Self-management is the organization by the head of his own activities; consistent and purposeful use of effective methods of work in daily practice, with the optimal use of their resources to achieve their own goals.

Self-management or self-management is the personal management of oneself. Effective self-management is associated with both human nature and organization, social management. The goal of self-management can be considered self-improvement, in particular the development of the ability to self-control to manage life situations.

Effective self-control is a key moment in the process of self-management, providing the possibility of self-realization.

If a manager constantly has problems (the concept of E. Berne and T. Haris), then this is a sure sign of a lack of self-management. The main problems of self-management are expressed in the following:

• 1. excessive responsibility due to a large number of obligations, arising from the inability to say “no” and leading to a loss of control over the situation;
• 2. lack of full self-realization due to daily routine work, work that is not part of the manager's responsibilities (someone else's work), unwillingness to change the situation;
• 3. disorganization(inability to manage oneself, control time);
• 4. stress(violation of deadlines for completing tasks, failure to complete additional tasks, constant irritability and irascibility, lack of enthusiasm in work);
• 5. wrong decisions(shifting blame on circumstances and others, as unwillingness to admit one's guilt); not problem solving; alcohol abuse as a way to get away from boring reality, etc.;
• 6. disorientation about the target(lack of purpose in life and striving for success), doing work that does not bring pleasure and other types of self-deception.

The following key managerial skills based on self-management are distinguished (Table 18.1-1).

Table 18.1-1

Key skills and potential limitations of effective self-management according to M. Woodcock and D. Francis

Key self-management skills	Potential Limitations to Effective Self-Management
1. Ability to manage oneself (manage time, skills, energy, cope with stress)	1. Inability to manage yourself
2. Reasonable personal values, clear or adequate contemporary realities	2. Blurred personal values ​​(lack of solid grounds for judgments and subsequent actions, unwillingness to innovate)
3. Clear personal goals (clarity in matters of personal and business life, realistic life goals)	3. Vague personal goals leading to underestimation of real alternatives when making a choice
4. Continuous personal growth (receptiveness to innovations and opportunities)	4. Stopped self-development, lack of “growth over oneself”, which leads to the transformation of business life into a routine
5. Problem solving skills (having competence in developing strategies to solve modern problems)	5. Lack of creativity, lack of creative thinking
6. High ability to influence others to ensure their support, participation and influence in making creative, imaginative decisions	6. Inability to influence people (interaction requires perseverance, flexibility, the ability to express oneself and listen to others, if this is not the case, then the manager begins to blame others, conflict and success leaves him)
7. Modern knowledge about approaches to management.	See item 4 above.

At the level of daily practice, the ability to self-manage is the ability of a manager to provide and maintain:

• 1. physical health, which depends on the absence of bad habits;
• 2. energy and vitality;
• 3. calm and balanced approach to work, personal life, etc.;
• 4. ability to cope with stress;
• 5. effective use time.

The basic principles of self-management include: spontaneity; "immersion" of the system; orientation of self-organization; resource support; concept capacity; virtuality; additionality of self-management.

Spontaneity. The principle is fundamental and ensures the appearance of the effect in the conditions of controlled systems. Accounting for this principle requires certainty in the behavior of managers and provides favorable opportunities for the implementation of the functions of self-government in practice.

"Immersion" of the system. The effect of self-organization, self-development occurs only in the so-called "immersed" systems in their external environment and depends on the state of the necessary resources and the characteristics of the relevant relationships and in terms of access to them. In addition, the number of states for the formation of any systems can be limited by the following end results: to complete the work; for home"; for personal life. Immersion also provides the possibility of the effect of self-organization.

Direction of self-organization. The principle does not guarantee the stability of self-forming processes, since develops parallelism: to work; on yourself (home, family, personal life).

Resource support. When implementing this principle, several points should be taken into account: firstly, self-management, creating a specific horizontal system, should allow it to self-determine, i.e. the manager is obliged to become an observer for a while; secondly, a particular system solves the problems of providing itself with resources and services; thirdly, a practical system, having realized its internal tasks, is able to complete a specific job without worrying about the final results.

Concept capacity. This principle represents a set of the following provisions: mandatory availability of flexibility; associativity of compositional construction; maintaining hierarchical intervention; systems self-management.

virtuality. Creation on the basis of self-organization of new objects of self-management.

Additionality of self-management manifests itself in the development of democratic management and in the implementation of the principle of self-organization.

Thus, the system-wide aspects of self-management are to substantiate the phenomenon of self-organization as a new quality in decentralized management, and especially in self-government.

Self-management is one of the most important conditions for success. By learning how to properly manage your time, you will be able to work more effectively towards achieving your goals.

Definition of self-management

When asked what resource human life is the most limited, many answer incorrectly. This is not money or other benefits, namely time. Only by learning how to properly distribute it to perform certain actions, you can get as close as possible to achieving your goals.

Self-management is a technique that involves rational use(also called time management). This technique allows you to achieve better results with less stress. Also we are talking on the use of effective methods in the work that save resources.

If we take into account the goal of self-management, then it is to maximize the use of all available resources and reduce the time spent on performing certain operations.

The essence of self-management can be expressed in the following terms:

• setting goals (they must certainly be realistic and, preferably, specific);
• creating a picture of success in your mind (include your environment and other points here);
• the use of the "big leaps" methodology, which implies a quick transition to concrete actions;
• unconditional faith in one's own strengths and achievement of success;
• focusing on the main goals and screening out secondary ones;
• the ability to control oneself and start actions again in case of an unsuccessful experience.

It can be said that on this moment self-management is an objective necessity not only for business leaders, but also for any other person who wants to use their time efficiently and get as much work done as possible. It should become a kind of habit, which is achieved through long-term work on oneself, the development of perseverance, as well as the ability to think rationally.

Self-management functions

Solving certain tasks every day, we sometimes do not think about the fact that we are engaged in self-management. However, to achieve truly significant results, it is important to approach this process consciously and consistently. The following functions of self-management can be distinguished:

• goal setting (you must clearly imagine the final result in real terms, which you would like to achieve as a result of your activities);
• drawing up a plan (development of a detailed "road map" that will determine your steps towards your goals);
• decision making (each step is accompanied by the presence of several alternatives from which you must choose);
• organization of your working time and space (you must develop a convenient work schedule for yourself and strictly adhere to it, without being distracted by extraneous activities);
• constant self-control (it is important to analyze the compliance of the results achieved with the planned ones not only at the final, but also at the intermediate stages of work);
• establishing communications and information channels (this is perhaps one of the most important functions, which is closely interconnected with all the others).

The above functions in the specified sequence can also be understood as self-management steps. It is worth noting the exceptional importance of each of them, and therefore it is unacceptable to step over one or another point. It is important to understand that, despite the fact that at first glance it looks difficult, and also takes a lot of time, over time, these actions will become automatic. Keep in mind that self-management is not just a duty, but a developed habit of an effective and successful leader.

What causes the need for self-management of the leader

The concept of self-management has been developed due to the fact that not every person knows how to properly organize their work time and space. As a result, some goals remain unattainable. So, we can single out the following factors that impede success, necessitating such a phenomenon as self-management of the leader:

• inability to rationally spend their time and physical resources;
• lack of clear priorities both in life and in business matters;
• inability to define their own goals;
• freezing work on self-development (having reached a certain level, a person considers further self-education inappropriate, and therefore begins to lag behind business trends);
• lack of skills in making managerial decisions;
• the use of a pragmatic approach to solving problems and the inability to apply creative methods;
• inability to communicate with people, as well as exert proper influence and pressure on them;
• lack of knowledge in the field management activities;
• inability to manage subordinates and effectively organize their work;
• devoting insufficient time and attention to both their own training and the training of employees;
• lack of skills in the field of forming an effectively working team (we are talking not only about the selection of personnel, but also about placing them in jobs).

It should be noted that the manager's self-management is important not only in the context of his personal career achievements, but also for ensuring the successful operation of the enterprise as a whole. Only an effective manager can lead an organization and its employees to success. Only the person who has learned to effectively manage himself and his time will be able to cope with a large organization.

The essence of self-motivation

Self-management and self-motivation is one of the most important points not only in the work of a manager, but also in the daily life of a person who strives to achieve success. It is important not only to learn how to manage your time, but also to develop an inner desire to work, due to certain incentives. The function of self-motivation should not be underestimated. Sometimes a person can be unsettled when others do not believe in his success or deliberately underestimate his dignity. This same mechanism spurs you to further action, regardless of external circumstances.

You can achieve real success only if your activities are accompanied by such mechanisms as self-management and self-motivation. Most fast way to spur yourself on is to listen to your inner stimuli. So, pay attention to your physiological needs. To satisfy most of them, you will certainly need certain means that simply cannot be obtained if you sit idle while sitting in social networks or watching television programs.

Needs more high level are safety and security tomorrow. Thus, a person constantly needs housing, clothing, entertainment, as well as a certain supply of funds to satisfy other needs. The strength of motivation only depends on how high your bar is. Living in a rented apartment or in your own house, dressing in the market or in a branded store, relaxing in a country house or prestigious resorts, setting aside a small amount or an impressive capital for the future - the strength of internal incentives will depend precisely on your aspirations.

Although many deny the influence public opinion, it is sometimes the main factor of self-motivation. So, for example, a person can go to work so as not to be branded as a loafer and at the same time be content with a low position and an average salary. Self-motivation encourages some people to actively move up the career ladder, get a high social status and significant cash income.

Thus, self-motivation is based on human needs, which are described by Maslow's pyramid. At the bottom, basic level are physiological needs. After they are completely satisfied, there is a desire to feel confidence in the future, the strength of the position and security. Also, each person seeks to occupy a certain social position and create an appropriate opinion about himself.

Self-management methodology

Self-management methods can be divided into several categories:

• Method organizational management involves planning further activities based on an objective analysis of the current situation. We are talking about both internal and external factors.
• The method of self-regulation of stress is to learn to resist external negative influences, while maintaining psychological balance and performance.
• Autogenic training is one of the main procedures on which self-management is based. Briefly, it can be described as self-hypnosis and self-persuasion in one's own strengths and abilities.
• Meditation is often used to quickly restore strength and emotional balance in between hard work.

We can say that self-management is a continuous work on oneself. It is not only about the formation of certain professional skills and the ability to effectively spend your working time. It also means working on your own psyche. As a result, a person should become self-confident, as well as learn how to maintain self-control in stressful situations.

Implementation of self-management

The technology of self-management is a certain sequence of stages, which is consonant with its main goals. First you need to decide on the goal, as well as the criteria that will indicate its achievement. To do this, it is necessary to clearly analyze the current state of affairs, after which realistically achievable future indicators will become apparent. It is important that the end result has some clear expression (for example, quantitative).

At the next stage, it is necessary to pay attention to the information factor, which is necessary in order to realize the goal of self-management. Data can come from both internal and external sources. At the same time, they must be relevant (that is, correspond to the real picture of what is happening).

Planning is to develop a clear algorithm of actions to achieve the goals. At the same time, it is important to foresee possible fluctuations in the internal or external environment to identify alternative algorithms that will avoid negative consequences and crisis conditions.

Decision making is one of the most important steps that make up self-management. Organizations this process should be given special attention. Comfortable conditions for work should be created, as well as full provision of information so that actions are meaningful and correspond to the current state of affairs.

For the effective implementation of the decisions taken, it is important to provide comfortable working conditions. In this case, both physiological and psychological features must be observed. Key tasks must be implemented independently, while secondary ones can be delegated to subordinates.

At all stages of work, continuous monitoring of the results obtained for compliance with their planned ones should be carried out. This will allow you to identify deviations in time and respond accordingly.

working time

The principles of self-management can be described as follows:

• Only 60% of working time should be subject to clear planning and distribution of operations. At the same time, the remaining 40% should remain unoccupied in case of unforeseen circumstances, urgent negotiations, as well as contacts both within the organization and outside it. In addition, the things you have planned physically may take more time.
• Working time planning should not be one-shot. this work should be carried out regularly and systematically. In addition, you can constantly make adjustments to the developed program of action.
• Planned indicators should be realistic and developed on the basis of the real capabilities of each individual person. You can take as a basis reporting figures previous periods or special calculations.
• For effective self-management, such a concept as compensation for lost time plays an important role. This means that if you have a "window" today, then it is better to spend it on completing part of the tasks scheduled for tomorrow.
• When compiling a report on the work done, record not the number of actions performed, but the results achieved in real terms. This will help create an objective picture of the implementation of the plan.
• In order for the work to be completed on time, it is important that the plans are clearly coordinated in time. It is advisable to complete the work a little earlier than the deadline in order to be able to make the necessary adjustments.
• If plans are drawn up at different levels (director, line managers, subordinates), then they must be coordinated in time.

Benefits of self-management

Effective self-management provides a lot of benefits both to the leaders of the organization and to people involved in any other field of activity. These are the following positives:

• a significant reduction in time costs, as well as other resources for the performance of certain works;
• organization of an effective mechanism labor activity, which provides higher economic and other results than under normal conditions;
• the absence of stressful situations that are associated with haste due to fear of not being able to finish the work on time;
• if the work is done with high quality, as well as within the deadlines, then it brings moral satisfaction to both managers and their subordinates;
• if labor has a visible result, then this is a kind of motivation for further active actions;
• with each clearly planned step, the level of professionalism and qualification grows;
• in the process of self-management, you are looking for shortcuts to achieve goals that previously took a significant amount of time to achieve.

It is worth noting that the time spent on planning and organizing work is fully paid off not only by the final results of the activity, but also by the skills gained in managing one's own resources.

Components of self-management

The self-management system implies a set of a number of interrelated elements that ensure the effective organization of the work process. The following main components can be distinguished:

• time management means correct definition the proportions of work and rest, as well as the distribution of the duration of each of the operations;
• financial management consists in determining free resources, as well as those that need to be used to achieve the goal;
• communication management means looking for connections and sources of information both in the internal and external environment;
• workspace management implies the proper organization of the workplace in accordance with ergonomic and other requirements.

It is worth noting that self-management is a complex process, and therefore it needs to be approached comprehensively. If you miss one or more components, then the so-called narrow places which may adversely affect the quality of work, as well as the timing of its implementation. Getting ready to run a particular workflow requires some effort and may take some time, which later pays off with results.

findings

One of necessary conditions successful and productive work is self-management. It lies in the ability to correctly allocate available resources, including temporary ones. It should be noted that quite often this concept identified with time management. And this is not surprising, because it is the ability to properly organize your working day that determines the speed and quality of achieving goals. At the moment, given the modern pace of life, as well as the level of competition, self-management is becoming an objective necessity for those people who are focused on results.

It should be noted that the functions of self-government largely correspond to the functions of management. First you need to develop a goal that will determine the direction in which you need to move. Further, it is detailed by drawing up a plan. The implementation of it represents the consistent adoption of the chain as well as the organization of the workflow. If we are talking about an enterprise, then communication links should be established between all its divisions. And do not forget about such a function as control, which can be not only final, but also intermediate.

It is important to pay attention not only to management, but also to self-motivation. In order to understand, when achieving certain goals, it is worth studying Its basis is physiological needs. This is food, clothing and more. Having provided necessary minimum, a person thinks about how to feel safe. The point here is to have confidence in the future (most often means financial well-being). The highest category of needs that motivate a person to work is social position.

A manager in his daily work spends a lot of time and energy on routine duties: participating in meetings, instructing subordinates, preparing and reading reports, answering phone calls, viewing e-mail and current correspondence, monitoring and evaluating the performance of subordinates, etc. These cases, many of which were not planned in advance, fill the working day, and the manager has only to react to them, and not stay ahead of events. In such conditions, there is a high probability of errors: priorities are chosen incorrectly, minor matters are not delegated, and the focus is on the process of activity, and not on the result.

To all the current, routine duties of the manager, rational procedures, proven and proven methods can be applied to eliminate the causes of waste of time and help the manager achieve the company's goals faster and at lower cost.

Self-management is the application of rational procedures, effective methods of work in daily, current activities to make the best use of your time. The main goal of self-management is to maximize your potential both at work and in your personal life, overcoming adverse circumstances and consciously manage your life.

Self-management allows you to achieve the following benefits:

1) doing the job with less time and effort;

2) better organization of work and better results;

3) less haste and stress;

4) greater satisfaction from the work performed;

5) greater motivation of the work of the manager and employees;

6) less workload;

7) growth of qualifications of the manager and staff;

8) achieving professional and personal goals in the shortest possible way.

It is necessary to start self-management with an analysis of the practiced style of work, with an inventory of your time. It is carried out over several working days (usually a week) in order to determine the causes of emerging time deficits.

At the first stage, an inventory list of all types of activities in which the manager participates is compiled:

1) analysis of activities and time consumption;

2) a sheet of "daily interference", breaks in work.

The second stage is the analysis of the inventory of time from the positions of strong and weaknesses leader. To do this, it is necessary to analyze the work performed during the week according to the following criteria:

Was the job necessary? (yes; no. Enter the answer “no” also in columns “B” and “C”).

B - Was the time justified? (Not really). Q - Was the time interval deliberately set for the performance of the work? (Not really).

1) the total duration of the corresponding day (OPD);

2) the duration of the work for which the manager answered “no” (PA, PB, PV);

3) ratio:

a) PA / OPD x 100%;

b) PB / OPD x 100%;

c) PV / OPD x 100%.

If it turns out that more than 10% of the manager's activities were optional, then this means that the manager has problems with delegation of affairs and with setting priorities.

If in more than 10% of cases the time consumption was too high, then the manager should analyze the reasons for this overspending (maybe poor self-discipline, irrational techniques, etc.)

If in more than 10% of cases the moment of work performance was determined spontaneously, then the manager has problems with planning working time (drawing up plans for the day, preparing for work, etc.).

The third stage is the processing of the data in the "Daily Interference Sheet" table in order to identify their causes.

2. Symptoms and causes of irrational organization of work of managers

Identify the top five causes of temporary losses that recur. Let's note the most significant "sinks" of time:

1) fuzzy goal setting;

2) lack of priorities in cases;

3) trying to do too much at one time;

4) poor planning of the working day;

5) personal disorganization, "littered" desk;

6) lack of motivation (indifferent attitude to work);

7) disruptive phone calls;

8) unscheduled visitors;

9) incomplete, belated information;

10) inability to say "no";

11) lack of self-discipline;

12) protracted meetings;

13) haste, impatience;

14) lack of communication (communication) or poor feedback;

15) chatter on private topics;

16) inability to delegate things, etc.

3. Self-management tools: "life curve", time series for ranking life goals, analysis of one's strengths and weaknesses, setting priorities using ABC analysis and the Eisenhower principle

The functions of self-management, like any management process, are planning (setting personal and professional goals, developing plans for their activities), organization (drawing up a daily routine and organizing personal labor process in order to achieve the goals set), motivation (motivating oneself to activities aimed at achieving the set goals), control (self-control and control of the results, if necessary - adjusting the goals).

Setting a goal means looking to the future, focusing and concentrating on what should be achieved, what results. Goals should have a hierarchy, a higher goal and sub-goals, intermediate goals on the way to the main one. Goals must be accurately described.

To do this, it is useful to draw a “life curve”, where the successes and failures in the past and the desired successes in the future are marked. The "curve" of life should reflect:

1. How has your life been so far?

2. What were your biggest successes? Where were the defeats in the professional sphere? In a personal?

3. How do you imagine your future?

4. Until what age would you like to live?

5. What else do you want to achieve?

6. What blows of fate and defeats are possible?

The point where the person is located is marked on the curve, and key words are written next to the extreme points of the "life curve" that characterize the corresponding successes or failures. Next, five major goals are formulated that a person wants to achieve before the end of his life, and these goals are differentiated according to temporal criteria. At the same time, it is necessary to take into account the persons of the immediate environment (partners, children, parents, friends, boss), since the events in their lives must be considered. You can make a time series to find personal goals.

Then write down on a separate piece of paper all the desired goals for the near and distant future:

1) long-term goals - guidelines for what a person wants to achieve in life;

2) medium-term goals - specific results that a person wants to achieve in the next 5 years;

3) short-term goals - specific results that a person wants to achieve in the next 12 months. Formulated goals are divided into personal and professional. Setting goals involves fixing deadlines and results.

After clarifying for yourself questions about personal and professional purposes it is necessary to determine the means to achieve them. To do this, you need to determine your strengths and weaknesses. To this end, you can again turn to the "curve of life" and analyze the causes of success and failure. At the same time, it is important to establish those abilities, knowledge, experience that led to the corresponding result. This can be special knowledge (knowledge of production, management, general erudition), personal qualities (purposefulness, sociability, balance, initiative, perseverance, tact), intellectual abilities (creativity, intuition, logical thinking, prudence), etc. Analysis abilities will allow you to determine the potential that a person has and which needs to be developed in order to achieve his goals.

At the same time, you should know your weaknesses in order to avoid actions that may contribute to the manifestation of such qualities, or to take measures to get rid of these shortcomings. Knowing your weaknesses means strengthening your strengths.

Knowing the strengths and weaknesses (what can I do?) will allow you to determine the means to achieve the goals (personal, financial, time resources). At this stage, the answer to the question should be found: “What exactly does a person start?” To do this, plans are made to achieve the goals. From life plans, long-term plans follow annual, quarterly, monthly, ten-day, which are specified in the business plans of the day. Time planning brings a gain in time.

The daily plan is the most important step in planning time and achieving your goals. When making plans, it is necessary to prioritize goals and objectives. To illustrate this simple principle, famous story titled "The $25,000 Advice".

Charles M. Schwab, as president of the Betlam Steel Company, put before Yves Lee, entrepreneurial activity, an unusual task: “Show me the best use of my time. If you succeed, I will pay you any reasonable fee." Lee offered Schwab a piece of paper and said, “Make a list of the most important things you have to do tomorrow and number them in order of importance. Tomorrow morning, start with task #1 and work on it until it is solved. Then double-check your priorities again and move on to #2, but don't move on until you've finished that one as well. Then move on to #3, and so on. Even if you can't complete your entire plan for the day, it's not a tragedy. By the end of the day, the most important tasks will at least be completed before you waste time on less important tasks. The key to success is to do the following on a daily basis: cross-check the relative importance of upcoming tasks, decide on priorities, make a list of them, reflect it in the daily plan and stick to it. Make it a habit of every working day. If you are convinced of the value of this system, “pass it on” to your employees. Try it for as long as you see fit, and then send me a check for what you think the system is worth."

A few weeks later, Schwab sent Lee a check for $25,000. He later said that this lecture he listened to was the most rewarding of all that he learned during his management.

Benefits of prioritizing.

1. Work on really important and difficult cases.

2. Resolving issues in accordance with their urgency.

3. Concentration on completing only one task.

4. Exclusion of cases that can be performed by others. Positive effects of work on priorities.

1. Deadlines are respected.

2. There is greater satisfaction from the working day and the results of work.

3. Greater satisfaction is received by subordinates and colleagues.

4. Manages to avoid conflicts and stressful overloads.

Methods such as the Pareto principle, ABC analysis, and the Eisenhower principle are used to prioritize important cases.

Pareto principle (80:20 ratio) in general view states that within a given group or set, individual small parts show a much greater significance than their relative specific gravity in this group. In relation to the rational use of time, this means that if all work functions are considered from the point of view of the criterion of their effectiveness, then it turns out that 80% of the final results are achieved in only 20% of the time spent, while the remaining 20% ​​of the final results "absorb" 80% of the worker. time. These are just numerous minor problems.

Therefore, one should not take on the easiest, most interesting, or most demanding tasks first. minimal cost business time. Issues need to be addressed according to their importance and significance.

The application of the Pareto principle is concretized in the analysis of ABC (Fig. 5). Here all tasks are divided into categories ABC according to their share in the final result.

Rice. 58. ABC analysis

ABC analysis is based on the following patterns:

3. Less important and unimportant tasks (category B), on the contrary, make up 65% of the total number of tasks, but have insignificant intrinsic importance in the affairs of the manager - only 15%.

According to the conclusions of the ABC analysis, it is recommended that the most important, i.e., bringing the greatest result, cases A be taken first of all in order to ensure with the help of a few actions most overall effect. These cases are not transferable. The next most important task B also accounts for a significant part of the total result. They can be partially entrusted to other persons. Tasks B are less important, give a little overall result. They need to be delegated and reduced.

American General Dwight Eisenhower proposed a simple tool for choosing priorities in solving problems. According to his rule, priorities are established according to criteria such as urgency and importance of the case.

Depending on the degree of urgency and importance of tasks, there are four possibilities for their evaluation and implementation:

1. Urgent / important matters. They should be done immediately and by yourself.

2. Urgent / less important things. Here there is a danger of falling under the "tyranny" of haste and, as a result, completely surrendering to the solution of this task, because it is urgent. But it is not so important, it does not require any special qualities for its implementation, so it should be delegated.

3. Less urgent/important tasks. They do not need to be done urgently, they can wait. Difficulty can arise when these tasks become urgent and must be solved by the manager in as soon as possible. Therefore, it is necessary to set a deadline for completing the task or double-check the degree of its importance and entrust all or part of it to employees.

4. Less urgent / less important things. It is these cases that often end up on a desk that is already littered with papers. Such tasks often require a wastebasket.

4. Delegation: meaning, rules, reasons for the resistance of subordinates and leaders

Delegation is a good tool for rational use of manager's time. Delegation refers to the transfer to a subordinate of a task from the sphere of action of the leader. Simultaneously with the work task for its implementation, authority and responsibility for the task should be delegated.

Authority is a limited right to use the resources of an organization and direct the efforts of some of its employees to complete a task. This right is associated with making decisions to complete a task. Powers are delegated to the position, not to the individual who occupies it. They are always limited. The limits of authority are determined by procedures, rules, job descriptions or transmitted orally to a subordinate.

Responsibility - the obligation to perform tasks and be responsible for their satisfactory solution. The employee is responsible for the results of the task to the one who delegates authority to him. It must be emphasized that only functional responsibility for solving a specific problem is delegated, and managerial responsibility for management cannot be delegated, it remains with the manager.

Delegation always means self-unloading and gaining time to perform really important tasks of category A. Basic rules of delegation:

1) selection of suitable employees;

2) distribution of the sphere of responsibility;

3) delegation of the work task in full.

This increases the responsibility for its implementation, creates additional incentives to take the initiative and facilitates monitoring of results; ensuring a balance of power and responsibility; coordinating the implementation of assigned tasks.

Stimulating, instructing and advising subordinates. They must have necessary information to understand your task and expected results in time to receive answers to emerging questions, you need: control of the work process and its results; suppression of reverse or successive delegation attempts; appraisal and reward.

For subordinates, delegation also implies specific responsibilities: independently carry out delegated activities and make decisions under their own responsibility; inform the manager in a timely and detailed manner, inform him of all unusual cases; coordinate their activities with colleagues and take care of the exchange of information; improve qualifications in order to meet the requirements.

First of all, the following are to be delegated: routine work, specialized activities, private issues and preparatory work.

Such managerial functions as setting goals, formulating a strategy, monitoring the performance of subordinates, managing employees and motivating them, tasks of particular importance, tasks are not subject to delegation. high degree risk, unusual, exceptional cases, urgent matters, leaving no time for explanation and rechecking.

There are reasons why leaders may be reluctant to delegate authority and subordinates may shy away from additional responsibility. The first ones include:

1) the manager's confidence that he will do the job better and faster than his employees, and thereby save time;

2) lack of ability to lead, ignorance of the problems, ignorance of what can and should be delegated to employees and how to do it;

3) Lack of trust in subordinates and unwillingness to take risks;

4) Fear that subordinates will do a better job than the leader (competition from subordinates);

5) Excessive workload (visitors, phones, meetings, etc.), which does not leave time to explain delegated tasks and monitor their implementation. Subordinates avoid delegation for the following reasons:

1) lack of knowledge and skills, lack of confidence in their abilities, which are expressed in fear of responsibility;

2) fear of criticism for mistakes;

3) Lack of necessary authority to solve the problem (lack of information, resources, power);

4) The subordinate is not offered any incentives to take on additional responsibility;

5) A lot of workload or a subordinate thinks so.

Delegation is the main method of decentralizing management in an organization. Decentralization brings a number of benefits.

1. Decisions are made at the right level, i.e. where problems arise.

2. Increasing flexibility, adaptability of the organization.

3. Additional motivation of employees is created more low levels hierarchy.

4. Promotes the disclosure of initiative, independence, abilities of subordinates.

5. Professional knowledge and experience of employees are better used, their competence is growing.

6. There is a self-unloading of the leader to perform important tasks of group A.

» Time Management

© P. G. Pererva

Self-management is a condition for personal and professional success

“Time is the most limited capital, and if you cannot
to dispose of it, you will not be able to dispose of anything else.
P. Drucker

Time is the same resource as people, raw materials, financial resources. Its most important feature is irrevocable - it cannot be accumulated, transferred, borrowed, therefore it is important to learn how to use it with maximum benefit. No wonder they say: time is money. These are not just words.

Indeed, if, for example, an employee mishandled his time, the terms of the contract were not met on time, the company will have to pay a fine to compensate for losses associated with downtime. The success of each leader depends not only on the material and economic value, but also on how he manages the most valuable acquisition - time. The leader must consciously and systematically use his time to achieve his goal.

Self-management (or time management) is a technique for the proper use of time. Self-management helps you get the job done with less expense, organize your work better (hence getting better results), reduce workload and, as a result, reduce rush and stress. Renowned management specialist Alan McKenzie said, “There is nothing easier than being busy. And there is nothing more difficult than being productive.”

Self-management is the consistent and purposeful use of effective methods of work in daily practice, with the optimal use of one's resources to achieve one's own goals. Self-management allows you to effectively go through all the stages of a successful path to the goal, namely:

• decide what you want to achieve;
• create your own vision of success;
• use the "big jumps" method;
• believe that success will come;
• focus on goals leading to success;
• don't lose heart when you fail.

Self-management has a set of rules and functions. Let's note the main ones.

1. Goal setting

This is a temporary process, since during the activity of the enterprise it may become clear that certain parameters have changed, and this leads to the need to revise the goal. For self-management, the awareness of where the employee wants to go and where he does not want to go (but where others want to take him) is of fundamental importance. One of the rules of effective management says: “Random successes are beautiful, but not guaranteed. Planned successes are better because they are managed and happen more often.”

It is worth setting a short-term goal consistent with the achievement of a long-term global goal.

2. Planning

Designed to ensure the rational use of the most valuable resource - time. The better the time is planned, the better it can be used in the personal and professional interests of the leader. Planning as component tasks and rules of self-management means preparing for the realization of the goal. Planning daily work, medium and long-term tasks also means saving time, achieving success and greater self-confidence.

The main advantage that is gained by scheduling work is that time scheduling brings a gain in time. General practical experience in production shows that an increase in time spent on planning ultimately leads to time savings in general.

3. Basic rules for planning time

3.1. Ratio (60:40). Experience shows that it is best to draw up a plan only for a certain part of the working time (pas 60%). Approximately half of the working day the manager spends outside the workplace, because the work requires interaction with people, the exchange of information. You should always leave a certain percentage of your time as a reserve for unexpected visitors, phone calls, emergencies, or as a result of underestimating the duration of some cases.

3.2. Regularity - consistency - consistency. You need to work on time plans regularly and systematically, consistently bringing the work you have started to the end.

3.3. Realistic planning. You need to plan only such a volume of tasks that the employee can realistically cope with.

3.4. Filling lost time. It is better to fill the lost time, but the opportunities immediately, for example, it is better to work longer once in the evening than to make up for the lost the day before during the next whole day.

3.5. Fixing results instead of actions. It is necessary to fix in the plans the results or the goal, and not just any actions, so that the efforts are initially directed directly towards achieving the goal. This will help to avoid unplanned activities.

3.6. Period of execution. In order to avoid procrastination and postponing things, it is necessary to set exact deadlines for all activities.

3.7. Coordination of various plans in time. In order to more successfully implement their plans, the employee needs to coordinate them with the plans of other people (boss, subordinates, colleagues).

4. Decision making

Decision-making allows the choice of priority tasks and cases. Making a decision means setting a priority. The main problem of leaders is that they try to do too much work at once and disperse their forces into separate, often insignificant, but seemingly necessary tasks.

The order of tasks execution can be determined using the following criteria and methods:

• Pareto principle(ratio 80:20). Based on this pattern, it can be concluded that working situation manager: in the process of work, 20% of the time is spent to achieve 80% of the results. This means that you should not immediately take on the easiest, most interesting or in need of minimum expenses business time. It is necessary to proceed to questions in accordance with their significance and importance;
• at prioritization through ABC analysis. The technique of this analysis is based on the fact that the percentage shares of more important and less important cases in the sum remain unchanged. With the help of the letters "A", "B" and "C" all works are divided into three groups according to their significance (major, important and non-essential (less important)). ABC analysis is based on three patterns:
• the most important tasks account for approximately 15% of the total number of cases that the manager deals with. The contribution of this task to the achievement of the final goal is about 65%;
• important tasks account for about 20% of the total number of cases, the significance of which is also about 20%;
• less important and unimportant tasks make up about 65% of all cases, and their significance is only about 15%.

To apply ABC analysis, you must follow the following rules: make a list of all future tasks;

• organize them in order of importance and prioritize;
• evaluate tasks in accordance with categories A, B, C;
• tasks of category A the manager must perform himself;
• category B tasks should be delegated;
• tasks that remain are subject to mandatory reassignment:
• Dwight Eisenhower accelerated analysis(President of the United States in 1953 - 1961). This principle is a simple aid in cases where it is necessary to make a quick decision as to which task to give priority to. Priorities are set according to criteria such as urgency and importance of the case. All cases are divided into 4 groups:

1. Urgent (important things) - they must be carried out by the leader himself;
2. Urgent (less important matters) - they need to be delegated;
3. Less urgent (important tasks) - they do not have to be completed immediately, but you need to do them yourself;
4. 4 Less urgent (less important tasks) - you can refrain from doing them.

Delegation is the key activity of a manager. Delegation in a general sense refers to the transfer of tasks to his subordinate from the sphere of activity of the manager himself, but at the same time the boss retains responsibility for leadership that cannot be delegated. The transfer of a task or activity can be carried out for a long time or limited to one-time assignments. Refusal to delegate leads to an overload of the head, reduces the time required to perform their immediate duties. Delegation helps the manager free up time for a more important task and reduce workload, and also promotes the use of professional knowledge and skills of employees, positively affects the motivation of employees. In order to successfully carry out delegation, it is necessary to select the right employees, clearly distribute the scope of responsibility, coordinate the implementation of the assigned task and monitor the workflow and results, and prevent an attempt to reverse or next delegation. It is equally important to stimulate and advise subordinates, to evaluate them. Delegate routine work specialized activities, private questions and preparatory work. In no case should you delegate such work as setting a goal, managing employees, a task of a high degree of risk.

5. Implementation and organization

Allows the preparation of the daily routine and the organization of the labor process in order to achieve the goal. The organization of your working day must meet the basic principle: "The work must obey me, and not vice versa." There are 23 rules that can be divided into 3 groups: rules for the beginning of the day, the main part of the day and the end of the day.

Rules for starting the day:

1. Start the day with a positive mood;
2. Start work at the same time whenever possible;
3. Revisiting the plan of the day drawn up the day before;
4. First - key tasks;
5. Proceed without rocking;
6. Coordinate the plan of the day with the secretary (he will work more efficiently and will be able to protect the leader from unnecessary obstacles);
7. In the morning, do complex and important things, because later the manager is usually busy with current affairs.

Rules for the main part of the day:

1. Logical work preparation;
2. To influence the fixation of deadlines in their own interests;
3. Recheck the entire range of works in terms of the need for individual works;
4. Reject additionally arising urgent problem;
5. Avoid unplanned impulsive actions;
6. Pause in time and keep a measured pace;
7. Perform small homogeneous tasks in a series (in this case, preparation is carried out only once and for a certain time the leader is engaged in homogeneous activities; due to continuity and concentration on the process, time is saved;
8. It is rational to complete what has been started (distraction and the next return to work require some time, therefore the work begun must either be completed or interrupted at the right time);
9. Use unplanned time slots for preparatory or routine activities;
10. Work anti-cyclically (i.e., at the beginning of the day it is more expedient to do the most important tasks, and in a more hectic period - less important things);
11. Find a quiet time to recuperate;
12. Control time and plans.

Rules for the end of the working day:

1. Finish the small things you started;
2. Control over results and self-control;
3. Make a plan for the next day;
4. Every day should have its climax.

6. Control

Control over the results serves to improve, and in the ideal case, optimize the work process. All of the self-management functions listed above will not be as effective if appropriate controls are not carried out. Control covers three tasks:

• comprehension of the physical state;
• comparison of what was planned with what has been achieved;
• adjustment but established deviations.

You need to regularly, at regular intervals, check your plans and organization of work, analyze your activities and your time, and draw up a list of daily obstacles. In any case, control over the results of labor should be carried out after the task is completed. Anyone who wants to truly relieve himself cannot give up self-control.

7. Information and communication

This is the most important phase because every other phase needs it. Every day, a manager is bombarded with a flood of information that he has to deal with. AT real life the manager processes much more information than is necessary for effective work. In order to save time, the manager needs to develop a rational approach to obtaining, processing and using information.

And further...

Business people often complain that there are only 24 hours in a day. It is simply impossible to manage everything planned in a day, even if you negotiate via a conference call and do makeup while standing in a traffic jam. In addition, negotiations and makeup are not always successful. Anyone can be blamed for failures. Or you can learn self-management, that is, the art of managing your time and resources with maximum efficiency. Then it turns out that in the day there is time not only for sleep, but even for sports and recreation.

Myths about self-management

Many people know or at least heard about what self-management is today. With the fact that managing yourself, your time and resources is useful and correct, many also agree. But for some reason, those people who are always late, do not know which of their twenty things to grab onto, are still more than punctual and confident. These unfortunates always find a lot of reasons why they don’t have time for anything, and, most importantly, they don’t want to learn how to keep up. But, as it turns out, these are just myths that are dispelled by specialists as easily as they are invented by those who do not want to control themselves.

Myth #1. “Self-management is necessary only for leaders. Here I will become the boss - I will learn "

You won't if you don't change that belief. After all, the main goal of self-management is to make the most of one’s own capabilities, consciously manage the course of one’s life and overcome external circumstances, that is, to achieve results and improve the quality of one’s life.

Therefore, self-management is important not only for an ordinary employee of the company, but also for any person in principle. Self-management allows you to achieve your goals in life and feel that life does not pass you by. Self-management as a toolkit is important for everyone who wants to achieve success in life, regardless of their status. However, for top managers, self-management is even more important, since the achievement of the company's goals depends on their work.

Self-management is often perceived as strict obedience to a schedule that still needs to be thought through and drafted. Therefore, the lack of clarity in their actions is explained by many as unwillingness to submit themselves to the schedule, especially when it comes to working outside the office, freelancing. But self-management involves more than just scheduling your time. Self-management is the ability to manage oneself, to manage the management process in the very broad sense words - in time, in space, in communication, in the business world. To be organized, whether it is for the space around you or your time, is to be prepared. This allows you to feel collected, in control of the situation, to be ready to use all available opportunities and cope with any surprises and surprises.

Myth #2. “Self-management should be used only when it is necessary - when managing a complex project or working in emergency mode. At other times I don't need it."

This statement is not entirely true, if only because the acquisition of any skill at first causes a decline in productivity. Thus, the period of implementation of a complex project is not the most the best time for experiments. Ideally, self-management is a habit and a lifestyle. But not everyone is ready for this. Self-management can really be used as a tool during some difficult project or emergency situation. But if it helps to achieve results in the most difficult situations, why not use it always?

In addition, it is worth considering that self-management is a skill that cannot be acquired instantly at the right moment. It's like knowing foreign language: you either speak Chinese or you don’t, and you don’t have to think that when you meet a Chinese, competent speech will flow by itself. And just as the language is forgotten without practice, the ability to control oneself disappears if it is not used.

Myth #3. “Self-management cannot be learned”

As the heroine Lia Akhedzhakova said in the film “Office Romance”: “Even a hare can be taught to smoke, and even more so for a reasonable person, nothing is impossible.” Experts assure that you can learn self-management with the help of special courses or on your own. Courses are more suitable for training company employees, which are best done in a corporate format so as not to create an artificial division of employees. And self-management can definitely be learned on your own by reading relevant books, both theoretical, which describe standards and techniques, and biographies and autobiographies of great people, which describe the stories of people who have achieved outstanding results.

At the same time, you need to remember that self-management is a very personal thing. Of the dozens of suggested tips, a person should choose only those that are right for him, and make them work for him. Learning to manage time is not a task for a weak person.

Myth number 4. "I just can't bring myself to be more organized"

In this case, "I can't" is the same as "I don't want to." While the jeans are barely fitting, the diet will be postponed "until Monday." When the jeans come apart at the seams at a responsible event, the diet will start right there and will not seem so painful. Also, dismissal due to another failure of all deadlines can be an excellent motivation to engage in self-management. But, of course, this is not worth it. It is better to find motivation earlier.

Where to look for it? To begin with, answer the question: “Do I love what I do?” If the answer is no, you won't find motivation. But the “foothold” can be found, for example, by remembering what you always liked or did best. Building oneself is possible just through the development of “favorite” competencies. It can also happen this way: what you really would like to do, you do not know how to do. In this case, you will have to start, most likely, from the starting positions. But sometimes it is more effective to find resources for reorientation, while remaining in the current place. In this case, plan your work week so that it has at least 10 hours that you can devote exclusively to yourself.

Self-management helps not only achieve your business goals, but also just find time for yourself. Is the desire to go in for sports, drawing, go to Madagascar, see friends more often, that is, find time for your favorite activities and recreation, is not a sufficient motivation for this? As well as the desire, for example, to give mom an expensive gift from the first high salary, which will certainly become such when you learn how to effectively manage yourself.

Knowledge and skills of self-management are necessary for applicants in the process of employment and at other stages of career development. Personnel management services of state and commercial organizations should pay more attention to the development of self-management skills of employees in the process of career management. Optimal shape trainings are recognized as trainings and business games, during which students acquire and improve practical skills of self-management. In addition, it is necessary to look for new information-intensive technologies for the implementation of the educational process.

It is safe to say that self-management skills will help people not make mistakes in their professional choice and reach certain career heights.

P.G. Break. The art of self-marketing. Employment without problems. - H. 2009. See also:

Translated from English management - management. It turns out that self-management is self-management. This term is used in various fields human activity, but we are currently interested in the business area. In business, education and psychology, self-management is the methods, skills and strategies by which a person can effectively direct his own activities towards achieving goals.

Self-management includes goal setting, decision making, focusing, planning, personal time planning, self-knowledge, self-organization, self-control, self-education and many other components. Sometimes self-management means the proper organization of one's own activities and working time, but self-management is a broader concept that includes these aspects too.

Self-management allows you to become the master of your own life. Sounds a bit pompous, but that's the way it is. Many complain that they "go with the flow" and cannot change anything in their lives. And they are looking for the reason for this in the world around them, although it is most correct to look for it in themselves. Very often, the reason for our failures (including in building an apartment) is the inability to either clearly articulate what we want, or find the necessary resources to achieve our goals.

Self-management is designed to help: set a goal; find resources to achieve it; pick up the most effective methods the use of these resources; purposefully and consistently apply these methods in practice;

Effective self-management requires the presence of key skills and qualities that can and should be developed in oneself. These skills were highlighted by Dave Francis and Mike Woodcock, classics of effective management:

the ability to manage oneself, rationally use one's skills, energy, time, resist stress;

clear, reasonable and adequate to modern reality personal values;

clear and realistic life goals (both business and personal life);

the desire for constant personal growth, the perception of new opportunities and situations;

effective decision making and problem solving skills;

ingenuity, creativity, the ability to generate and use new, innovative ideas.

Why is self-management necessary in business? How will it help your career? Among the indispensable prerequisites for successful career growth, purposefulness is usually called, often giving this word a negative connotation - they say, a careerist is ready to go over the corpses for the sake of promotion. Yes, there are some, but most often goal-oriented person clearly knows what he wants and why he needs new position- not just for entry into the labor force and salary increase (although for them too), but for self-realization.

This is where self-management comes into play. Usually a high position involves managing other people - and how can one manage someone who is not able to manage himself? Besides, career implies personal growth - without self-development and work on oneself successful career you do not shine.

Of course, self-management is a real art, and self-management cannot be learned overnight. But you can start small proper organization your working time. Here are some tips for managing yourself, your activities, and your time:

Plan your work day in advance by prioritizing (important and urgent; important but not urgent; urgent but not important; not important and not urgent).

Minimize unproductive communication that distracts you from business. Set aside time for correspondence. Get an organizer (paper or electronic) for more effective planning. Don't be afraid to take on new things. Watch your health - physical and psychological. Self-management is an important component of a successful career.

24. Management effectiveness: factors and assessment.

Management efficiency is a relative characteristic of the performance of a particular management system, which is reflected in various indicators of both the management object and the management activity itself (management subject). Moreover, these indicators are both quantitative and quality characteristics. The effectiveness of the management system should be expressed in terms of performance indicators of the managed system, although it may have its own particular characteristics.

Any changes in the organization carried out by the management apparatus must meet its specific goals, the achievement of which determines whether or not the work of the organization will be effective.

According to P. Drucker, effectiveness is a consequence of the fact that “the right, right things are being done”, and efficiency is a consequence of the fact that “these same things are being created correctly”. For example, McDonald's has identified a way to make hamburgers at a low cost and in a sustainable manner. high quality and this has been successful.

An important quantitative characteristic of efficiency is productivity. Productivity is the ratio of output units to input units. It reflects the complex effectiveness of the use of all types of resources (labor, capital, technology, information). Performance at all levels of the organization is critical an important factor for the organization to survive and succeed. Productivity determines the standard of living of society, the amount of taxes, social guarantees for citizens of the country, the level of inflation.

Management efficiency is an economic category that reflects the contribution of management activities to the final result of the organization's work. The functional purpose of management is to ensure the effectiveness of the main activity, therefore its effectiveness is determined by the degree of effectiveness of the organizational system itself. It follows that the effectiveness of management is determined by the degree of realization of the goals of the organization and its integral indicator - profit.

Management efficiency is a relative characteristic of the effectiveness of a particular management system, which is reflected in various indicators of both the management object and the management activity itself (management subject), and these indicators are both quantitative and qualitative.

In society, a significant part is spent on governance labor resources, moreover, their most active component and professionally trained to carry out such hard work. This provision objectively determines the need to increase the level of rational use of resources, to reduce their costs in every possible way.

AT economic theory There are two types of efficiency: economic and social.

Economic efficiency determined by the ratio of the result obtained to the costs.

Social efficiency expresses the degree of satisfaction of the demand of the population (consumers, customers) for goods and services.

Based on this, it is fair to talk about the economic and social efficiency of management.

Evaluation of management effectiveness implies the presence of two sides of efficiency: external and internal.

Internal efficiency shows how certain needs affect the dynamics of the organization's own goals and individual groups of its participants.

External management effectiveness shows how the organization meets the requirements of the external environment.

In management practice, situations arise when it is necessary to compare its effectiveness with the previous period and related organizations in order to identify the dynamics of growth or decline in efficiency and, on its basis, take appropriate measures to develop the core activity or improve the management itself. In these cases, use the criteria and indicators of management efficiency.

Criterion (Greek - a means for judgment) is a qualitative sign on the basis of which an assessment is made; indicator - these are specific quantitative properties or features that characterize the effectiveness of management.

The most important criteria are indicators of achieving the planned results of the main activities of firms and profits. Evaluation of management effectiveness should be comprehensive and take into account the degree of use of resources and opportunities for the development of firms, the achievement of production, economic and social goals.

The algorithm of the process of assessing the effectiveness of management is a sequential series of the following actions:

evaluation objectives are developed;

the evaluation criteria are substantiated;

the composition of the initial data used in the evaluation process is determined;

requirements for evaluation criteria are developed;

methods for calculating criteria are selected;

the quantitative value of the criteria is calculated, i.e. indicators that meet certain criteria.