules in the classroom, traffic rules;

Assistance professional self-determination pupils;

Documentation: journal, KTP, educational program, development of scenario, methodological material;

Compliance with the sanitary condition of the assigned office;

Interaction with each pupil and the children's team as a whole.

Communicative function is:

In helping pupils in the formation of positive relationships between children, in managing relationships in a creative association;

In teaching the ability to display empathy, create a positive emotional atmosphere of communication, the manifestation of analytical and reflective skills in interaction with each other;

In creating a favorable, friendly microclimate in the children's team;

In spending hours of communication in TO, assisting students in the formation of communicative qualities.

control function suggests:

Control over the level of development educational program, attendance of TO of each pupil;

Control over the implementation of the rules of behavior of pupils;

Evaluation of the effectiveness of their own pedagogical activities.

Documentation of the teacher of distance education in the section of educational work:

Analysis of educational work in TO for the previous academic year;

Plan of educational work with the children's team for the academic year;

Educational and educational work of the teacher for the academic year (according to the form);

Monitoring of the educational process (folder with diagnostic material);

Scenario material (scenarios of mass events, hours of communication);

Working with parents parent meetings, consultations).

Practical part of the pedagogical council

Design Workshop « The house we live in"

Target: To promote the involvement of parents in the life of the children's creative team.

Preparatory work:

Pupils are invited, together with their parents, to come up with a motto for their family and draw a coat of arms of the family.

Prepare for the leader: geometric shapes in gray, blue, green, red, yellow, purple, brown, black; sheets of paper, glue.

Supervisor:

The house, as everyone knows for a long time, -

These are not walls, this is not a window, these are not chairs with a table - this is not a house.

Home is where you are ready to return again and again,

Furious, kind, gentle, evil, barely alive.

Home is where you will be understood, where they hope and wait,

Where you forget about the bad is your home.

Then the work of children and parents is organized, who need to build a house for their family. Each family receives a set of paper geometric shapes in eight colors and blank sheets of paper. Within 10 minutes, they select the figures they need in terms of color and shape, and create an application "The house in which we live." The teacher is watching joint work children and parents.

After finishing the work, the leader tells the participants of the workshop what the geometric shapes and colors they have chosen mean:

If squares predominate in building a house, then your family has such qualities as diligence and diligence, which always allow you to achieve completion.Square loves once and for all established order: everything should be in its place and happen in its time. The ideal of a square is a planned, predictable life, he does not like surprises and changes in the usual course of events.

Rectangle usually chosen by people who this moment extremely dissatisfied with themselves and their lives and want to change this situation for the better. The leading qualities of the Rectangle are curiosity, inquisitiveness, a keen interest in everything that happens and courage. But because of dissatisfaction, conflicts can arise.

Triangle symbolizes leadership. The most characteristic feature of the true Triangle is the ability to focus on main goal. A strong need to be right and to control the state of affairs makes the Triangle a person who is constantly competing, in conflict with others.

Kind and responsiveA circle can feel happy only if everything is in order not only with himself, but also with his relatives and friends. The circle prefers not to conflict with others, but to smooth out misunderstandings. Sometimes for him, peace is more precious than truth, in 99% of cases he will be the first to make concessions.

The method of color choice is used in the study of the emotional state of a person, his attitude towards himself, the characteristics of relationships with other people.

Blue colour - a person's need for harmony, for a sense of trust in others, for peace.

Green color speaks of tension, pride, severity, the desire to control others, a high appreciation of one's "I".

Red color symbolizes the desire of a person to get high results, to achieve success. Rejection of red - the search for protection from everything that can further excite or weaken. With the rejection of red and the preference for green, a situation of helplessness is created. Red color in combination with black indicates a tendency to dramatize events.

Yellow - this is a movement forward, towards a new, modern, developing, but not yet formed. This is a strong desire to get away from existing difficulties, to find a way out that brings liberation, sometimes a tendency to change for their own sake, achieving a desire to be significant, to earn respect. Such a person runs the risk of becoming dependent on others.

Purple associated with a state of emotional instability, when it is difficult to distinguish the real from the imaginary. In this case, a special state arises associated with the need for subtle understanding from loved ones. This is the need for approval, the desire to please others with their charm, manners.

Brown color signals an increased need for a feeling of physical lightness and sensual contentment, in getting rid of a situation that causes feelings of discomfort.

Black color means refusal, complete renunciation or rejection. The one who chooses this color tends to act recklessly, recklessly.

Supervisor:

Each family develops a certain, not always realized by its members, system of education. By the nature of communication in the process of performing joint activities, one can judge the adopted style of raising children. Several styles stand out, I will talk about them, and you will determine which style is typical for your family.

Atdemocratic style upbringing parents communicate with children on an equal footing, each of the family members can turn to the other with a question or request and get help. Democratic style implies the presence in the family of common goals and objectives, joint activities, moral values.

At the coreconniving style education lies the passivity of parents as educators, and sometimes their emotional coldness, indifference, inability and unwillingness to learn to be parents.

signsauthoritarian style - ignoring the interests and opinions of the child, suppression, coercion, deprivation of his right to vote in resolving issues relating to him. All this is a guarantee of serious failures in the development of the child's personality.

Supervisor:

It depends on each family member what your common Home tomorrow. Let's try to create an ideal project family home and reflect his intention in syncwine.

cinquain - This is a poem that is compiled according to certain rules.

On thefirst line one word is written - a noun. This is the theme of syncwine.

On thesecond line two adjectives are written that reveal the theme of syncwine.

On thethird line three verbs are written that describe actions related to the topic of syncwine.

On thefourth a line contains a whole phrase, a sentence consisting of several words, with the help of which the topic as a whole is characterized. Such a proposal could be popular expression, quote or proverb.

Fifth line - this is a summary word that gives a new interpretation of the topic, expresses the author's personal attitude towards it.

After completing the task, each family makes a self-presentation, which includes reading the motto and syncwine, getting to know the family coat of arms, and talking about family traditions. The leader thanks the participants of the event and expresses confidence that for each of them, as well as for himself, the home will always be the most the best place on the ground:

It's good, it's easy to be at home, where everything is cozy, close and familiar.

There I can always hide from problems, and failures and misfortune do not frighten me.

In a difficult hour, I hurry home sooner - my native walls will warm my heart.

My dear home is my reliable mooring, for me it is the beginning of all beginnings.

My house, of course, is not a luxurious palace, but in our life is complex, hectic,

There is no place in the world that is sweeter, warmer, cozier, closer and brighter for me!

Prepared by: CVR methodologist Rud T.F. 2014

The leader is the leading and organizing link in social management systems. Speaking about the functions of the head, we characterize the main duties performed by him, in particular: the development and adoption of managerial decisions; organization; regulation and correction; accounting and control; collection and transformation of information.

The main functions of the leader

1. Administrative and organizational

The leader, in accordance with the rights and duties officially granted to him, must combine the individual actions of the team members into a single common force:

distribute responsibilities among employees;

control the process of completing tasks;

evaluate the result and be responsible for the activities of individual employees and the entire group to higher authorities.

2. Strategic, related to setting goals, choosing methods to achieve them

The implementation of these functions allows you to show the creative potential of the leader, resourcefulness, endurance, the ability to put forward new ideas. The structure of strategic functions includes the ability to predict, foresee the final result, to promptly process large amounts of information coming from subordinate and higher authorities, the results of the team's activities. The leader must also accumulate a large amount of professional information in his memory.

At what stage of the work are we currently (assessment of the real capabilities of the group, taking into account external and internal factors)?

Where do we want to move, what tactical tasks to solve?

By what means are we going to do this?

3. Expert advisory

In the process of group activity, the leader is usually the competent person to whom everyone turns as a source of reliable information and the most qualified specialist. High professional qualification is one of the main components of the manager's authority. A leader appointed from above, but not competent in terms of the tasks solved by the team, quickly loses authority, they obey him only because of fear of disciplinary sanctions, and they are looking for a true consultant in the person of an informal leader.

4. Communicative

The leader is the main source of important information that is essential for the successful functioning of the working group. This information is transmitted in the process of communication with the group and its individual members. Communication, the ability to communicate with people, the availability of communication are important qualities of a leader. The leader can be open to communication with the group and then acts as a leader. But he can build a system of communication links only in accordance with the principle of clear subordination, i.e., he communicates only with other leaders of equal rank and is distant from the group. Then he dooms himself to emotional loneliness and cannot count on any other influence than official, official.

5. Educational

Psychotherapeutic functions can also be attributed to the number of educational functions. The leader must take into account the emotional state of his employees, since it largely affects their livelihoods and the psychological climate in the team. Optimism and a sense of humor, rather than despondency and irritability, should be inherent in the leader-leader, because this helps to prevent and resolve conflict situations.

6. Representation function

Management levels

Many people, including practitioners themselves, believe that the daily work of the head of a workshop, department or department differs little from the work of the people they lead, especially since they constantly interact. But socio-psychological research shows that managerial work is inherently very different from non-managerial work. The job of a shop manager has much more in common with the job of a plant manager than with the job of a subordinate. An engineer may spend several months developing an important structure; a programmer may spend several months creating a computer program. The work of a manager is never so homogeneous, since it is characterized by efficiency, a variety of methods of activity. It has been calculated, for example, that a production foreman performs an average of 583 management operations per day.

Lower level leader. This level of control is located directly above the specific performers of the work. Most of the leaders in companies are low-level managers. Their work is characterized by efficiency - frequent transitions from one task to another. The time for making and implementing a decision is also short. More than half of the working time, grass-roots managers spend in direct communication with subordinates, spend a little less on communication with other grass-roots managers, and quite a bit on communication with their superiors.

middle manager coordinates and supervises the work of the lower levels. In recent years, the number of middle managers has increased significantly and their importance has increased. The nature of the work of middle management varies significantly in different companies, but basically these managers are involved in the decision-making process: they identify problems, conduct discussions, and make recommendations to grassroots managers on organizing their activities. Middle managers often lead departments in their organizations (heads of services, chief specialists). According to research results, about a third of the working time, middle managers are engaged in the processing of official information and the study of documentation. The rest of their working time is spent on business communication with other managers of middle and lower levels.

The highest organizational level is senior managers. This level is the smallest, even in the largest companies there can be only a few such managers. They are responsible for making the most important decisions. Strong senior leaders often define the face of the entire company. Their work is characterized by nervous and mental tension, high pace, volume and great responsibility. The duties of senior managers do not have clear boundaries, since the company is constantly operating, developing, the external environment continues to change, there is always a risk of failure. Successfully operating senior managers in complex social organizations are highly valued throughout the world.

Management styles

Management style is a certain system of methods and techniques of management activities preferred by managers. The choice of one or another style of management is determined by many interacting objective and subjective factors. Objective factors include such as the content of the activities performed, the degree of difficulty of the tasks being solved, the complexity of the conditions in which they are solved, the hierarchical structure of leadership and subordination, the socio-political situation, etc.

Subjective factors include typological properties nervous system(temperament), character traits, orientation, human abilities, habitual ways of activity, communication, decision-making.

Psychologists distinguish three main leadership styles: autocratic, democratic, and liberal. Such a classification is based on the procedure for the distribution of responsibilities, methods for developing and implementing decisions, forms of contacts between managers and performers, and control over their activities.

Autocratic (authoritarian, directive) style characterized by an excessive concentration of power in one hand. The leader-autocrat himself makes decisions and voluntarily enforces them. He chooses assistants for himself, but uses them not as advisers, but only as executors of his will. He holds all power in his hands; requires discipline and perfect order; takes full responsibility for the results of activities; keeps aloof from ordinary performers. To subordinates, he is demanding without condescension, he instills a harsh psychological climate in the group. A leader of this type is optimal where there is no time for meetings and discussions of the situation, where it is necessary to show will and determination, to take full responsibility for the consequences of the decisions made.

Democratic (collegiate) style leadership is built on a dual basis: business and personal authority. A democratic leader knows how to use his power without appealing to it. He prefers the active participation of his assistants (initiative group) in decision-making, but reserves the right to make the final choice. It operates on the principle of freedom of opinion "from top to bottom" and "from bottom to top"; takes care of the development of the business initiative of subordinates; contact with them, tactful, patient, optimistic. This style is optimal in the management of certain types of production, creative teams, with it a warmer psychological climate is maintained in the team. The collegial management style is most suitable for people of a sanguine, less often - choleric temperament.

Liberal (permissive) style leadership is built on complete trust in the performer. The liberal leader allows complete freedom of action for his subordinates within their limits. functional duties. This style of leadership is ineffective in difficult extreme situations. The liberal style is inherent in people of a melancholic temperament, as well as phlegmatic and, to a lesser extent, sanguine people.

Different leadership styles are interconnected, since an experienced leader is able to use one or another style depending on the circumstances: the content of the tasks to be solved, the specific composition of the managed group. The level of the managerial hierarchy on the basis of which the leader functions and the measure of responsibility associated with this level also influences. There is evidence that at the highest levels of the hierarchy, an authoritarian style is more preferable, while at lower levels, the leader enters into a variety of relationships with subordinates. informal relationships. In this case, business and personal contacts are closer, so the collegial management style prevails.

The effectiveness of management is evaluated by the following indicators:

labor productivity of the managed team;

success in solving professional problems;

psychological climate in the team;

health of employees, the presence of injuries;

staff turnover.

Leader's personality

The head is a person endowed with the right to make decisions and acting as a one-man boss within the powers given to him.

The purpose of the manager's influence on employees is to encourage them to certain official behavior that would meet both the requirements of the organization and their own ideas.

There are two methods of influencing employees: straight(order, task) and mediated, motivating (through incentives). In the first case, a situation arises when the failure necessary action leads to punishment. Such a formula of relations between a leader and a subordinate is called coercion, when the goals of the leader are not directly related to the interests of the performers, and sometimes they may contradict them. In the second case, a situation arises when the performance of the necessary actions is encouraged, the needs and motives of employees are influenced.

An important property of a leader-leader is the ability to be a manager without advertising it. The managing leader influences the members of the group through personal authority, moral and psychological impact, initiative, energy, attractive personal qualities. If a good leader perceived as the "brain of the group", then the leader - as the "heart of the group". A leader-leader must combine these qualities in himself.

Acceptance of the role of leader is the first stage of his work. Usually it is accompanied by the process of learning the relevant functions, the development of certain positions, behavior and communication style. Understanding and accepting the role of a leader that is new for a person is a very difficult task, requiring the exertion of mental and moral strength, internal restructuring, and awareness of one's new position. At this moment, it is very important for a person to have knowledge about himself, about his psychological portrait, the ability to understand and use their strengths, as well as to neutralize their weak sides. It is necessary to give time to the novice leader to master this complex business, to the process of entering the role, establishing business relations with group members.

The next stage in the system of role-playing behavior of the leader is the performance of the role. This performance has two sides: the behavior of the leader and the assessment of others. The assessment is done both by the subject of management activity in the form of self-assessment, and by other people who have a different status in relation to him: from above (by the boss), from the side (by employees of equal status) and from below (by subordinates).

Adequate understanding and mastering of one's role, the ability to meet the expectations of the group is the first and necessary condition for the successful establishment of relations with the managed group by the leader.

The second condition is a good knowledge of the composition of the group, the level of education and qualifications of its members. This provides the leader with an understanding of the intellectual and professional potential of the group. The gender and age of group members should also be taken into account. For a leader, understanding these features is very important, since each age has its own psychological characteristics. Many social psychologists consider the combination of production groups men and women, which contributes to the development of the group and the creation of a positive psychological climate.

The third condition is correct individual approach to subordinates. The leader must remember that each member of the team is a personality and individuality, has a special combination of individual properties: temperament, character, interests and ideals, general professional abilities. Demanding of the leader to subordinates in relation to their professional duties should be combined with an adequate assessment of their activities, taking into account the capabilities, abilities, and style of their activities. Leaders need to be aware of not only production activities members of the group, but also about their personal affairs, difficulties that arise, and, if possible, contribute to their resolution.

The fourth condition is the culture of communication with members of the team. Holding meetings, meetings, various conversations, discussions, negotiations, issuing and explaining tasks to subordinates, reports to superiors, etc. - all this significantly depends on the culture of communication of the leader.

Selection and certification of management personnel

The study of the personality traits of a leader, his psychological suitability to perform complex functions of managing people is of particular importance in modern conditions highlighting the social theory of management (management) as a special applied area of psychology. The updated ways of assessing the personality of a leader are to use a set of methods, among which the following should be highlighted:

observation and analysis of the specific activities of the head;

survey-questionnaire to identify self-assessment of tasks (business games);

expert assessments of management specialists;

psychological testing using intelligent personality and professional tests;

sociometry in order to establish prestige in the group and psychological compatibility;

biographical method (study of documents, personality analysis).

Personality is a complex system of diverse properties, so the use of one method, even such as the test method, cannot give a correct prediction regarding a person’s suitability for leadership functions.

In Ukraine, as in other countries, active methods of social and psychological preparation are becoming more and more widespread.

The use of these methods helps to accelerate the adaptation of managers to the changed conditions of their work or work in a new place, allows you to more reasonably establish the organizational potential of applicants for a certain job. leadership position, assists managers in organizing their activities and self-education.

show strictness and exactingness (without pickiness);

be able to criticize and accept criticism;

be able to punish and encourage;

be affable, tactful and benevolent;

be able to speak, converse, and listen.

Article provided to our portal
the editors of the journal