Psychology of management

OPD discipline. R.05 “Management Psychology” refers to the specialization disciplines of the curriculum for the preparation of the national-regional (university) component of higher professional education. The course is designed to train specialists in specialty 020400 “Psychology”. Its structure and content are coordinated with the graduating department.

Goals of the discipline“Psychology of Management”: developing students’ theoretical knowledge and practical skills in applying modern psychological methodology to the study of the mental processes of people involved in management; introduction to the basic theoretical and practical concepts of management psychology; formation of practical skills in solving problems of workforce management.

Objectives of the discipline“Psychology of Management” contributes to the development in students of conscious ideas about the psychological essence of the management process; mastering practical skills in analyzing management activities, socio-psychological analysis of production and management teams and the relationships of people in them; formation of skills to assess the psychological processes of making individual and group decisions. The objective of the course is provided by lectures, seminars and practical parts.

Place of discipline in the educational process. The discipline “Management Psychology” is an essential component of the socio-psychological direction of student training. Training of specialists in this course requires students to comprehensively acquire knowledge in psychology, management and related fields, their fundamental theoretical concepts, and applied aspects in relation to the tasks of training these specialists. The course methodology contains lectures and seminars.

Topic 1

Subject and methods of management psychology

Study questions:

1. General idea of ​​management psychology and the subject of modern management psychology.

2. Relationship between management psychology and related sciences

3. Basic methods of management psychology, their brief description.

Modern management psychology is a relatively young and fairly rapidly developing branch of applied psychology. In modern psychological science, there are two main directions - theoretical psychology and practical (applied) psychology. Nowadays, both theoretical and practical psychology are not a single whole. Each is a set of disparate theoretical constructs, certain initial principles, views, approaches, languages ​​for describing various phenomena of the psyche and human relationships. Everything that has been said fully applies to the psychology of management. It can be stated that today it represents a set of general approaches to understanding problems. On the other hand, modern management psychology has accumulated a colossal amount of factual, statistical and experimental material, which makes it possible to draw fairly accurate conclusions and develop specific recommendations for specialists in the field of management. Differences in approach in this case do not seem to be a complicating factor; on the contrary, they contribute to new searches in attempts to understand what is called the human dimension in management

What causes the disunity in approaches?

1. Management psychology as a specific branch of practical psychology arose almost simultaneously with the emergence of the profession of manager and professional managers. It appeared in response to a specific social order of industrial society. This social order can be expressed in the form of the following questions:

How to make management effective?

How to make maximum use of human resources in production without coercion and pressure on people?

What is the best way to build and organize a team management system?

We can say that the psychology of management arose in a free society (unfree societies with a harsh system of coercion in the form of carrots and sticks do not need it), for free people seeking to fully reveal their own capabilities with maximum benefit for themselves and for the business.

Thus, management psychology from the very beginning was focused not on creating a theory, but on solving specific practical problems. The same can be said another way: modern management psychology is built on the understanding that the use of the human factor in production, the human dimension in management, is economically beneficial. It doesn’t matter how it looks in theory, it is important that it works in practice and is beneficial; such a very pragmatic and, of course, not indisputable view predetermined the development of management psychology as a branch of practical psychology. The joke of professional psychologists: “We have many different means for solving problems - something helps someone from time to time” has acquired real meaning.

2. The very subject of psychology - man and his psyche, inner world, behavior, activity, communication - is an ambiguous and multifaceted phenomenon. Today we hardly understand human nature better (despite attempts to artificially change it) than the ancient Greek philosophers. It remains as much a mystery as the origin of life. A person with his inner world is a very complex being, roughly speaking, one that does not fit into theoretical concepts and constructions. This deprives us of the opportunity to obtain any definitive answers to the questions posed. So the lack of a single view, a single concept of man in psychology is caused by completely objective reasons.

Subject of management psychology

Management psychology is a branch of practical psychology. The subject of practical psychology is a problem of human relationships. Hence, modern management psychology considers problems of human relationships and interactions from the point of view of situations of management, management, and this is the specificity of its subject. Let us reveal this position in more detail and consider which specific problems of the human dimension in management are in the field of view of management psychology. This:

1. The personality of the manager, his self-improvement and self-development.

2. Organization of management activities from the point of view of its psychological effectiveness.

3. Manager's communication skills.

4. Conflicts in the production team and the role of the manager in overcoming them.

Management psychology examines these problems from a practical point of view. Let's get to know them better.

1. Personality of the manager, his self-improvement

and self-development

Two things are important here. Firstly, among the many qualities, traits, and personality characteristics, management psychology identifies those that help to successfully carry out management activities. We can say that this branch of knowledge studies not the personality in general, but the personality of the leader-manager, organizer, manager. It cannot be said that management psychology is not at all interested in personality problems as such and that it focuses only and exclusively on the analysis of the strengths and weaknesses of the leader’s personality. Ordinary employees also come into the field of view of this branch of science. A manager must know the personality traits of his subordinates in order to interact more effectively with them, and sometimes even to influence them.

Secondly, when considering the personality of a leader, psychology is not limited only to descriptions, comparative analysis and statements of facts. In this branch of knowledge there is a fairly large amount of practical advice, recommendations and “recipes” that allow managers of any rank and with any initial level of management abilities to purposefully develop the qualities of a leader. This is where the practical, applied nature of management psychology manifests itself. It teaches the manager, at the very least, how not to make obvious mistakes, and most importantly, how to improve himself in management. What will be adopted - minimum or maximum - is a matter of personal choice.

2. Organization of management activities from the point of view of its psychological effectiveness

Any activity must be organized - without this, it turns into a set of chaotic actions, which, despite all the efforts and sincere desire to achieve something, end in very mediocre (and this is at best) results. Management activities have their own characteristics. This feature lies in the fact that the manager, acting himself, organizes the activities of other people, solves not only production, but also management problems.

Management activities are built according to certain rules, which are studied by management psychology.

We can say that management produces a very important product - order out of chaos. The ability to organize your own activities and the activities of subordinates invariably brings success. Conversely, inept organization of a business can lead a company to collapse even under the most favorable other conditions. “He who produces does not manage, who manages does not produce” - this perhaps too straightforward motto clearly reflects the importance of organizing activities in general and management in particular. An effectively working manager not only knows the basic management actions and knows how to carry them out - he constantly reflexively analyzes his activities and improves them.

Knowledge of the main components of management activity allows, among other things, to compensate for the insufficient development of organizational abilities, which, of course, is of practical importance.

3. Manager’s communication skills

How are communication and management connected and related? What is communication culture and communication skills of a manager? How to organize communication with subordinates in the most effective way? How to negotiate? How to learn to speak in public? This is not a complete list of problems related to the relationship between management and communication. There is hardly any need to convince anyone that the role of communication in effective management is enormous. But understanding the role of communication and being able to use it are not the same thing. That is why management psychology includes specific practical problems of organizing effective management communication.

Communicative qualities of a person are not given at birth - they, like the ability to ride a bicycle or swim, are developed as a result of special exercises. All you need is desire and time. Specialists in the field of management psychology have long and successfully developed rules and technical methods of communication that make it not just a form, but a management factor. Everything a manager does should be results-oriented. And the result is solving the problem in the most rational and humane way with minimal expenditure of time, effort and money. The correct organization of management communication in general and each of its types helps to achieve this result.

4. Conflicts in the production team

and the role of the manager in overcoming them

Any collective is a group of people representing a single social organism, whose members pursue their goals, solve their problems, strive to maintain or change their formal and informal status. People in a team are connected to each other by a system of sometimes incredibly complex relationships. Like any organism, a collective can experience both favorable and unfavorable periods in development. A crisis can occur at any time under the influence of a complex of external and internal causes and circumstances. Its consequences can be both positive (a further rise in the development of the team) and negative (the team, which until recently worked like a “clock,” becomes uncontrollable and disintegrates). Conflictology, as a part of modern practical psychology, which is directly related to the psychology of management, is still a young science, but still has a sufficient amount of materials that allow a manager to relatively successfully cope with crises in the development of a team.

1. The level of a leader and the degree of his professionalism are determined not only by how he manages the development of his team during relatively favorable periods of its existence and development, but also by how he acts in difficult moments, in situations of conflict. The job of a leader, his profession, is to manage in any, even the most seemingly uncontrollable situation. And this requires not only knowledge, but also specific skills.

What are conflicts and what are they like? What are the psychological mechanisms for the development of various types and types of conflicts? Is it possible to prevent conflict, and if so, how? What to do and what not to do if a conflict is already occurring? How to minimize the consequences of the conflict and preserve the team? What price should I pay so that it does not turn out to be excessive? These very practical questions are the essence of the art of conflict management that a professional manager possesses, or at least strives to master. The art of conflict management is how a professional manager differs from a leader (from “driving with his hands”) - an amateur. Where the second one just throws up his hands, the first one gets down to business and acts with maximum benefit and minimal losses.

Control- a special kind of human activity carried out within the framework of collective labor.

Any joint work requires management. This means that management is an obligatory element of any collective activity of people, not only in the sphere of production, but also in the non-productive sphere, covering education, training of specialists in science, healthcare, culture, etc.

Management synthesizes the organization of human activity and the management of this activity, which means that the entire complex of sciences that study man and his activities acquires a very significant role.

Since management includes, as an essential component, the management of people’s activities, its improvement involves relying on knowledge about a person, about the patterns of his activities and behavior, about opportunities and abilities, psychological differences between people, about their interaction in work groups.

In connection with the increasing role of human factors in various spheres of social life, the problem of man becomes one of the central ones in the entire system of modern science. Management psychology plays a special role in its development; studying man as a subject of labor, knowledge and communication, it inevitably becomes a connecting link between the social, natural and technical sciences.

One of the important reserves for increasing the efficiency of any work is human factors, i.e. factors determined by the physiological, psychological and socio-psychological properties of man – the main productive force of society.

In expedient activities, as a rule, reserves associated with human factors are formed and realized.

In the course of this activity, a person’s needs and abilities, his creative potential and professional skills, value orientations and social attitudes develop.

An essential point in improving management activities is its psychological analysis: identifying the requirements for perception and attention, memory and thinking, emotions and will (i.e., the so-called “mental sphere”) of a person determined by this activity and determining the most effective ways to form significant qualities.

In the process of people working together, a system of interpersonal relationships (psychological in nature) is formed: likes, dislikes, personal friendship, etc.

A system of mutual demands, a common mood, a common style of work, intellectual, moral and volitional unity are formed in the team, in other words, in the conditions of joint activity, what is commonly called a “psychological climate” develops.

Due to the fact that large interconnected teams of people participate in management processes, for management science the problem of the team appears in two aspects. On the one hand, the labor collective is the object of management. Therefore, the patterns of formation and development of a team, its structure and dynamics need to be known in order to find the most adequate means of influencing it in each specific case. On the other hand, management activity itself in the conditions of modern production is also collective, i.e. the team also acts as a subject of management.

An important task of management psychology is an in-depth study of the structure and mechanisms of management activities.

Structural and management activities include: analysis and assessment of management objects, problem situations, management decision-making, organization and implementation of the decision made. In the general structure of management activity, the role of “goal-setting”, motivational-attitude, emotional-volitional and other personal factors is great.

The central element of management activity is the solution of management problems. Management decisions are generally characterized by the following features:

• a complex relationship between a strategic, fairly stable decision and variable private decisions associated with changes in the operational situation
• hierarchical decision-making procedure with a certain degree of independence at each level
• conflictual, but, of course, non-antagonistic nature of the process of preparing a decision, reflecting the “struggle” of motives, alternatives, a combination of collective development and individual decision-making with a high level of responsibility, etc.

An important problem in leadership psychology is the analysis of the leader’s personality.

Obviously, a serious problem is identifying the professionally important qualities of a leader and the corresponding criteria.

Three levels of personality structure can be distinguished:

• psychophysiological, including mainly primary cognitive, information processes with their parameters
• actually psychological, including the characteristics of a person’s temperament and character, his intellectual sphere, emotional-volitional sphere, specific personal properties - professional, organizational, psychological and pedagogical
• the highest social level, including ideological, political and moral qualities of a leader

It is important for a leader to have an analytical-synthetic type of perception, the ability to observe facts and explain them without bias; sustained attention combined with the ability to switch attention from one problem to another, developed, especially operational, memory for events, facts, faces, names. One of the most important qualities is deep practical thinking. The practical mind of a leader should be characterized by: speed, determination, the ability to foresee and find new solutions. In the intense activity of a leader, especially in unusual situations, the role of emotional and volitional reserves is great.

The work of a leader is compared to the work of a conductor, who must know who, where and what violin he is conducting, where, how and what instrument he studied, where, who and why is out of tune, who, how and where needs to be transferred to correct dissonance, etc.

The main reasons that shape the psychological climate are: the personality of the leader, the competence of the performers and their compatibility when performing collective work. When these conditions are violated, conflicts arise. The causes of conflicts were experimentally established: in 45% of cases - due to the fault of the manager, in 33% - due to the psychological incompatibility of employees, in 15% - due to improper selection of personnel.

To ensure normal work, it is important to create a good mood. Goodwill, sensitivity, tact, mutual politeness are stimulants of a good mood. On the contrary, hostility, rudeness, and damage to the pride of subordinates - all this damages the nervous system and reduces the efficiency of the team.

By the management process we understand purposeful information interaction between a subject (manager) and an object (team) with the aim of transferring it from one state to another or maintaining a control object in a given state when exposed to various disturbances (both internal and external) by influencing subject to variable parameters of the control object.

Management process- a complex type of activity. And in this regard, it seems relevant to consider the mental mechanisms underlying it.

The control system design can be described as follows. There is some control object. A person sets a task (or other people set a task for him) to transfer an object from state a1 to state a2 (or, on the contrary, to maintain the object in the state, overcoming external disturbances). Based on the information at his disposal (including professional experience), a person forms a certain image of the given (future) state of the object (state a2). Perceiving information, a person evaluates the current state of the object (state a1), analyzes various ways of performing the task, makes a decision and performs a control action (or system of actions), transferring the control object from state a1 to state a2. Information about the changed state reaches the person, and he evaluates whether the problem has been solved by comparing the current state a1 with the given state a2, and depending on the result, performs new control actions: the control cycle is repeated.

We are interested in management actions as an information process. The input of this process is information about the current state of the object, the output is the expedient transformative impact of the subject of action on the object. The control process begins not with the fact that the object is in some current state, but with the fact that the subject begins, in order to achieve the goal, to accept information about the state of the object to be changed. Similarly, the action ends not with the fact that the object is transformed, but with the fact that the subject receives information about the result of the transformative influence he has exerted on the object.

What is the relationship between the “input” and “output” of an action, how is the transition from input information to output action accomplished? Obviously, the input information itself could not cause the output effect. It was the subject who transformed one thing into another, and the action itself consisted of this transformation.

The most important feature of the control process carried out by a person is the fact that the process of transforming input information about an object into a purposeful impact on the object occurs in the form of mental reflection. The result of the mental reflection of highly controlled systems is an image. It is the mental reflection, ideal images that are the sought-after “intermediate variable” that carries out the connection between a person’s external behavior and the flow of information coming to him from environmental objects.

From a psychological point of view, the issue of an “intermediate variable” is easily resolved by understanding the control process as a process of expedient transformation of an object based on the information available to the subject and the information coming to him from the object through the feedback channel. With this understanding, the psyche, the subjective image, organically fits into the information cycle occurring in the management process, as a central processing link.

The processing of information, which characterizes the management process from the psychological side, is carried out, according to our understanding, in processes of confrontation of various types of images. Some of the images act as material processed in the process of management, others - as means of processing this material. In this sense, it is convenient to call the former correlative (current), the latter – correlative (reference). Correlative images directly reflect the current states of the object. Correlating images act as a more or less stable information reserve organized specifically for the purposes of this type of management. Correlative information flow, on the one hand, correlative information reserve, on the other. These are the two information flows, the active interaction of which ensures this management process.

To solve the problems of management psychology, one should begin by understanding the ideas about the object and subject of management psychology. The object of management psychology is an organization, which is considered as a specialized social institution designed to fulfill certain socially significant goals and endow in this regard with labor, technical and energy resources, as well as rights and responsibilities that determine the functions of the organization and its place in society and organizational structures.

The organization acts as the main entity within which the role of management in regulating the joint activities of people is most clearly revealed. The structure of the organization, its place in the management system, its functional identity leaves a certain imprint on the activities of both the individual and the team, which form an integral part of the organization's resources.

The subject of management psychology is the diverse activities of the individual and the team aimed at realizing the goals of the organization. In accordance with externally set labor goals, the main type of activity in the organization is functional activity, i.e. actual professional work activity.

The subject of management psychology is not only professional activity, but a system of activities collectively aimed at achieving the goals of the organization, and a person as an actor appears in relations of interaction with various structural and functional links of the organization, designed to fulfill the labor and social goals set for it.

This approach to the activities of the individual and the team in the structure of the organization is extremely important, as it makes it possible to assess the impact of factors of different origin on the effectiveness of the organization.

Activity can be considered as the leading form of social activity of the individual, a kind of subjective activity. A personality does not simply “play” the social role prepared for it, does not dispassionately implement an objectively given activity, but, as it were, modulates the latter, gives it its own “personal profile”, modifies it so much that two people implementing the same activity cannot work in exactly the same way, no matter how hard they strive for it. It is here that the psychological problems of activity are revealed, which differ from the cybernetic, sociological and any other approach.

Psychological science studies organization as a system of activities from a specific angle, figuratively speaking, as an integral living organism with its inherent emotions and feelings, intellect and will.

Such an approach to the question of the object and subject of management psychology allows us to formulate a number of promising directions designed to create scientific and psychological support for tasks, among which special importance is given to the improvement of organizational structures and management methods.

Management psychology, on the one hand, should direct its efforts to the study of organizational factors that activate the professional activities of people, and, on the other hand, explore those aspects of the “human factor” that have a significant impact on the functioning of the organization as a certain social institution.

In the variety of activities that form an organization as an integral system, it is possible to identify the elements of the system and the connections between them. The elements are individual activities, and the role of connections as structural components of the system is played by the methods of their coupling, i.e. specific socio-psychological conditions in which workers performing related tasks interact.

Individual activities as elements of an organization, according to the legal status of the individual, are divided into managerial and executive. The study of leadership activity in management psychology is a central focus.

Social practice is in dire need of scientifically based recommendations for improving the work of a manager, depending on the level in the management system, individual personality traits, socio-psychological characteristics of the work team, the nature and content of the organization’s social functions, etc.

Research on performance activities is no less relevant. Here, it seems promising to study the patterns of social regulation of people’s behavior, effective forms and methods of influencing human consciousness and behavior, ensuring proactive and conscientious implementation of the tasks facing the organization.

In management psychology, in contrast to general psychology and labor psychology, activity is studied primarily as a socio-psychological category. An organization as a system of activities functions effectively only if a clear coordination of the efforts of interacting workers is sufficiently reliably ensured. The overall effect of joint labor ultimately depends on how individual activities are “connected” with each other. It is important to direct research to uncover the patterns of coordination of activities.

Typical functions of management activities are the functions of information processing and decision making. This activity includes a number of unique aspects that are unique to management. The most characteristic point is that the activity of processing information and making decisions is carried out in the organization as an activity included in functional communication between members of the organization. By it we mean a type of communication subordinated to the goals of professional activity performed by subjects in conditions of interdependence.

In management activities, functional communication serves to transmit information from one member of the organization to another. This information is the starting point for information processing and decision-making activities.

However, this does not exhaust the role of functional communication. Like any communication, it involves the interaction of participants and their mutual influence. In turn, mutual influence makes information flows mutually directed. This aspect of management activity is of greatest interest to psychology. The problem is that in order to optimally organize functional communication, it is necessary to establish psychological patterns that determine the influence of functional communication on information processing and decision-making in the organization. Information processing in an organization is carried out at hierarchical levels of the organization. At each level, selection and transformation of information occurs in accordance with the functions of this level and the next one.

Thus, information is simultaneously relayed and processed. If information flows from lower hierarchical levels, then its transformation occurs in the direction of data integration; when flowing from higher to lower levels, the transformation occurs in the direction of data differentiation. In this situation, the question of the level of integration and differentiation of management information, including information generated again as a solution, becomes relevant.

All this indicates the seriousness and significance of the problem of presenting information in the organization.

The subjective aspect is of great importance in the functioning of the organization. The influence of the subjective factor is manifested in all aspects and conditions of the organization’s activities that are associated with a person as a subject and object of management.

Until recently, management style was studied mainly in terms of relationships that develop in the manager-subordinate system. It should be noted that the influence of style in the manager-subordinate system was considered statically, i.e. as a non-developing system. The problems of style in the manager-team system have not been sufficiently studied. Meanwhile, of great interest is the problem of the development, under the influence of the management style, of relationships that are predominantly functional into collectivist relationships, in other words, the problem of enriching functional relationships with relationships characteristic of a developed team. The management style plays an important role here, since it shapes a certain way of life of the organization and thereby contributes to the development of interests and needs that are characteristic of a developed team.

Until now, we have emphasized the importance of those problems in the study of management style that are associated mainly with the implementation of the personal qualities of a manager, those that inevitably introduce originality into the performance of necessary functions. However, there must be another side to the study of style. Typically, the system of relations of the manager to the function of the organization, to the members of the organization is fixed in the form of an image of a certain behavior. This image is formed on the basis of the model of a leader that is set by the socio-economic system, and on the basis of experience gleaned from observations of the actual types of behavior of the organization's leaders. The image of a leader’s behavior that has developed in an organization requires a certain adaptation of his individual, personal qualities to this image, including when it comes to their manifestation in the management system. This approach to management style allows us to formulate another problem of management psychology, which can be called the problem of the personality of an authoritative leader. In studying the manager’s mode of activity, one should rely on two criteria related to the performance of two main functions of the organization: production efficiency and social efficiency. This approach allows, in our opinion, to overcome subjectivity in assessing a manager through various types of expert assessments. Often in this regard, errors arise that arise not from the assessment of activity, but from the assessment of behavior. Undoubtedly, the behavior of a leader is a very important means of realizing the goals of management activities, but mixing them in assessing the effectiveness of a leader leads to the fact that the compiled models of qualities come into conflict with reality.

At the same time, it cannot be denied that the leader’s behavior influences the formation of interpersonal relationships in the team, its overall socio-psychological climate and the rate at which the leader establishes himself as an authority in the organization. Research indicates that the discrepancy between a leader’s behavior and role expectations often stems from ignorance of how this or that behavioral act is reflected in the consciousness and activities of people, from ignorance of the basics of psychologically appropriate behavior, which should have a stimulating effect on both relationships and activities members of the organization. In this regard, the problem of the content of psychological education of managers becomes practically important.

The greatest importance for a manager is psychological knowledge designed to ensure comprehensive self-knowledge and development of the manager’s personality in order to increase his professional competence, knowledge of psychological patterns that influence the activities of the team and the individual and, finally, knowledge of methods for managing these patterns, which should be used in everyday work with the staff.

An important aspect of management style is the stimulation of work on the part of the manager.

A management style that combines material and moral incentives in dynamic balance is considered fair. Skillful use of material and moral incentives creates the necessary prerequisites for a comprehensive impact on labor activity. Currently, there is a need to solve the problem of more accurately targeting stimuli through their psychologization. In this case, the psychologization of incentives is understood as their correspondence to the interests, needs, and orientations of a particular group or individual. At the same time, psychologization is necessary in relation to both material and moral incentives.

When implementing control, it is necessary to strive for its optimization, and for this the requirements of optimal control must be met.

The first requirement is that the control mechanism must correspond to the capabilities of the subject and the complexity of the object; second, the presence of well-developed feedback; third, the presence of reserves that provide the possibility of correcting all management functions in order to achieve their optimal implementation in the course of the activity itself; fourth, the correct choice of evaluation criteria. Optimality criteria are always criteria for the final result, they are always related to goals; fifth – taking into account the characteristics of specific people.

When implementing management, it is necessary to search for contradictions, which is part of the analytical activity of the head of the organization, and work to resolve them is part of optimization. By resolving contradictions, the manager identifies points of development of the managed system.

Even the very formulation of the principles of management organization is built on a contradiction: centralization and decentralization, unity of command and collegiality, rights and responsibilities in management. From the interaction of two contradictory parties, optimal organizational management practice is born.

It is possible to optimize management in an organization under any, even the most unfavorable conditions. Of course, the optimum level under these conditions will not be high, but it will be the maximum possible.

At the methodological level, the optimization approach is characterized by three principles: systematicity, specificity and measures. Consistency provides for the development of all management functions in the work of a manager, their interaction and interrelation. The principle of specificity should encourage the manager to look for management options that are optimal for himself, his organization, its traditions, and the characteristics of the team, and not strive to lead the organization according to the principle “like everyone else, so am I.” The philosophical category “measure” allows only such quantitative changes in management characteristics that do not lead to a new (worse) quality, at which optimality is lost.

“Specific conditions” include: the social situation in the country, the nature of the region where the organization is located, the traditions of the people, the characteristics of the microenvironment, etc.

It is incorrect to equate the terms “ideal” and “optimal” regardless of the context. The first term presupposes the achievement of generally the highest results corresponding to the ultimate goal of theoretically possible development, the second does not mean the best in general, but the maximum possible in the current conditions of a certain organization, a specific leader, in a certain period of time.

The selected criteria should serve as the most important indicator of achieving goals. It must be borne in mind that a large number of criteria causes insurmountable difficulties in using them; therefore, one must strive to reduce the number of criteria by reducing them down to one.

Managerial resonance occurs only when the issue is close or close to all participants in the managed process. Thus, it is in the managerial resonance that the mechanism of democratization is hidden as a way to optimize management.

Management methods themselves cannot be optimal or suboptimal outside specific conditions.

Preparing an organization plan is, in essence, making the most important management decision. The plan must reflect the entire managed and control system of the organization; image, model of the organization itself, and, of course, every leader must strive to ensure that the plan is as optimal as possible, i.e. would allow us to recreate the image of the organization with the least number of omissions and in the shortest possible time.

Management that ignores or weakly takes into account the personal principle, the human factor, is the antithesis of optimization of perestroika, which should be based on the humanistic idea of ​​​​turning all spheres of social life, including management, towards the person with his real problems.

The managerial thinking of the head of an organization acts as the intellectual basis of his management activities and is a set of mental processes (attention, perception, memory, imagination, abstract thinking), both conscious and intuitive, which ensure the perception of significant information and its processing into management decisions and actions.

In connection with the intensification of management activities and the introduction of automated control systems (ACS), the problem of selecting and placing managers is sharply increasing. We are talking about the psychological selection of persons capable of ensuring the greatest efficiency in performing tasks characteristic of a given type of activity; Not only specialists, but also managers of all ranks should be proficient in selection methods to one degree or another when assessing their subordinates, promoting them to a higher position, and when hiring new employees.

There is an urgent need for special training of managers, teaching them the principles of management, taking into account all modern psychological aspects of management activity.

As you can see, resolving a number of ongoing problems in the field of management psychology will allow us to approach improving the organization and management process from a scientific position.

Ministry of Education and Science of the Russian Federation

Federal State Autonomous Educational Institution

higher education "National Research Nizhny Novgorod State University named after. N.I. Lobachevsky"

ON THE. Yagunova

MANAGERIAL PSYCHOLOGY
Educational and methodological manual

The entire system of individual independent work should be is subordinated to understanding the categories of general management, mastering the conceptual apparatus of the course, since one of the most important tasks in preparing a modern competent manager is mastering and competently using professional terminology. An attempt to understand the nature of a manager’s professional work without studying the appropriate “language”, at the level of everyday ideas, is doomed to failure.

Various encyclopedias, dictionaries, reference books and other materials indicated in the relevant topics of the discipline will help to better assimilate and understand the discipline “Managerial Psychology”.
Studying topics for self-study according to the curriculum

A special place is given to students’ independent study of individual sections and topics in the discipline being studied. This approach develops initiative in students, a desire to increase the volume of knowledge, develop skills and abilities to comprehensively master the methods and techniques of professional activity.

Studying the issues of the next topic requires a deep understanding of the theoretical foundations of the course, revealing the essence of the main categories of management, problematic aspects of the topic and analysis of factual material.
Work on basic and additional literature

The study of recommended literature should begin with textbooks and teaching aids, then move on to regulations, scientific monographs and materials from periodicals. At the same time, it is very useful to make extracts and notes of the most interesting materials. This not only mobilizes attention, but also contributes to a deeper understanding of the material and better memorization. The notes seem to control the perception of what is read. In addition, this practice teaches students to separate the main from the secondary in a text, and also allows for systematization and comparative analysis of the information being studied, which is extremely important in the context of a large amount of information varying in quality and content. Thus, note-taking is one of the main forms of independent work, requiring the student to actively work with educational literature and not be limited to lecture notes.

The student must be able to independently select the literature necessary for educational and scientific work. In this case, you should refer to subject catalogs and bibliographic reference books that are available in libraries.

To accumulate information on the topics being studied, it is recommended to create a personal archive, as well as a catalog of the sources used. Moreover, if already in the first years of study a student determines for himself the most interesting areas to study, then such work will be very productive from the point of view of forming a bibliography for the subsequent writing of a diploma project in the final year.

Self-preparation for practical classes

When preparing for a practical lesson, you must remember that this or that discipline is closely related to previously studied courses. Moreover, it is the synthesis of previously acquired knowledge and current course material that makes the preparation effective and comprehensive.

During seminar classes, the student must be able to consistently express his thoughts and defend them with reason.

To achieve this goal it is necessary:

1) familiarize yourself with the relevant topic of the program of the discipline being studied;

2) comprehend the range of issues being studied and the logic of their consideration;

4) carefully study the lecture material;

5) get acquainted with the questions of the next seminar session;

6) prepare a short presentation on each of the issues raised at the seminar session.

Studying the issues of the next topic requires a deep understanding of the theoretical foundations of the discipline, revealing the essence of the main provisions, problematic aspects of the topic and analysis of factual material.

When presenting the material at a seminar lesson, you can use the following algorithm for presenting the topic: definition and characteristics of the main categories, the evolution of the subject of research, assessment of its current state, existing problems, development prospects. A very presentable version of the speech should be considered its preparation in the Power Point environment, which significantly increases the degree of visualization, and, consequently, the accessibility, understandability of the material and the audience’s interest in the results of the student’s scientific work.

Independent student work in preparation for the exam

Control acts as a form of feedback and involves assessing student performance and developing measures to further improve the quality of training of modern managers.

The final form of monitoring student progress in the academic discipline “Managerial Psychology” is an exam. Passing the exam is an important stage of the educational process.

An indisputable factor in the successful completion of the next module is the student’s painstaking, systematic work throughout the entire module. In this case, preparation for the exam will be a concentrated systematization of all acquired knowledge in this discipline.

Internet resources are one of the alternative sources for quickly finding the required information. They can be used to obtain basic and additional information on the materials being studied.

5. Methodological recommendations for organizing the study of the discipline

Practical lessons

In order for practical classes to bring maximum benefit, it is necessary to remember that the exercise and problem solving are carried out based on the material read in lectures and are usually associated with a detailed analysis of individual issues of the lecture course. It should be emphasized that only after mastering the lecture material from a certain point of view (namely, from the one from which it is presented in the lectures) will it be reinforced in practical classes, both as a result of discussion and analysis of the lecture material, and by solving problem situations and tasks . Under these conditions, the student will not only master the material well, but will also learn to apply it in practice, and will also receive an additional incentive (and this is very important) to actively study the lecture.

When solving problems independently, you need to justify each stage of the solution based on the theoretical principles of the course. If a student sees several ways to solve a problem (task), then he needs to compare them and choose the most rational one. It is useful to draw up a brief plan for solving the problem (task) before starting calculations. The solution to problematic problems or examples should be presented in detail, calculations should be arranged in a strict order, separating auxiliary calculations from the main ones. Solutions, if necessary, must be accompanied by comments, diagrams, drawings and drawings.

It should be remembered that the solution to each educational problem should be brought to the final logical answer required by the condition, and, if possible, with a conclusion. The resulting answer should be verified in ways that follow from the essence of the given task. It is also useful (if possible) to solve in several ways and compare the results. Solving problems of this type must be continued until solid skills in solving them are acquired.

Self-test

After studying a certain topic from the notes in the notes and textbook, as well as solving a sufficient number of relevant problems in practical classes and independently, the student is recommended, using a sheet of reference signals, to reproduce from memory the definitions, derivations of formulas, formulations of the main provisions and proofs.

b) at the end of the 18th – beginning of the 19th century

c) at the end of the 19th – beginning of the 20th centuries

d) in the middle of the 17th century
2. The emergence of management psychology is associated with

a) growth in the scale of economic organizations, increasing dissatisfaction with the working conditions of the majority of workers

b) the spread of the “scientific organization of labor”, the development of the trade union movement, active government intervention in relations between employees and employers

c) tougher market competition, increased activity of trade unions, state legislative regulation of personnel work, increasing complexity of the scale of economic organizations, development of organizational culture

3. Management as an independent activity was first studied

a) A. Fayol

b) F.-U. Taylor

c) Aristotle

d) T. Hobbes
4. The founder of the administrative school of management is

a) D. McGregor

b) D. McClelland

c) A. Fayol

d) F. Fiedler
5. It is not a branch of management psychology

a) Psychology of leadership

b) Psychology of conflict

c) Psychology of communication

d) Forensic psychology
6. In management theory, the transition from “economic man” to “social man” is associated with the name

a) E. Mayo

b) A. Fayol

c) A. Maslow

a) F. Taylor

b) D. McGregor

c) M. Weber

d) E. Mayo
8. What method of studying the human psyche is specifically designed for revealing his unconscious (or little-conscious) personal qualities

a) Observation

b) Conversation

c) Projective method

d) Experiment
9. Which method of studying the human psyche belongs to the group of highly formalized methods

a) Observation

c) Conversation

d) Biographical method
10. The socio-psychological method used to study the position of an individual in a group is

a) Biographical method

b) Referentometry

c) Sociometry

1.Psychology of management: Textbook / E.V. Ostrovsky; Financial University under the Government of the Russian Federation. - M.: University textbook: SIC INFRA-M, 2014. - 240 p.(available in the electronic library system “Znanium.com”)

2. Managerial psychology: Textbook / D.M. Ramendik. - 2nd ed., rev. and additional - M.: Forum, 2010. - 256 p.
Recommended further reading:

1. Psychology of personnel management: theory and practice / O.V. Evtikhov. - St. Petersburg: Rech, 2010. - 319 p.(available in the electronic library system “Znanium.com”)
Topic 1.2. Subject and object of managerial psychology
As a result of studying this topic, the student should know: the object, subject, goals of management psychology. Have an understanding of psychological theories and laws of management.
Starting to study this topic, the student must understand that managerial psychology has its own, unique subject of research - it studies the patterns of organizing the management process and those that arise during this process of relationships between people, determines the methodological foundations that correspond to the specifics of the research object, develops a system and methods of actively influencing the control object and determines methods for anticipating and predicting the processes being studied.

It should be noted that to date there have been two points of view on an object management psychology. So, in accordance with the first, its object is the “man - technology” and “person - person” systems, considered in order to optimize the management of these systems. In accordance with another point of view, only the “person-person” system can be classified as an object of management psychology, which is also considered in order to optimize the management of this system.

The student must understand that subject management psychology, that is, what this science studies is the psychological aspects of the process of managing various types of joint activities and interpersonal communication in organizations, that is psychological aspects of managerial relations. A specific manifestation of the subject of management psychology can be presented in the following levels of psychological and managerial issues:

1. Psychological aspects of a leader’s activity.

2. Psychological aspects of the organization’s activities as a subject and object of management.

3. Psychological aspects of interaction between the leader and members of the organization

Therefore, you need to know that subject of management psychology are the psychological foundations of a manager’s activities.

It must be said that sources of managerial psychology are: a) management practice; b) development of psychological science; c) development of the sociology of organizations.

The student should know that the main theories of management psychology are:

TOPIC 1. Subject and object of management psychology…………………………..3

The concept of management psychology……………………………………………………………..3

Levels of psychological and managerial problems……………………………5

TOPIC 2. Management and leadership as social phenomena……………7

The relationship between the concepts of “management”,

“management”, “leadership”……………………………………………………7

Basic theories of leadership………………………………………………………10

Main functions of management activities…………………………13

TOPIC 3.Motivation as a factor in personality management……………………16

Work motivation is the social basis of management…………………..16

Theories of motivation……………………………………………………………………………….17

Main factors of work motivation……………………………………...23

Reasons for employee passivity…………………………………………………25

TOPIC 4. Psychology of management in conditions

conflict activity………………………………………………………..27

Conflict as a social phenomenon……………………………………………...27

Features of managerial influence on conflicts………………29

Strategies for management behavior in conflict situations…………….31

LITERATURE………………………………………………………………………………………...34

TOPIC 1. Subject and object of management psychology

1. The concept of management psychology

2. Levels of psychological and managerial issues

1. Modern management science is consistently moving towards sociologization and psychologization. Profound changes in society at the turn of the 20th and 21st centuries led to interest in social knowledge, attention to the problems of the relationship between society and the individual, the leader and the subordinate. Currently, the search for ways to activate the human factor within an organization and take into account the socio-psychological characteristics of personnel is recognized as a decisive condition for increasing the efficiency of joint activities of any organization. Among the disciplines that study society and public relations, management psychology plays an important role. The need for a multilateral development of management psychology as a special, separate branch of psychological science, with its own object and subject of research, is increasingly emphasized.

It is designed to integrate knowledge about the psychological content of management decisions. After all, management as a social process that deals with living people does not always develop according to instructions and forms. In addition to formal relationships, in any organization there is a complex system of informal connections, dependencies and interpersonal relationships.

Under the influence of personal factors, an uncontrolled redistribution of management functions, rights and job responsibilities, responsibilities and powers often occurs. The actual functions of a particular official may differ significantly from those provided for in job descriptions. That is why measures to rationalize management activities do not always lead to success, since the individual characteristics of workers and the psychological aspects of their relationship to the assigned work and to themselves are not taken into account. Management psychology allows us to study and take into account these problems in management activities.

The term “management psychology” first began to be used in the USSR in the 20s. At the II All-Union Conference on the Scientific Organization of Labor (NOT) (March 1924), one of the reports was entirely devoted to the psychology of management and the problems associated with it. Management psychology was designed to solve two problems: “selection of employees to functions and to each other according to their individual characteristics; impact on the psyche of employees through stimulation...”

In numerous works on the scientific organization of labor (works of A.K. Gastev, V.V. Dobrynin, P.M. Kerzhentsev, S.S. Chakhotin, etc.), published in the 20-30s, there were many interesting approaches to solving psychological problems of management. However, the insufficient level of development of these problems did not allow management psychology to emerge as an independent field of knowledge. The period of increasingly active application of psychological knowledge to the theory and practice of management was the mid-60s.

One of the first researchers to raise the question of the need to develop management psychology as a science were E.E. Vendrov and L.I. Umansky. Among the main aspects of the psychology of production management, they named the socio-psychological problems of production groups and teams, the psychology of personality and activity of a manager, issues of training and selection of management personnel, etc. A different point of view was expressed by A. G. Kovalev, who included in the sphere of management psychology only socio-psychological problems.

Management psychology has two main sources of its origin and development:

* practice needs. Modern social development is characterized by the fact that a person acts as both an object and a subject of management. This requires studying and taking into account mental data about a person from these two points of view;

* development needs of psychological science. When psychology moved from a phenomenalistic description of mental phenomena to the direct study of mental mechanisms, the task of controlling mental processes, states, properties and, in general, human activity and behavior became a priority.

Gradually, in the sections on labor activity, an independent question about the psychology of managerial activity emerged. The development of management psychology has since followed two interrelated directions - in the depths of psychology and in related branches of knowledge.

At the turn of the 20th and 21st centuries, management psychology is experiencing particularly intensive development, its ideas and practical recommendations are becoming a fashionable fad. It was during this period that many books on psychological and managerial issues appeared. The period being experienced is characterized by a number of features:

* the applied nature of the problems being developed in management psychology. Most of the literature published during this period is essentially reference material for managers at various levels;

* integration of psychological and managerial knowledge, proceeding by combining the achievements of various branches of science. Figuratively speaking, a kind of “birth certificate” of management psychology is still being filled out and only the first entries have been made;

* the main emphasis is on considering the features of management in the field of business and business relations, relatively less attention is paid to other branches of knowledge. Attempts are being made to reduce the psychology of management to the psychology of management.

To date, two points of view have emerged on the object of management psychology. Thus, in accordance with the first, its object is the “man - technology” and “man - person” systems, considered in order to optimize the management of these systems (functional and structural analysis of management activities; engineering and psychological analysis of the construction and use of automated control systems (ACS) ); socio-psychological analysis of production and management teams; the relationship between people; the study of the psychology of the leader, the relationship between the leader and the led, the psychological aspects of the selection and placement of management personnel, psychological and pedagogical issues in the training of managers).

In accordance with another point of view, only the “person - person” system can be classified as an object of management psychology, which is also considered in order to optimize the management of this system. Along with this system, a number of subsystems are considered: “person - group”, “person - organization”, “group - group”, “group - organization”, “organization - organization”.

As for the subject of management psychology, that is, what this science studies, in its most general form it represents the psychological aspects of the process of managing various types of joint activities and interpersonal communication in organizations, that is psychological aspects of managerial relations.

Thus, psychology of management - This is a branch of psychological science that combines the achievements of various sciences in the field of studying the psychological aspects of the management process and is aimed at optimizing and increasing the efficiency of this process.

2. A specific manifestation of the subject of management psychology can be presented in the following levels of psychological and managerial issues.

1. Psychological aspects of a leader’s activity:

* psychological characteristics of managerial work in general, its specificity in various fields of activity;

* psychological analysis of the leader’s personality, psychological requirements for the personal qualities of the leader;

* psychological aspects of making management decisions;

* individual management style of the leader and problems of its correction.

2. Psychological aspects of the organization’s activities as a subject and object of management:

* the possibility of using psychological factors to solve management problems;

* patterns of formation of a favorable socio-psychological climate in the organization;

* patterns of formation of optimal interpersonal relationships in an organization, the problem of psychological compatibility;

* formal and informal structures of the organization;

* motivation of work of members of the organization;

* value orientations in the organization, managing the process of their formation.

3. Psychological aspects of leader interactionWith members of the organization:

* problems of creating and functioning of a communication system in the process of interaction;

* problems of management communication;

* optimization of relationships in the “manager - subordinate” link;

* awareness as a factor in increasing effective management.

In order to study these problems and make sound scientific recommendations, management psychology must use the achievements of a number of sciences. This implies the active use of knowledge and data from various branches of psychological science, including general, social, educational, engineering and occupational psychology.

Along with this, management psychology is also based on the relevant knowledge obtained by management science. Let us also note the close connection between management psychology and sociology (especially the sociology of organizations).

It is generally accepted that in modern conditions, consideration of psychological problems of management is impossible without an appropriate economic context, that is, without using knowledge of economic theory, ergonomics, management, ethics, culture and psychology of business communication, etc.

So, management psychology deals with the study of psychological mechanisms of management. Psychology is interesting and useful mainly because, when managing personnel, managers are convinced that in most cases, even a clearly expressed, direct and specific order within the terms of a signed contract can be carried out differently by different people, at different times, with different quality, and sometimes it is not fulfilled at all. The subjects of management themselves, observing themselves and other managers, feel that orders and instructions for subordinates often contain emotional, personal components that would seem not required in the context of business interaction.

Thus, the actual practice of managerial interaction contains a pronounced psychological component, and managers expect that psychological science will provide them with the knowledge and technologies that will allow them to more effectively implement professional management activities.

In accordance with the theory of mental reflection, which has deep roots in the domestic psychological tradition, changes in the characteristics of a system can and do occur as a result of the interaction of the system with the external environment, as well as subsystems within the system. In this case, the second case will be considered. The result of interaction is mutual reflection, i.e. fixation in their states by interacting subsystems of certain characteristics of each other.

In a management situation, the control subsystem (managers) is interested in technologies for such interaction that would ensure that the managed subsystem (personnel) acquires some purposefully specified characteristics. In a more easily understandable form, the task of management is to know the characteristics of the personnel at the moment, to know and organize interaction so that the desired change occurs. But the staff consists of different people with their own individual characteristics. In addition, management is more often carried out in relation to the group as a whole, and not to each individual, and this group has its own socio-psychological characteristics due to the group affiliation of the enterprise, gender, ethnic, religious and other characteristics. Consequently, the management task becomes very difficult.

In psychology, a number of forms of psychological influence are known, which implement direct and indirect methods used by the manager when solving problems of personnel management. The nature of the influence of the form of managerial interaction is usually not analyzed by managers, although such an analysis would allow both to assess the effectiveness of managerial influence in different situations and to optimize the work of managers.

There are many psychological reasons that determine the negative result of managerial influence. Here are just a few of them:

• misunderstanding (incomplete understanding) by the performer of the contents of the instruction, order;
• lack of understanding (incomplete understanding) of what could be called the spirit of command, i.e. the manager’s ideas about the form of execution by the staff of the order;
• exceeding the requirements of the performer's capabilities (general cultural, communicative, speed, intellectual, etc.);
• unconscious resistance due to inconsistency with the requirements of the performer’s deep motivation;
• conscious evasion due to the discrepancy between the requirements and the goals of the performer;
• disorganization of activities caused by stress, fatigue, and other unfavorable conditions experienced by the performer before receiving an order or provoked by the manager himself;
• conscious avoidance due to pressure exerted by a significant group.

If the manager in each individual case of managerial interaction knew in advance what barriers his order would encounter, he could easily bypass them. But since he often does not know about them, and sometimes barriers arise unexpectedly in the process of work, the manager will try to achieve the fulfillment of his orders, based on his ideas about the staff and using those methods of influence to which he is accustomed and (or) which have proven themselves well in his life and professional experience. These types of influence, with all their diversity, can be grouped on two grounds: the openness or closedness of the manager’s intentions for staff and the predominant use of emotional or rational means in managerial interaction. This approach can be represented using mapping technology, which will be used repeatedly in the manual (Fig. 1.3).

Rice. 1.3.

D - pressure; M - manipulation; B - influence; U - actual control

Before characterizing these types of psychological influence, let us outline the general structure of the influence in a sequence of stages:

• 1) the intention of the subject of influence;
• 2) organization of influence, i.e. the main way of translating intention into activity;
• 3) implementation of intentions in one way or another and in one form or another;
• 4) acceptance of the impact by the recipient;
• 5) changes in the characteristics of the recipient’s attitudes or behavior;
• 6) perception and assessment of the results of the impact produced by the subject of management;
• 7) changes in the state of the subject of influence as a consequence of the perceived effects of the effect carried out.

Thus, at the stage of organizing influence, the question of whether to disclose your intentions (motivation, goals, their validity) to recipients is key. This issue can be resolved consciously or according to the established habit of openness or closedness of interaction (with the exception of special cases, for example, lack of time, when management is usually carried out directively without clarification of intentions and this is normally perceived by recipients). Much more important are the reasons why the decision to close or open intentions is made under normal conditions. It can be assumed with a reasonable degree of confidence that this decision depends on the attitude of the subject of management to the person. If a person in the production and management system is perceived as a cog, a factor, a means, then it is not necessary to spend time and effort on revealing to him the meaning of the requirements - the main types of influence in this case will be pressure and manipulation. If a person is considered as a resource, and even more so as capital, value, then such forms of influence as influence and management proper are chosen.

The question of how and how adequately recipients can perceive the intentions of the subject of management has not yet been considered here. This is a separate task. For now, let us characterize the forms of influence on the part of the subject of management.

• 1. Psychological pressure. The subject of control does not reveal his true intentions; his orders are highly emotional. Closedness is a consequence of the attitude towards the performer (low rating, mistrust, neglect). Emotionality is a consequence of a personal, not a business position, uncertainty (often closedness is a consequence of uncertainty in the strength of one’s own arguments), the desire to add an additional energy impulse to the performer’s work, to frighten, to overcome incipient or expected resistance.
• 2. Manipulation. The subject of management deliberately hides his true intentions and gives false reasons for his orders and instructions. Sometimes, when they talk about manipulation, they emphasize the one-sidedness of the interests of the subject of influence. It is not always so. The fact is that behind manipulation there is always the conviction of the subject of manipulation in his own superiority over the recipient. And it, in principle, can be based on considerations of benefit for the recipient. But he, in the opinion of the subject, due to age, intellectual or other limitations, is not able to understand the subject’s intention or his own benefit, so he simply has to take care of him without entering into a constructive dialogue.
• 3. Psychological influence. In the case of psychological influence of this kind, the subject of influence does not hide his intentions, but since the emotional component predominates, they may not be presented in a meaningful, detailed way - the recipient can easily guess about them. The emphasis on the emotional component is made by the subject due to personal involvement in the goals and content of the activity in question, as well as the desire to make this activity emotionally attractive for the recipient, the performer.
• 4. Actually management. The intentions of the subject of management are open. He is confident in his arguments, has positive goals, and is ready for a constructive dialogue with the performer, whom he perceives as a person capable of understanding ideas and arguments, and accepting goals that contribute to the development of the organization. The control subject thinks rationally, developing reliable operating algorithms. Just as pressure often supports manipulation, with the help of influence the effectiveness of that influence, which here is called control itself, can be enhanced.

In real management practice, it is unlikely that influences constructed in pure form according to one of the listed types will often be encountered. More common, of course, are mixed types, which can be figuratively represented using Fig. 1.4.

Rice. 1.4. Expert assessment of real psychological impact according to the type of management itself (A) and manipulative type (b)

In conclusion, we note that psychological influence in management can be spontaneous, habitual, stereotypical and planned, implemented on the basis of a previously created model. The process of such modeling is useful and interesting, since it is built according to certain rules and includes not only the words and actions of the subject of control, but also specially organized socio-psychological, design, sensory factors that enhance the control effect due to psychological components.