Situation 1. Your immediate superior, bypassing you, gives a task to your subordinate, who is already busy with urgent work. You and your boss consider your assignments urgent. Choose the most appropriate solution:

A .. Strictly adhere to the subordination, without challenging the decision of the boss, invite the subordinate to postpone the execution of the current work.

B. Express your disagreement with the decision of the superior; warn him that in the future in such cases you will cancel his tasks assigned to your subordinate without your consent.

D. In the interests of the case, cancel the task of the chief 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 the informal leader. The situation in the team heated up. Your actions:

A. Find out who are the most ardent opponents of your candidacy. It is dry and formally to summon 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 severe 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, discuss the situation in the team and try to attract employees to your side).

B. Involve the team in the formulation of goals and the development of solutions, at the first opportunity to promote subordinates up the career ladder, more often hold meetings in the team, delegate additional powers to subordinates.

D. Let the situation take its course, do not take to heart all the attacks and injections of the opponent. Stay confident and hope that things will return to normal by themselves.

Situation 3. An employee of your department committed negligence: he did not enter the specified data in the information sent to the higher authority of the civil service. Manager's actions:

A. Empathize with the employee, letting the situation take its course.

B. Having demanded a written explanation, conduct a tough conversation, recalling the subordinate's previous mistakes.

B. Bring the fact to the discussion of the collective, offering to make a collective decision.

D. Attach to the explanatory note a memo addressed to the head of the organization with proposals for punishment.

Situation 4. An employee of a firm received an invitation from a competing firm to work. Having worked for more than a year in the company, he proved 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 invited him to work offered twice as much remuneration and, in connection with the organization of the new branch, a higher position on the hierarchical ladder. Directly and openly, the employee explained the situation to the manager and assured that he would stay at work if his salary was increased by only one-half of the amount offered by the competing firm.

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 the competitor, declares that this is a fundamental situation.

B. The manager invites the employee to discuss all the positive and negative points his transition to a new firm; assures that he will be sorry to lose his employee, human and business qualities whom he values highly. And finally, it promises to clarify the issue of a possible salary increase.

B. The manager promises to contact the superiors, which alone can solve the issues of increasing the salary of employees.

D. First of all, the manager invites the employee to think over the proposal during the week. At this time, he makes inquiries about the upcoming work in a competing firm. As a result, it goes to the fact that it invites 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. She is often late. This is due to its psychophysiological characteristics. However, as an employee, he is simply irreplaceable. Manager's actions:

A. To reprimand, take decisive measures to establish a rigid framework of behavior, up to and including dismissal.

B. Find out the reasons for the delays, suggest together to find the optimal mode of operation.

B. Leave everything as it is.

D. Offer the team to organize a creative group to create an innovative environment.

) Ask employees more often about current affairs. Talk and talk again. Discuss with the team the solution to all problems. As you know, "the truth is born in a dispute!"

What suggestions for improving the situation in the travel agency "Scarlet Parus" could you make?

1) An important stage improving the situation in the team is a competent distribution of the workload in the team. Here you should take into account the pace of work of each employee, the quality and quantity of assignments, and much more.

) Team spirit in the team is very important. A team is when each employee can count on the help of colleagues and can provide it himself at the right time. Create conditions for working together... For example, you can send part of the team to open a new hotel in a neighboring city. Assign another part of the team to create a promotional presentation for a new destination. The main thing is that the work should be in a team.

) Conduct master classes, trainings, attend seminars on tourism. It is necessary to broaden horizons. New knowledge is essential. Explore new directions.

) Corporate rest is very useful for the team - it helps to relax, tune in the right mood and recuperate. For example, the whole team can go to nature. Minimum costs, maximum pleasure.

) Material incentives are the most popular incentive for employees.

) Be attentive to the requests and suggestions of subordinates, very often they are not unfounded. For example, employees suggested moving the lunch break an hour earlier due to the low occupancy of a certain period of time.

Imagine that you are the head of a department. Every day you decide different psychological problems... Below are the specific situations requiring your attention. Indicate what decisions you will make. Determine your leadership style using the Blake-Mouton grid.

I adhere to indicator 9.1, when there is enough power, you can impose power on others, but control remains with me. Straightforwardness of judgment and its demonstration are beneficial to the work process. Attention to the subordinate is minimal.

Situation 1

Your immediate superior, bypassing you, gives an assignment to your subordinate, who is already busy performing urgent work. You and your boss consider your assignments urgent. What will you do in this situation?

First, it is necessary to warn the boss that this employee has already been given an assignment.

Secondly, to clarify the degree of importance of this instruction.

Thirdly, find out at what stage the implementation of my instructions is. If the work is nearing completion, then the order of the higher management can be entrusted to this employee immediately after he is free. In the event that the work is far from complete, then you can proceed to the execution yourself.

Situation 2

A conflict has arisen between your subordinates that prevents them from working successfully. Each of them individually appeals to you so that you take his side and resolve the conflict. What is your position in this situation?

Conflict is a special interaction of individuals, groups, associations, which arises with their incompatible views, positions and interests.

An intrapersonal conflict is a difficult to resolve contradiction caused by a clash between approximately equal in strength, but oppositely directed interests, needs, hobbies of a person, etc. Intrapersonal conflict is accompanied by strong emotional experiences.

Interpersonal conflict is a conflict between two or more people. Interpersonal conflict is very closely related to intrapersonal conflict. The confrontation between people occurs on the basis of a clash of their personal motives.

Intergroup conflict is a conflict between two or more groups. Opposing sides - groups (small, middle and micro-groups). This type of conflict is based on a clash of oppositely directed group motives.

I believe that in this situation it is necessary to listen to each subordinate separately and analyze the opinion of each. Then gather the conflicting parties and try to try on the sides by means of a compromise solution, or make a decision on their own, if it is not possible to try on the sides. As well as an option for solving the problem, you can consider transferring the case to other employees, and these each separately give a new task.

Situation 3

One of your team members suddenly fell ill. Every employee is very busy with urgent work. The absentee's work must also be completed on time. How will you behave in such a situation?

The first thing to start with solving the problem that has arisen is to try to find an employee who is this moment time is the least busy, and entrust him with this task. You can also share this task among other subordinates. In the event that no one can undertake this work, then you will have to do it yourself.

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

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

Functional subordination. application options

Specify separately administrative head and functional is necessary for the following positions:

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

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

Shopkeepers are “the eyes, ears and tongue of the marketer”. Your business loses great almost free opportunities if the marketer has not received status functional leader for shop assistants.

What is the difference between administrative and functional subordination?

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

Attention

In addition, a competent boss must understand psychology, ethics and other related humanitarian disciplines. Qualities of a managerial employee At a manager top level there must be such characteristics as responsibility, leadership, punctuality and sociability. Organizational skills are also encouraged.

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

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

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

Types of command relations - subordination

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

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

Direct submission is wikipedia

On the other hand, it may result in a loss of control.

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

15.11.2017

Immediate and functional honors manager

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

How much are you worth [Technology of a successful career] Stepanov Sergey Sergeevich

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 consider your assignments urgent. Choose the solution that works best for you.

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

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

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

G. In the interests of the cause, I will invite the subordinate to do the work begun..

From the book How Much Are You [Technology for a Successful Career] the author Stepanov Sergei Sergeevich

Situation 4 In the most intense period of completion of the production task, an unseemly act was committed in the brigade, labor discipline was violated, as a result of which a marriage was allowed. The foreman does not know the culprit, but he must be identified and punished. How would you act on

From the book Conflict Management the author Sheinov Victor Pavlovich

Situation 5 You are given the opportunity to choose your deputy. There are several candidates. Each applicant is distinguished by the following qualities. A. The first seeks primarily to establish friendly, comradely relations in the team,

From the author's book

Situation 6 You are asked to choose your deputy. Candidates differ from each other following features relationships with superiors. A. The first one quickly agrees with the opinion or order of the chief, seeks clearly, unconditionally and in

From the author's book

Situation 7 When you happen to communicate with employees or subordinates in an informal setting, during rest, what are you more inclined to? A. Conduct conversations that are close to you in business and professional interests... B. Set the tone for the conversation, clarify opinions on controversial

From the author's book

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 will not happen again. What would you do? A. Wait until the assignment is completed, and then have a stern talk in private, warning one last time. B. Not

From the author's book

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

From the author's book

Situation 10 B labor collective where there is a conflict between the two groups about the introduction of innovations, a new leader has come, invited from the outside. How do you think it is better for him to act in order to normalize the psychological climate in

From the author's book

Situation 11 The Busiest Completion Period production program one of your team members is sick. Each of the subordinates is busy doing his job. The absentee's work must also be completed on time. How to enter such

From the author's book

Situation 12 You have a tense relationship with a colleague. Let's say that the reasons for this are not entirely clear to you, but it is necessary to normalize relations so that the work does not suffer. What would you do first? A. I will openly call a colleague for a frank conversation so that

From the author's book

Situation 13 You were recently elected as the head of the labor collective, in which you worked for several years as an ordinary employee. At 8 hours and 15 minutes, you summoned a subordinate to your office to find out the reasons for his frequent lateness for work, but you yourself were unexpectedly late by 15

From the author's book

Situation 14 You have been working as a foreman for the second year. A young worker asks you to let him go from work for four days at his own expense in connection with the marriage. "Why four?" - you ask. "And when Ivanov got married, you allowed him four", -

From the author's book

Situation 15 You are the head of the production team. During the night shift, one of your workers in a state of alcoholic intoxication ruined expensive equipment. Another, trying to repair it, was injured. The culprit calls your home

From the author's book

Situation 17 You are a shop manager. After the reorganization, you urgently need to re-staff several brigades according to the new staffing table... Which path will you take? A. I will get down to business myself, study all the lists and personal files of the shop workers, and propose my project

From the author's book

Situation 19 When distributing the labor force participation rate, some members of the brigade felt that they were undeservedly "bypassed", this was the reason for complaints to the head of the shop. How would you react to these complaints if you were in his place? A. You answer the complainants something like this:

From the author's book

Situation 20 You recently started working as a head of a modern workshop at a large industrial enterprise having come to this position from another plant. Not everyone knows you by sight. Two more hours before lunchtime. Walking down the corridor, you see three workers in your workshop who

From the author's book

Situation As an illustration, let us give an example from practice. Experienced workers began to refuse to help newcomers to master the profession. The management accused them of being greedy, unwilling to create competitors for themselves, and intending to consolidate their

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

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

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

D - focus on the interests of the business;

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

О - orientation towards official subordination;

С - self-orientation.

Instructions

You will be offered 20 production situations and 4 options for solving the situation (A, B, C and D).

Please select those solutions from the proposed ones that suit you, and mark them.

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

Try to be honest and objective.

Situation 1

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

Choose the solution that works best for you.

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

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

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

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

Situation 2

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

Choose your preferred solution.

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

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

B. First, I will complete the task of the superior boss.

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

Situation 3

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

Choose your option to behave in this situation.

A. I have to put an end to 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.

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

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

Situation 4

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

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

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

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

B. I will report the incident to those of the workers whom I most trust, I will invite them to identify the specific culprits and report.

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

Situation 5

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

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

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

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

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

Situation 6

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

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

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

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

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

Situation 7

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

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

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

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

D. Strive not to talk about business and work, be an intermediary in communication, be at ease and considerate of others.

Situation 8

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

What would you do?

A. Wait until the task is completed, and then have a stern conversation in private, giving a last warning.

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

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

Situation 9

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

What will you do with this subordinate in the future?

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

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

B. Let me turn to the collective's asset: let them pay attention to their wrong behavior and apply measures of social influence.

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

Situation 10

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

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

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

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

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

Situation 11

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

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

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

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

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

Situation 12

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

What would you do first?

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

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

B. I will address a colleague with the words: “The case suffers from our strained relationship. It's time to agree on how to work further. "

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

Situation 13

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

How do you start a conversation when you meet?

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

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

B. Say hello, explain the reason for my lateness and ask him: "What do you think you can expect from a manager who is as often late as you are?"

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

Situation 14

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

Why four? you ask.

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

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

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

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

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

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

Situation 15

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

How do you answer the call?

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

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

B. “Don't do anything without me. Now I will come and figure it out. "

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

Situation 16

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

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

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

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

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

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

Situation 17

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

Which path will you take?

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

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

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

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

Situation 18

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

What will you do in this case?

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

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

B. I will invite the deputy to discuss this situation and prepare his proposals on how to deal with this person.

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

Situation 19

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

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

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

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

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

Situation 20

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

How will you behave?

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

B. I will ask who their immediate superior is. I'll call him to my office.

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

D. First of all, I will introduce myself, ask how things are in their brigade, how are they loaded with work, what prevents them from working rhythmically? Let me take a note of these workers.

Key

Situation number	Orientation type
Situation number

Result

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

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

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

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

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

Analyze the quantitative values of these characteristics based on the work with the "Management style" test.