Immediate and functional supervisor of distinction. Test of managerial situations
Situation 4.
Situation 3.
Situation 2.
Situation 1.
Your immediate supervisor, bypassing you, gives an urgent task to your subordinate, who is already busy with another responsible task. You and your boss consider your assignments urgent.
You received two urgent tasks at the same time: from your immediate and higher-ranking boss. You do not have time to agree on the deadlines for completing tasks, you need to start work urgently.
A conflict has arisen between two of your subordinates that prevents them from working. Each of them individually appeals to you with a request to understand and support his position.
In the most stressful 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 brigadier does not know the culprit, but he must be identified and punished.
What would you do if you were the foreman?
Situation 5. You have the opportunity to choose a substitute. There are several candidates. Each applicant has the following qualities:
| A. The first seeks, 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 one often prefers, in the interests of business, to aggravate relations (regardless of persons), and is distinguished by an increased sense of responsibility for the task assigned. B. The third prefers to work strictly according to the rules, is always careful in his official duties demanding of subordinates. D. The fourth is distinguished by assertiveness, personal interest in work, focused on achieving his goal, always strives to bring the matter to the end, does not betray of great importance possible complications in relationships with subordinates. |
Situation 6. You have the opportunity to choose a substitute. There are several candidates. Each applicant is distinguished by the following features of the relationship with the superior:
Situation 7. When you happen to communicate with employees or subordinates in an informal setting, during the holidays, what are you more inclined to do?
Situation 8. The subordinate did not complete your task on time for the second 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 comments, not correcting what you point out to him.
Situation 10. In the labor collective, where there is a conflict between 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, without accepting the arguments of the supporters of the old order, to work on the introduction of innovations, influencing rivals by the power of one's own example and the example of others. B. First of all, try to dissuade and win over the supporters of the previous style of work, opponents of perestroika, to influence them with persuasion in the course of the 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, support from 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 labor activity, to rely on the best achievements and labor traditions of the team, not to oppose the new to the old. |
Situation 11. In the most stressful period of completion production program One of your team members is sick. Each of the subordinates is busy doing their job. The work of the absentee must also be completed on time.
Situation 12. You have a strained 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 work does not suffer.
Situation 13. You were recently chosen as the leader of a labor collective in which you worked as an ordinary employee for several years. At 8 o'clock 15 minutes. You called a subordinate to your office to find out the reasons for his frequent lateness to work, but you yourself were unexpectedly late for work by 15 minutes. 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 appeals to you with a request to release him 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 calmly replies and submits an application. You sign an application for three days, according to the current regulation.
However, the subordinate returns to work after 4 days. How will you do it?
Situation 15. You are the head of the production team. During the night shift, one of your workers, in a state of intoxication, ruined expensive equipment. Another, trying to repair it, was injured. The culprit calls you on the phone and anxiously asks what they should do now?
Situation 16. Once you were a participant in a discussion of several production managers about how best to treat subordinates.
One of the points of view you liked the most. Which?
Situation 17. You are the shop manager. 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 more likely to be listed than working. This situation suits him, but you do not.
Situation 19. When distributing the coefficient of labor participation (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 the head of a modern workshop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight yet. Two more hours until lunch break. Walking along the corridor, you see three workers of 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. Essence and character traits modern management.
3. Functions, management cycle.
4. History of management development.
5. Classical school of management.
6. Behavioral school of management.
7. Situational school of management.
8. System approach to management.
9. Strategic planning.
10. Mission of the organization. Accounting for the external environment (environment) when developing a strategy.
11. The internal environment of the organization.
12. Identification of 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 significance. Formal and informal groups.
20. Motivation and needs. Theories of motivation.
21. Herzberg's two-factor theory of motivation.
22. Maslow's theory of human needs.
23. Process theory of motivation.
24. Theory of expectations and the theory of justice.
25. Control, concept and essence.
26. Stages of control.
27. Leadership, influence, power. Types of power. Power balance. Partnership.
28. Leadership, leadership styles.
29. Management grid and its use.
30. Management methods.
31. Self-management of the leader. Working time. Time management.
32. Problems of optimal use of working time. Principles
Pareto and Eisenhower.
33. Information and communications.
34. Business conversation, essence and content, types.
35. Organization of business communication.
37. Requirements for management decisions.
38. Decision making process.
39. Decision-making methods.
40. Managing conflicts and stress. Types, essence. Methods
The superior prefers to communicate with your subordinates directly, avoiding your mediation. How to get your direct powers back?
Such a situation threatens to lead to big problems.
First, the actions of the boss undermine your authority. Secondly, the communication system in the company itself is violated, and in the event of any important issue, the employee simply will not know who to turn to for help: to you or to your boss. The situation becomes more complicated if you and your boss have certain, albeit minor, but disagreements - for example, about methods for solving a problem. Plus, it's just annoying. However, there is always a way out.
Dots over i
Find out the reasons for your boss's behavior. Often, managers turn directly to subordinates due to lack of time. It is easier for the boss to explain the task to the employee himself in order to shorten the information chain.
The boss comes from his best intentions, but you need to prove that the consequences of his decisions are not as wonderful as he thinks. Start the conversation with concrete facts and arguments. Very often, a superior manager, passing a task to an employee, refrains from explaining it in detail. The subordinate does not understand what is required of him, and comes to the immediate superior for clarification and further instructions. And then you already have to go to the boss and once again clarify all the details. The circle closes. Even if your boss was going to speed up the process, he only slowed it down.
It is necessary to explain to the boss that his actions lead to confusion and break the normal work schedule. Just don't blame him for what happened.
Intimate talk
Suggest your communication option. Communicate your wishes gently but confidently: “Perhaps it will be much more effective for the work of the department if I myself begin to give orders to my subordinates.”
As a rule (with rare exceptions), companies do not live in a state of constant rush. To do this, there is an advance setting of tasks. And if your company hasn't thought of it yet, which is unlikely, offer a system of long-term planning. Explain to your boss that his actions undermine your leadership position. Just do not overdo it, putting pressure on pity.
Riot on the ship
It is better if your subordinates do not know about the current situation. Such frankness will only discredit you as a boss in their eyes.
But if the boss continues to ignore all your appeals, prove his guilt in practice. Hold a meeting with employees, tell them about the problem. Explain that you can’t do anything, and give the task to subordinates themselves to clarify all the details of the tasks with the leader, and don’t touch you.
In this case, employees will start asking questions to the boss immediately after receiving instructions, or they will run to his office in the process of solving and distract him with their problems. In this way, you will demonstrate that the responsibility for the implementation of the issues should lie with the one who sets the tasks, and you do not have the appropriate authority to do so.
Task 2
A) considers the first two situations indicated in his version from the position of a self-oriented leader;
B) considers the following two situations from the position of a business-oriented leader;
C) considers the last two situations from the position of a leader focused on relationships with people. Psychological climate in the team.
Situation 1
Your immediate supervisor, bypassing you, gives an urgent task to your subordinate, who is already busy with another responsible task. You and your boss see your assignments as urgent.
A. Without disputing the tasks of the boss, I will strictly adhere to official subordination, I will offer the subordinate to postpone the execution of my task.
B. It all depends on how authoritative the boss is for me.
C. I will express to the subordinate my disagreement with the task of the boss, I will warn him that in the future in such cases I will cancel the tasks assigned without my consent.
D. In the interests of business, I will offer a subordinate to complete the work begun.
Situation 2
You have received two urgent assignments at the same time: from your immediate supervisor and from your superior. You do not have time to agree on the deadlines for completing tasks, you need to start work urgently.
A. First of all, I will begin to fulfill the task of the one whom I respect the most.
B. First I will carry out the building most important in my opinion.
C. First, I will complete the task of the superior.
D. I will carry out the task of my immediate supervisor.
Situation3
A conflict has arisen between two of your subordinates that prevents them from working. Each of them separately turned to you with a request that you sort it out and support his position.
A. I have to stop conflict at work, and resolving conflict relationships is their own business.
B. It is best to ask representatives of public organizations to sort out the conflict.
C. First of all, I will personally try to understand the motives of the conflict and find a way of reconciliation acceptable to both.
D. Find out which of the members of the team serves as an authority for those in conflict, and try to influence these people through it.
Task 3
Develop your model of personal and business qualities that a manager should have. Describe the characteristic features of a manager you know, confirm their presence by his behavior in specific situations. (You can describe it from a newspaper article, indicating the newspaper, issue number and date of issue).
List of sources used
How much are you worth [Technology of a successful career] Stepanov Sergey Sergeevich
Situation 1
Situation 1
Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss see your assignments as urgent. Choose the most suitable solution for you.
BUT. Without disputing the tasks of the boss, I will strictly adhere to official subordination, I will offer the subordinate to postpone the implementation of the current work.
B. It all depends on how authoritative the boss is for me.
AT. I will express to the subordinate my disagreement with the task of the chief, I will warn him that henceforth in such cases I will cancel the tasks entrusted to him without agreement with me.
G. In the interests of business, I will offer the subordinate to carry out the work begun.
From the book How Much Are You Worth [Technology for a Successful Career] author Stepanov Sergey SergeevichSituation 4 In the most stressful period of completion of the production task, an unseemly act was committed in the team, labor discipline was violated, as a result of which a marriage was allowed. The brigadier does not know the culprit, but he must be identified and punished. How would you go about
From the book Conflict Management author Sheinov Viktor PavlovichSituation 5 You are given the opportunity to choose a substitute. There are several candidates. Each applicant is distinguished by the following qualities. A. The first strives primarily to establish friendly, comradely relations in the team,
From the author's bookSituation 6 You are invited to choose a substitute. Candidates differ from each other in the following features of relationships with higher authorities. A. The first one quickly agrees with the opinion or order of the boss, strives clearly, unconditionally and in
From the author's bookSituation 7 When you happen to communicate with employees or subordinates in an informal setting, during leisure time, what are you more inclined to do? A. Carry on conversations that are close to your business and professional interests. B. Set the tone for the conversation, clarify opinions on controversial
From the author's bookSituation 8 The subordinate did not complete your task on time for the second 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 speak sternly in private, warning for the last time. B. Not
From the author's bookSituation 9 The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to comments, not correcting what you point out to him. How will you deal with this subordinate in the future? A. Having understood the motives of perseverance and seeing them
From the author's bookSituation 10 In a labor collective where there is a conflict between 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
From the author's bookSituation 11 During the most stressful period of completing the production program, one of the employees of your team fell ill. Each of the subordinates is busy doing their job. The work of the absentee must also be completed on time. How to enter such
From the author's bookSituation 12 You have a strained relationship with a colleague. Suppose that the reasons for this are not entirely clear to you, but it is necessary to normalize relations so that work does not suffer. What would you do first? A. I will openly challenge a colleague for a frank conversation in order to
From the author's bookSituation 13 You have recently been chosen as the head of a labor collective in which you worked as an ordinary employee for several years. At 8:15 a.m., you called a subordinate to your office to find out the reasons for his frequent lateness to work, but you yourself were unexpectedly late by 15
From the author's bookSituation 14 You have been working as a foreman for the second year. A young worker turns to you with a request to release him 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," -
From the author's bookSituation 15 You are the head of a production team. During the night shift, one of your workers, in a state of intoxication, ruined expensive equipment. Another, trying to repair it, was injured. The culprit calls you at home
From the author's bookSituation 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 take up the matter myself, I will study all the lists and personal files of the shop workers, I will offer my project
From the author's bookSituation 19 When distributing the coefficient of labor participation, some members of the team 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 in his place? A. You respond to complainers like this:
From the author's bookSituation 20 You have recently started working as the head of a modern shop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight yet. Two more hours until lunch break. Walking down the corridor, you see three workers in your workshop who
From the author's bookSituation Let's take an example from practice as an illustration. Experienced workers began to refuse to help newcomers in mastering the profession. The management accused them of ravenous moods, of unwillingness to create competitors for themselves, of the intention to consolidate their
Situation 1. Your immediate supervisor, bypassing you, gives the task to your subordinate, who is already busy with urgent work. You and your boss see your assignments as urgent. Choose the most appropriate solution:
A.. Strictly adhere to the chain of command, without challenging the decision of the boss, suggest that the subordinate postpone the execution of the current work.
B. Express your disagreement with the boss's decision; warn him that henceforth in such cases you will cancel his tasks assigned to your subordinate without your consent.
D. In the interests of business, cancel the task of the boss and order the subordinate to continue the work begun.
Situation 2. Unexpectedly for the whole team, you are appointed the head of a large department, although everyone was expecting the appointment of another person who is an informal leader. The atmosphere in the team escalated. Your actions:
A. Find out who are the most ardent opponents of your candidacy. It is dry and formal to call them for a conversation in a tone that does not tolerate objections, to state the conditions for their further work in their place. In case of opposition, take the most stringent administrative measures.
B. Try to find mutual language with the team, stimulate it positive emotions(for example, arrange a trip out of town, where in a relaxed atmosphere to discuss the situation in the team and try to attract employees to your side).
C. Involve the team in setting goals and making decisions, promote subordinates as soon as possible, hold meetings in the team more often, delegate additional powers to subordinates.
D. Let the situation take its course, do not take to heart all the attacks and injections of the enemy. Remain confident and hope that the situation will normalize by itself.
Situation 3. An employee of your department committed negligence: he did not enter updated data into the information sent to a higher civil service body. Leader actions:
A. Empathize with the employee by letting the situation take its course.
B. Having demanded a written explanation, hold a tough conversation, recalling the subordinate's previous mistakes.
B. Bring the fact to the discussion of the team, offering to make a collective decision.
D. Attach to the explanatory note a memorandum addressed to the head of the organization with proposals for punishment.
Situation 4. An employee of the company received an invitation from a competing company to work. Having worked for the company for more than a year, he showed himself to be a responsible, competent specialist, gained valuable work experience, turned out to be just a pleasant and balanced person, able to easily find a common language with a wide variety of people. The firm that hired him offered twice the remuneration and, in connection with the organization of a new branch, a higher position on the hierarchical ladder. Directly and openly, the employee stated the current situation to the manager and assured that he would remain at work if his salary was increased by only one-half of the amount offered by the competitor.
A. The manager is adamant, demands that the employee stay, reminds that only thanks to the experience gained in this company, he is valuable to a competitor, declares that this is a fundamental situation.
B. The manager invites the employee to discuss all the positive and negative aspects of his transition to a new company; assures him that he will be sorry to lose his employee, whose human and business qualities he highly appreciates. And, finally, he promises to clarify the issue of a possible salary increase.
B. The manager promises to contact the higher authorities, who are the only ones who can solve the issues of increasing the salary of employees.
D. First of all, the manager invites the employee to consider the proposal for a week. At this time, he makes inquiries about the upcoming work in a competing company. As a result, he goes to the point that he offers the employee to take a vacation without pay and at this time try to work for a competitor: everything that happens will be known only to the manager and the employee himself.
Situation 5. A creative, competent specialist cannot obey the existing mode of work: start his working day on time. Often late. This is due to its psychophysiological characteristics. However, as an employee, he is simply irreplaceable. Leader actions:
A. Issue a reprimand, take drastic measures to establish a strict framework of behavior up to and including dismissal.
B. Find out the reasons for delays, suggest together to find the best mode of operation.
B. Leave everything as it is.
D. Suggest to the team to organize a creative group to create an innovative environment.