Management methods. self-management

A manager by type of work has to spend a lot of time on solving routine issues: talking on the phone, preparing reports, holding meetings, monitoring and checking completed tasks, and if he does not plan his time in advance, they can gradually load the whole day, leaving no time to solve global problems. questions. In such conditions, the efficiency of the leader decreases, and all attention is already directed to current affairs, and not to the result. Well-established self-management methods will help to detect and eliminate the leakage of time and help the manager achieve the main goals of the company in a shorter way.

Self management plays important role and in the formation of the image of the leader, without him a successful career is doomed. The boss must lead and motivate subordinates, but a person cannot effectively manage others if he has not learned to manage himself. Personal growth implies self-development and work on oneself. The higher the personal and professional qualities of the manager, the easier the employees obey him.

Fundamentals of self-management

Self-management is the consistent use of proven methods of work in daily practice for meaningful optimal use of time.

The goal of self-management is to use your abilities to the maximum, consciously manage the course of your life and overcome external circumstances in your personal life and at work.

There are 6 main functions of self-management: goal setting, planning, decision making, implementation of plans, control, communication and information. They allow you to solve various tasks and problems on a daily basis. Various tools and methods of self-management help to carry out these functions and achieve their goals. To understand what self-management functions they help to implement and what are their advantages, let's consider the most common of them.

1. Goal setting. This function can be performed using methods such as SWOT analysis, correct goal setting, and choice of behavior strategy. These approaches make it possible to consider weak spots and direct efforts to eliminate them.
2. Planning. Self-management tools will help to implement this function - annual, monthly and daily planning, drawing up strategic and operational plans, using the tasks of time management and the Benjamin Franklin time management system, keeping "Time Diaries" and drawing up a plan for the day using the "Alps" method. This contributes to the correct distribution of time and saving up to several hours every day.
3. Making decisions. To implement this function, tools such as the Pareto law, the Eisenhower method, prioritization, delegation of authority, ATV analysis are used. They are aimed at solving the most important tasks in the first place, with their help you can avoid deadlines.
4. Organization and implementation. To perform this function, they usually examine their biorhythms and build a productivity graph to determine the most productive time of work, and then, focusing on them, make a daily plan. This contributes to the improvement of work results due to the correct redistribution of time.
5. Control. The function is aimed at controlling the process of performing work and checking its final results. It makes it possible to compare the planned with the final result. As a result, this contributes to a more correct execution of the planned tasks.
6. Communications and information. The following methods are used in the implementation of the function: the use of memos, competent negotiation, fast, optimized search for the desired information, and the judicious use of communication tools.

The benefits of self-management are clear:

Start working on yourself today, and you will have a solid foundation to develop your career. Career self-management is the key to future success!

The purpose of personal management. Many outstanding people have achieved success thanks to a clear organization of their personal work. A person, of course, cannot manage time itself, but is able to manage his affairs, taking into account this factor. It should be noted that in managing oneself one needs the same skills as in managing other people, i.e. the ability to plan, organize, delegate, stimulate, coordinate and control. Without this, it is impossible to work effectively. Essentially, everyone has the same amount of time, only some use it better and others worse.

Personal management (English, self management- self-management) is a purposeful and consistent application of practical management methods in daily activities in order to rationally use one's working and free time.

Personal management system includes the following six procedures.

1. Goal setting - analysis and formation of personal goals, selection of quantitative criteria for their achievement.

Organizational forms Stages training

selection of managers

Rice. 22.2. Flowchart of Targeted Intensive Training for Managers

• 2. Collection and processing of information - collection of primary information and its processing according to the chosen action plan.
• 3. Planning - development of plans and alternative options for their activities).
• 4. Making decisions on upcoming cases to achieve management criteria.
• 5. The implementation of decisions and the organization of their execution includes drawing up a daily routine and organizing a personal labor process in order to implement the tasks set.
• 6. Control (self-control and control of the results, if necessary - adjustment of goals).

The essence of the personal management system can be represented as a model of requirements for the qualities of a person, for his ability to manage himself. The self-management model consists of seven blocks.

• 1. Personal organization, punctuality.
• 2. Self-discipline. Constant purposeful activity.
• 3. Knowledge of the technique of personal work and the scientific organization of labor.
• 4. Motivation of human potential for the realization of life goals.
• 5. Ability to be healthy and efficient.
• 6. Ability to formulate and realize life goals.
• 7. Personal self-control.

In table. 22.2 the technology of self-management is presented.

Table 22.2

Self-management technology

How to effectively use your time?

The main advantage achieved by scheduling work is that scheduling brings a gain in time. Of great importance for planning personal time is the implementation of the following rules.

• 1. Define your goal precisely. Many people waste time and energy on something because they do not clearly understand what, in fact, they are going to do; knowing exactly where to go, they get lost even at the start, lose their way. By identifying your destination from the very beginning, you will reach it much faster. This is the decisive condition.
• 2. Focus on the essentials. List the most urgent things on a piece of paper in order of importance. The next day, take on task number 1 and do not retreat from it until you finish it. Then do the same with case #2, then with case #3, and so on. Don't worry if you're only done with one or two things by the end of the day, adopt the "blank page" rule. It requires the obligatory transfer to other days of what could not be done over the past day.
• 3. Give yourself incentives. We are better at doing what we want to do. Hence the task is to turn your classes from a “must” to a “want”, and productivity will increase almost automatically.
• 4. Set firm deadlines. One way to commit yourself is to set a fixed deadline for completing a certain task. But remember that deadlines must be realistic and you must stick to them.
• 5. Learn to be decisive. Don't put things off from day to day. They say success is doing the right thing
• 51% of cases. Therefore, having certain facts, decide and act.
• 6. Learn to say no. If you don't learn this, you will get involved in things that you would never have done of your own free will.
• 7. Don't waste time on phone calls. The phone saves a lot of time when you need to get some data, place an order, make an appointment. But there is always the temptation to just chat with someone on the phone. Before you pick up the phone, determine why you are doing this and what you specifically want to achieve, and then carry on a conversation at a business level.
• 8. Keep a notebook(or diary). Write down all upcoming affairs, thoughts, phone numbers - and you will not have to suffer, remembering some data. Take care of the time spent on inquiries, and therefore keep in order the addresses and telephone numbers you need. In a word, do not load memory where it is not needed.
• 9. Eliminate annoying interference. Good friends, co-workers who love to chat can completely ruin your intentions to meet deadlines. You can save their friendship and your schedule by tactfully making it clear that you are in "time pressure".
• 10. Learn to listen. You will avoid serious mistakes, repetitions and rework if you strive to get comprehensive information and instructions the first time. If anything is unclear, ask right away.
• 11. Get rid of the template. Many of us fall prey to pattern thinking. Try to change something in your work, improve it, use the latest technology, ask how others save time.
• 12. Don't overlook the little things. You can avoid small but time-wasting delays by forestalling sudden petty crises.
• 13. Get down to business right away. Before starting work, many people clean up their desks, sharpen all the pencils at hand, drink a cup of coffee, and then wonder where the time has gone. Once you know what to do, get down to business right away.
• 14. Make full use of your time. This means that the time of travel, waiting, breakfast can be occupied with such things as planning your working day, thinking about upcoming tasks, looking through notes.
• 15. Keep track of what you spend your free time on. We could save many hours if we were a little more selective in our choice of TV shows, books, magazines.
• 16. Change your occupation. Almost never does the body get tired all at once. Usually only certain muscle groups get tired. By changing your occupation, you can overcome the feeling of fatigue and get more done.
• 17. Start early. Starting the day just 15-20 minutes earlier than what you are usually used to will set the tone for the whole day. It is no coincidence that the proverb is in use: "Who gets up early, God gives him."
• 18. Cultivate respect for your time. Get into the habit of mentally giving your time some kind of evaluation - and you will begin to relate to it in a new way. This approach will help you judge whether it is worth it for you to deal with those small things that appear during your working hours.

Pay close attention to these rules, test them - and you will find yourself in a completely different world, in which time ceases to be your constant enemy.

Anyone who wishes to organize and use their working time more efficiently can make this wish come true. To do this, exclude a number of common mistakes.

• 1. Postponing the decision of the problem to tomorrow. The most common mistake. The problem must be solved immediately, not postponing it for later. The most difficult thing here is to start, to overcome your doubts, the fear of an urgent decision.
• 2. The work is not completed. Being extremely busy and working well are probably not the same thing. A person can do many things, but manages to solve only a small part of them.
• 3. The desire to do everything at once. The simultaneous solution of several problems is the surest way to stress and heart attacks.
• 4. The desire to do everything yourself. Very often, managers spend their time and energy on doing the work that they could well entrust to their subordinates.
• 5. Inability to correctly distinguish between functions between subordinates. The lack of a clear delineation of tasks, responsibilities and service functions, disorder in the management system often undermine the organization.
• 6. Desire in case of failure to shift the blame to subordinates. The task of the leader is to establish the objective reasons for failure, and not to look for a scapegoat.
• 7. Complete neglect of the organization and planning of personal work. The manager believes that the effective organization of his personal time is basically impossible. This is motivated by the fact that he, the leader, does not depend on himself, but on other people and circumstances.

Task 27. "Development of the Russian management model"

Target: develop a Russian management model in relation to your base organization.

Initial data: materials pp. 22.1, 22.2 textbooks on foreign management models; materials Ch. 6 in Russian management mentality; translated foreign books on management from the list of references that we managed to read.

Method of work. Study foreign management models of clause 22.1 and especially table. 22.1. Make an analysis of the prospects for the development of management in the XXI century. and determine what is suitable for Russia. Study the principles of management, the qualities of the Russian worker and the shortcomings of the Russian mentality. Read several translated books on foreign management and make analytical notes.

The result of the work:

Try to present the results of your analytical work in tabular form (Table 22.3).

Table 22.3

Russian management model

Test 16

Read the test questions and answer immediately "yes" or "no". Write down the question numbers and answers on a piece of paper.

Test key. Count the number of “yes” answers and assign 1 point to each. Compare your score with the following:

• - up to 4 points - you have not satisfactorily studied Ch. 22 and should be read again;
• - 5-8 points - you have a good command of the material of the chapter "Management Development";
• - 9-10 points - you answered superficially and have high self-esteem, you need to study the chapter again.

1. The American model of personnel management is characterized by such

traits such as pragmatism, focus on innovation,

organizational discipline, striving for self-affirmation and personal career, constructivism, narrow professional specialization of personnel, democracy in business life.

• 2. The European model of personnel management is following national traditions and striving for integration. It is characterized by an analytical principle, the rigidity and rigor of negotiation processes, the indisputability of the authority of business reputation, social conservatism, strict adherence to the norms of business and secular etiquette, strict observance of business subordination, conservatism and adherence to the code of class honor.
• 3. The Asian model of personnel management actualizes other principles: negotiation relations are characterized by technocracy and duration; the most important ethical principle of doing business is to establish personal and informal contacts. Asian business ethics are characterized by group collectivism, dedication to the organization, punctuality, courtesy, patience and restraint, the desire to avoid conflict and a willingness to compromise.
• 4. In the XXI century. the globalization of the world economy and the development of international management "without borders" will be of decisive importance. New competencies (knowledge, skills and abilities) of top managers of organizations are formulated. A special place will be occupied by programs to search for "gifted managers" (leaders) and develop their human and managerial potentials.
• 5. The technology of self-management includes a series of standard procedures and methodological techniques and methods for implementation. It allows you to effectively use the working time of the manager and specialist and save up to 25% of the total time fund.

• 1. List the distinguishing features American model personnel management.
• 2. Tell us about the main features of the European model of personnel management.
• 3. Name the distinctive features of the Asian model of personnel management compared to the European one.
• 4. What trends in the development of the world economy do you know?
• 5. What new competencies (qualities) will managers of the 21st century have?
• 6. What are the features of the "gifted managers" search program?
• 7. What are the three groups of industries (disciplines) includes scientific management?
• 8. What stages does the program of targeted intensive training of managers include?
• 9. Name six typical self-management procedures.

It is impossible for a leader to achieve success in business without internal self-discipline. The rational organization of personal and working time means the highest degree of preparedness for solving any professional problems. Self-management is a set of measures to mobilize internal opportunities for self-development. Its result is emotional and mental stability, personal smartness and composure.

Self-management: what is meant by this term

For little to know technological features production. It is also not enough to master the methodology of competent and managerial skills. The leader must, above all, have the ability to self-organize.

The ability to organize your working day in such a way that it is as efficient as possible means mastering the art of self-management. On this path, the leader treats work and personal time as the highest value.

He uses it only for fruitful activities and is afraid to squander it on insignificant or secondary moments. A once-set goal in business is achieved only with careful respect for every working hour.

It is organized time that leads the leader to success in the profession. Within the framework of this concept, a systematic and methodical use of the methods of organizing one's work and the work of subordinates is assumed.

The main task of self-management is to develop conscious control over the entire course of one's own life.

If in production or in an institution the manager has learned to rationally distribute his and his staff's working hours so that not a single minute is wasted, then this will certainly affect his personal life. The habit of self-organization is the best and most useful habit. It makes life manageable and enjoyable.

Self-Management: Benefits

Systematization in planning upcoming tasks will not be difficult if it is carried out regularly. All efficiency lies precisely in the regular use of self-organization techniques.

Self-management of the head optimizes the image component of the company. When a leader develops his own unique style, this will certainly affect the authority of the entire production. Having mastered the techniques of self-regulation, the manager of any link will not allow circumstances to prevail over him. He himself forms the circumstances and directs them in the direction he needs.

Moreover, self-management as a way of organizing working personal time will provide an opportunity to increase the workload. A person manages to do more in the same period of time, which again affects the final result of the work of the entire company.

The ancient wisdom voiced by Cornelius is fully applicable to the modern concept of self-management: "The most difficult victory is the victory over yourself." A leader who has managed to eradicate the irrational, thoughtless, unplanned use of time resources is able to control all the processes around him.

Such a person does not seek to change events, but he develops a certain attitude towards these events - both in himself and in his subordinate personalities.

Thus, to gain control over time is possible only through the scheduling of work, which provides for each type of activity. At the same time, each labor function should be assigned a strictly defined time and place.

Self-management as a set of specific functions

Everyday work in production is nothing more than a variety of functions that are in a certain relationship with each other. Some of them stem from one another. At the same time, some are more important, and some can be attributed to secondary ones.

Self-management includes several steps that are overcome by the leader in the process of performing any task:

1. Formation of goals. It is necessary not only to formulate the set goal, but to analyze it and clearly find out its final result.
2. Systematization of actions to achieve the goal. This stage requires the development of schedules and plans. In addition, the manager should always have several spare options for solving a professional problem. This will give him the opportunity to choose the most optimal of them.
3. Making decisions on a specific professional task. Decisions should be made taking into account the interests of the company, and not the personal preferences of the head.
4. Ways to achieve the goal. This refers to the formation of a rigid daily routine. It should reflect all stages of the manager's work day.
5. Self-control and adjustment of goals. Achieving the goal will be more effective with a self-critical attitude to each decision and action taken. Permanent internal control is The best way adjust the goals and ways to achieve them.

Self-management of the leader requires constant intense analytical work. When making any decisions, the manager must be able to highlight the vital problems for production, which are addressed first.

The common phrase “solve problems as they come” is not appropriate for self-management. It involves passive movement with the flow. If the leader has learned to streamline tasks, then he simply will not allow problems to pile on top of each other. A competent organization of labor automatically means a systematic flow of working days.

The role of communications in the issue of self-management

At each stage of existence, within the framework of self-management, communications and informativeness play an important role. Without the exchange of information, no efforts of the leader are relevant. The decision to be made must be immediately communicated to the staff.

For this purpose, meetings, planning meetings and negotiations are held. But even the most ordinary meeting, with an irrational attitude to time resources, can be stretched out for several hours.

The organization of planning meetings requires a lot of preparatory work. In order for the current meetings on production issues to be held with maximum efficiency and with minimal time costs, it is necessary to prepare for them. And for this, the leader, again, must take an analytical approach in isolating the main tasks that he intends to voice at the workshop.

Good results in this regard are brought by the algorithmization of meetings between departments. If the planning meeting is held in a predetermined order, it will be more organized.

The rational organization of meetings involves the use of demonstrative and visual materials that can replace monotonous reading from a sheet of profile information. The manager will only have to switch the attention of colleagues from one informative stand or from the image on the screen to another.

At the same time, the use of technical informative means simplifies the perception of the necessary information by colleagues. However, to conduct such an express meeting, the leader must have the skills to rationally present the material. And when this principle becomes a habit, meetings are easy and fruitful. They leave with a sense of a job well done.

In a survey of the rational organization of intra-corporate meetings, great importance should be given to rational dialogues.

As part of the management of visits, the manager receives the following benefits:

• sees a production problem in place;
• has the opportunity to listen to the person responsible for the problem area;
• on the spot voices a solution to eliminate this problem.

Rational dialogues within visit management should not be spontaneous. Any exit to the workshop or production site should have a specific purpose. When the workers know that the leader wants to see this and that, they, accordingly, tune in to a purely narrow dialogue. This saves both the time of workers and the time of the manager.

Telephone intracorporate communication as an integral part of self-management

Self-management includes active telephone communication. It should be as rational as possible, concise and very specific. Corporate jokes, which are customary to accompany communication on the phone during the working day, in no case should come from the head.

Rational use of telephony involves preparing for a conversation. In this regard, the voice menu helps a lot, which distributes incoming calls to different departments to specific specialists. This saves working time as much as possible and makes communication more substantive.

In this regard, the role of the leader should be manifested in providing a technical component. For example, virtual telephony, which is gaining popularity, is also convenient because it organizes telephone communication as substantively as possible. If a leader values ​​time resources, then he will definitely pay attention to modern methods of communication.

Checklist as a way to streamline actions within the framework of self-management

The informative part of communications also includes the use of intracorporate forms and checklists. If they are drawn up in detail, but without water and verbosity, they can replace a good meeting with tedious voicing of results or standards.

The checklist is an extremely effective way to control. It contains a list of upcoming inspections in any type of activity.

Thus, the manager is given the opportunity to plan his professional tasks so that he is always ready to report on each item on the list. For the manager, the list of actions that need to be performed by himself or subordinate personnel is another way to organize the workflow.

At the same time, it does not take much time and practically does not require budget costs. In fact, this is a fundamental testing tool, the task of which is not to let you forget about the most important professional matters.

The manager's self-management must necessarily include the preparation of checklists. This is the best way to determine the sequence of actions and improve the reliability of the conclusions that are obtained from the output.

Self-management: the end justifies the means

The main motive that determines the activity of a manager in the profession should be the goal that he sets for himself. It is precisely the clearly formulated goal that forms the result of the work. The manager's professional goal may be focused on increasing sales or expanding production capacity.

But in any case, it must meet the following criteria:

1. Be real. It is unreasonable to overestimate the professional or personal bar. Failure to achieve the goal can not only lower self-esteem, but also lead to the collapse of the entire production.
2. Correlate with time. Every goal has measurability. It makes no sense to set goals that do not have a specific time frame.
3. Compatibility with secondary targets. A set of directions in the work goals should complement each other. However, the main direction should stand out from them.

It is desirable if the manager himself differentiates the goals into long-term, medium-term and short-term. Their distribution is nothing but work planning. It helps to highlight the main professional guidelines and thereby increase labor motivation.

Self-Management: Personal Resources

If a leader wants to achieve the heights of excellence in his profession, he must objectively assess his own capabilities. Self-criticism is the best way of self-education.

The definition of personal resources involves:

Finally, every manager or leader should be aware that the formation of goals is a permanent process. The goal cannot be static. Once it is reached, it is necessary to move on. Self-management includes continuous self-improvement and development.

Considering and analyzing the theoretical foundations of self-management, it should be recognized that the theoretical base is inseparable from the practical one, in no case should we belittle practical techniques and methods. Currently, there are many different methods, tests, recommendations for self-development and improvement of skills, abilities, development of qualities necessary for a manager. Let's take a look at some of the most famous of them.

Firstly, self-management involves the development of self-motivation in a person. And one of the tricks is reframing. Reframing is a special technique that allows you to see a situation, a fact, an action from a different, unusual angle for a person. In the classic example, an optimist sees a glass of water as half full, while a pessimist sees it as half empty. Knowing which attitude is a priority for an employee - positive (desire) or negative (avoidance), it is quite possible to partially predict his actions in a given situation. With the help of special techniques, managers can influence the formation of a positive perception of reality among subordinates, develop their ability to see the other side of events.

Reframing can be built on several principles:

Positive reformulation of messages: “We give you an additional project so that you can prove yourself and prove your ability to grow further” (instead of: “You get an additional load for the same money”);

Identification of the advantages of any situation or each quality of a person, using the word “but” in the wording: “He is slow, but he carefully checks everything and does not make mistakes”;

Statement of a fact or situation in a row favorable for comparison: “Our department is much less loaded than accounting”, “You are now doing this work faster than three months ago”;

Use of contrasts with the word “or”: “Is it better if I promise you the necessary funds, or tell you about real resources that I can guarantee?”

The use of reframing in no way implies deception: all facts characterizing the other side of an event, phenomenon or human quality must necessarily correspond to reality. It is desirable that managers, when recommending this technique to employees, also show its benefits for self-motivation.

Practice shows that people who regularly use it are much more satisfied and happy, not only at work, but also in their personal lives.

The next practical component of self-management is problem-solving skills. "Problem solver" (translated from English - "problem solver") is a concept meaning a person who, from many different options for action, chooses exactly the one that leads to the successful solution of the problem facing him. Unfortunately, some people prefer to give the appearance of action, to avoid problems or conflicts; in a critical situation, they begin to panic or shift responsibility onto others. But from any impasse, you can always find a way out. A person's propensity for independent, active and responsible problem solving is one of the most important qualities required in business, which allows the leader to highly trust the subordinate. This personality trait additionally motivates the employee himself due to independence in achieving results. To form successful model behavior, the leader in the process of management and motivation can take the following actions:

Delegate authority and responsibility to subordinates and control their further activities;

To instill in employees the necessary skills to resolve complex and conflict situations;

Knowing the motives of each employee, “attach” an independent solution to emerging problems to one or more of them. For example, for a person, praise is an incentive, therefore, the manager needs to approve the actions of the employee most of all when he takes the initiative in solving the problem. If the motivator is a result, then it is desirable to associate its achievement with the search for a way out of a difficult situation; if interest - then show how entertaining and varied the way out of conflicts and decision-making to overcome problems;

Provide an algorithm of actions: if a difficult situation arises, inform the manager about it, offer options for getting out of it, analyze the likelihood of success for each of them, and only after that find out the opinion of the manager. This approach teaches employees to be independent and to form a sense of responsibility for the result of their actions. In addition, it gives them an absolutely necessary skill in business - to solve problems, not avoid them.

When solving difficult situations, the main installation, a guide to action, should be “turning to the future”. There is no point in asking questions about the past: "Who is to blame?"; it is much more important and more productive to ask yourself: “What to do?”. One of the typical mistakes of people in a difficult situation is a long analysis of the past. However, it is irreversible, and when it “hangs” in it, a person has a feeling of hopelessness, the impossibility of really changing something for the better. The past should be of interest to the extent that it can affect the future: it is important not to look for the cause of the employee’s wrong actions and condemn him for it, but to direct all efforts to analyzing and improving the situation, to creating circumstances in which there will be no grounds for a bad deed and repetition of the error will be impossible.

Next, a very important point - how to deal with negative information? Most of us face negativity, difficulties, unresolved problems every day. How to successfully cope with all this flow, avoiding stress? There are several rules and techniques that allow you to increase your own motivation and efficiency.

1) In any negative situation, find at least three positive consequences for yourself. If a flaw prevents a person from achieving success, then, recognizing it in himself, you need to look for opportunities to neutralize it as much as possible. For example, if the main activity does not require obligatory sociability from a non-communicative person (as in sales), then you can correspond by e-mail, minimizing personal interaction.

2) Develop your strengths and neutralize your weaknesses, i.e. try to model the situation in such a way that they are not significant in it. There are generally accepted ideas about the advantages and disadvantages. For example, introverts are considered uncommunicative, and if such a person perceives this quality as a "flaw", then you need to analyze whether he needs communication skills or he does a great job without them. If he can succeed with the set of abilities he has, then there is no point in regretting his “imperfection”. In other words, shortcomings are not those qualities that are considered to be such, but only those that really interfere with a person. To develop virtues, on the contrary, it is necessary to frequently build situations in which positive traits are particularly clear and visible.

3) Determine the circle of people whose opinion is important for a person (reference group). Remembering that no one can offend us without our consent, it is important to learn not to react to the negative opinion about us of people we do not know, do not respect us or have a biased attitude towards us. For example, if a person is upset because of an unpleasant comment from a stranger on the street regarding his appearance, then he needs to work on self-motivation and a clear definition of the reference group. It is unreasonable to react painfully and be offended by people whose assessment does not affect our lives in any way. If a person feels a negative attitude towards himself from someone who is part of his reference group, perhaps he is under the influence of a manipulator and it is not a fact that further communication with him will be beneficial.

4) Set yourself up positively when starting to solve a difficult task. There is an opinion that thoughts are material, we can program ourselves for good luck or bad luck. For example, a successful sales employee argues like this: “I can offer the client something that will give him the opportunity to benefit for himself (earn money, improve the quality of life, etc.).” A weak salesperson thinks like this: “You have to distract a person from business, annoy him, try to get him to buy something that he doesn’t really need.” Going to negotiate with a conflicting client, a successful person says to himself: “I will still win him over to my side!”. An employee who programs himself for failure is afraid (“He will again be dissatisfied, he will start being rude to me”), feels sorry for himself, looks for serious shortcomings in the client (“He still has to develop and develop!”). This is the way of thinking of negative and positive people. It is necessary to constantly control yourself, maintain a positive attitude.

5) Model a successful future. One of the most important factors for success in life and career is the identification of available resources. This means not self-deception, but an honest assessment of the real internal and external possibilities for achieving the success of what was conceived. Those who practice the opposite approach - justify the impossibility of achieving goals - usually become losers. Therefore, only by evaluating in detail the available means for solving problems, it is possible to calculate the risks, as well as try to neutralize them.

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 is the most limited resource in human life, many people 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. We are also talking about 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.

We can say that at the 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 manage to do as much work 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 working 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 of 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 are one of the most important moments not only in the work of a leader, 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. The fastest 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 in social networks or watching television programs.

Higher level needs are security and confidence in the future. 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.

Despite the fact that many deny the influence of public opinion, it is sometimes the main factor in self-motivation. So, for example, a person can go to work so as not to be branded as an idler and at the same time be content with a low position and average wages. Self-motivation encourages some people to actively move up the career ladder, obtain a high social status, as well as 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:

• The organizational management method 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 in order to determine alternative algorithms that will allow avoiding 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 hours

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. As a basis, you can take the reporting indicators of 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 made for different levels(director, line managers, subordinates), 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 of 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 implies the correct determination of 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 bottlenecks appear in the plan, which can negatively affect the quality of work, as well as the timing of its implementation. Getting ready to run a particular workflow requires some effort and can take some time, which later pays off with results.

conclusions

One of the necessary conditions for successful and productive work is self-management. It lies in the ability to correctly allocate available resources, including temporary ones. It is worth noting that quite often this concept is 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 the 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 status.