Management and manipulation are common and different. Management and manipulation. Types of manipulation. List of used literature

The subordinate in the face of the superiors must look dashing and silly, so as not to confuse the authorities with his understanding.

From the Decree of Peter I (1709)

Targets and goals

In an office setting, covert management can pursue the following goals:

Make another an instrument for fulfilling your plans;

Transfer part of your work to another;

Avoid responsibility by shifting it onto another (others);

Self-assertion (including at the expense of another);

Resolve your psychological problems, including intrapersonal conflicts;

Give the format of the relationship one way or another (for example, the degree of trust, etc.) while maintaining the required distance;

Get a benefit in the comfort of your position.

Such tasks can be carried out by both managers and subordinates. However, there are also specific tasks due to the different official status of managers and subordinates.

In teams, there is covert management, including manipulation, between colleagues at work.

This happens both as a result of direct communication, and (especially in the case of manipulation) indirectly, through the impact on the leader. This will be discussed below.

In connection with the growth of self-awareness and the level of education of workers, rough methods of managing them no longer "work" as before: orders, shouts, open pressure, coercion. Softer methods, in particular covert control, give better results. Hiding the very fact of compulsion to action allows not to belittle the dignity of a person, relieve unnecessary tension in relationships that interferes with work.

As a person, as a person, as an individuality, a subordinate can in no way be inferior to a leader, and often even surpass. Therefore, both thoughtful leaders and subordinates, in principle, are interested in softer management methods that spare a person's pride. Hidden control, if it is not manipulation, is preferred by all to direct coercion.

Latent management allows the leader to eliminate contradictions between personal goals and the desires of employees and collective goals (in particular, production goals), to direct personal motivations in the right direction - to achieve a common goal,

With proper use by the head of covert management, he only wins in the eyes of his subordinates. All this serves as an effective prevention of conflicts.

Let us recall that manipulation is a special case of covert control, characterized by the fact that it is deliberately committed against the will of the addressee of the influence and causes damage to him (material, moral, psychological).

The manipulator leader, having the right to dispose of his subordinates by position, arrogates to himself the right to dispose of a person as a person. This attitude towards the subordinate can manifest itself in various forms: in suppression or direct domination, in manipulation, in humiliation - explicit and rude, refined and veiled. To a certain extent, gentle coercion is better than gross trampling on people's dignity. It is difficult to protect oneself from coercion and humiliation, but still easier than from manipulation, since the confrontation here is mostly veiled with the obvious psychological superiority of the manipulator. During manipulation, the external conflict is replaced by the intrapersonal, therefore it is much more difficult to recognize and more difficult to resolve the conflict, since the struggle with the other is complicated by the struggle with oneself.

Therefore, there is an ethical restriction on the use of manipulation: it becomes purely immoral when a) is used for the personal purposes of a leader, b) violence against a person exceeds the level dictated by the specifics of the activity.

Not only managers manage subordinates, but also subordinate leaders. Their goals are almost the same, since they are exhausted by the same list given at the beginning of this paragraph.

However, there are two significant features:

1) covert management is, in fact, the only way for subordinates to manage leaders (the exception is a strike, but this is an extreme degree of disobedience, which takes on a collective character; in such cases, victory over the administration is not guaranteed);

2) “managing” his boss, the subordinate has to act very carefully: the realization by the head that he is being controlled can cost the subordinate dearly.

Covert management by a leader can have the following directions:

Neutralization of his shortcomings as a leader (lack of professionalism, negative character traits, gaps in education, lack of culture);

Achieving personal benefits for the initiator of the impact without prejudice to work and the leader;

Receiving personal gain to the detriment of work, colleagues, manager.

The last case will be called manipulation.

Covert management of subordinates

Assignment of a difficult task. Often there is a need to entrust a subordinate with a task, the implementation of which is not included in his direct responsibilities. Or very time consuming, or very urgent, or not very pleasant.

Leaders can reduce the potential resistance of a subordinate in several ways: by giving indulgences shortly before giving an assignment; abundant praise or compliments at the beginning of a conversation; challenge him when dealing with an ambitious subordinate.

Management of obstinate subordinates. Such situations are observed quite often.

The target of influence can be various circumstances: the ambitions of the subordinate, his desire to prove his exclusivity, as well as the characteristics of the addressee's temperament and character.

The author has repeatedly witnessed situations when the boss said to his ambitious deputy: “Ivan Ivanovich, we were given a task that was absolutely impossible. How can we fight it off? " The ambitious II, who loves to contradict everyone, and even more so looking for an opportunity to show that he should have been appointed as the boss, and not the current one, said: "This task is feasible." - "Theoretically, of course, yes, but practically - no." - "I know how to do it." - "Are you joking?" - "I'm not kidding". - "And how?" - "You will see, I will do it!" - "Fantastic!" - "In three days I will bring you the result!" - "Well, thank you! The load was removed from the soul! "

The task was completed. The target of the impact was the ambition of the deputy, the bait - the love to contradict.

The method of desired situations. It has been established that the employee performs in the best way what he considers necessary, and not what his superiors order (according to many subordinates, this does not always coincide). Therefore, the optimal course of action is here so that the subordinate himself comes to a decision that corresponds to the plan of the leader.

The method of desired situations is that the leader creates a situation in which the subordinate independently comes to the desired decision.

This requires a high psychological culture of leadership, knowledge of psychology, and the motivation of subordinates. This is the highest class of leadership by people who in this case feel free and completely independent. The trust they feel is the best demonstration of respect for an employee. Then he is more willing to join the work, more initiative and satisfied with his work.

At the same time, "to overwhelm" a business planned by oneself means to acknowledge one's insolvency. They approach the implementation of their decisions much more responsibly than the decisions of the management.

Children as a stimulus for discipline. The following example of effective covert management demonstrates the validity of the well-known management rule: those orders are executed more efficiently that take into account the personal interests of subordinates.

The boss held a planning meeting at the very beginning of the working day- at 8.00. There were regular latecomers, and the meeting dragged on. Remarks, reprimands did not help much. Then the manager announced: if there is even one latecomer, he will postpone the planning meetings to the end of the working day. The late arrivals stopped immediately.

The fact is that a significant group of workers were women, who were in a hurry to pick up their children from child care after work. They knew what it meant to take the child last: to find him crying, because the teacher, angry with the overtime waiting, explained that "his mother does not love him."

These mothers warned everyone: if someone is late, let them blame themselves. The leader knew this situation and used it as a target for influencing violators.

Controlnegligent subordinates. It can be carried out, for example, by the method of Socrates. The essence of the method is to set a chain of questions that allow you to lead the interlocutor to the desired solution.

For example, you need to give an order to an employee who (this is known from experience) will argue, prove that this matter is not part of his duties, etc. For example, such a dialogue is possible.

Leader: "You were at a meeting on ..."- "Yes, I was."- "You, of course, paid attention to the fourth paragraph of the decision?"- "Yes, but what?" - "This point is directly addressed to you: you need to do ..."(an order is given and a deadline is determined).

The logic of sequentially asked closed-type questions is such that after each answer the number of degrees of freedom of the respondent is narrowed: after all, answering each question, the opponent determines his position, becomes a prisoner of his previous answers.

In the example considered, the negligent subordinate, perhaps, simply dodged the meeting or read a detective story at it (these possibilities are not excluded by the manager), but he will not dare to say “no” in order to “save face”. And by saying yes, he cuts off his escape routes. The situation is the same with the second question.

In more complex cases, more closed-ended questions may be needed to lead the opponent to the desired solution.

Manipulating subordinates

Manipulation of "The Promised Three Years Await." It's almost a theatrical performance.

A worker comes to the manager with a complaint that he still lives in very poor conditions with

a big family. Six months ago, the boss promised him to allocate an office apartment in two or three, maximum four months. Realizing that this time a simple promise will not be enough, the boss plays a whole performance: he calls the deputy in charge of housing issues, the chairman of the trade union committee and demands to report on what has been done on this issue. In the presence of the worker, he arranges a noisy dressing down and demands that the issue be resolved within one to two months. Having sent them out, he impulsively asks the worker to be patient a little more.

Two directions of manipulative influence are clearly visible here: 1) the desire to postpone the solution of the issue and 2) to influence the addressee's compliance. The second direction (the main one in terms of the effort expended), in turn, can be divided into a number of tasks. First, the director needs to relieve himself of responsibility for the delay; secondly, to convince the petitioner that he is on his side; third, to demonstrate that the issue is being resolved; fourthly, to make the applicant believe that he will soon receive the desired apartment.

The target of impact is the addressee's trust. But since in the beginning it was absent, then it was revived with the help of the "spectacle". The performance itself served as a bait. As a result, the worker who came as a demanding person left as a supplicant: having lost his advantage over the violator of the contract, he is now forced to submit to the status advantage of his boss.

Pay later manipulation.The manager invites the employee to go on a business trip to resolve an urgent issue. There is no money at the box office now, so you need to go at your own expense. Travel expenses will be paid later. The employee knows that "later" can last for six months, inflation during this time will "eat" a significant part of the payment. But it is not by chance that the manager calls this particular person: the employee has close relatives in that city, he will be happy to visit them. Consent received.

The leader chooses the need to see relatives as a target of influence. Without a hidden target, any worker would refuse to travel at virtually their own expense. The bait is the hope that this trip to relatives will still be paid for.

Manipulation "Think about your future."The director of the research institute, every time after his trips to Moscow to the ministry, warned the leaders at the planning meeting: “We must once again return to the structure of the institute,” and looked around attentively at those present. All (or almost all) tensed internally: after all, they might not have appeared in the changed structure.

The purpose of manipulation is to keep the heads of departments in a state of maximum dependence on the will of the director. After such planning meetings, they became more docile and compliant, fulfilling all the requirements of the directorate.

The target of the impact is the fear of losing your position, or even your job altogether. Decoy - messages about the mood in the ministry in terms of funding certain scientific programs.

This manipulation was played out systematically over the years. The shake-ups that were started eventually ended with minor cosmetic changes, everyone managed to keep their places. But the atmosphere ...

Apparently, this style of leadership was one of the reasons that the institute was the focus of endless squabbles and complaints to the highest authorities, as a rule, anonymous. The central newspapers wrote about them more than once, the institute became a permanent place of work of commissions of all kinds of control bodies. So the price for manipulative control turned out to be enormous ...

Manipulation "Avoidance of response".A subordinate comes with a question that he himself cannot solve. The boss, in order not to betray his unwillingness or inability to solve it, begins to gradually "inflame" the subordinate- scold for real and imaginary shortcomings. He, finally, explodes, goes into raised tones, takes offense. The denouement follows immediately: "First learn to control yourself - then come."

The target of influence in this situation is the hot temper of the subordinate. The leader knows this weakness and exploits it. The comments of the boss serve as bait.

Other techniques of hidden influence. There are leaders, administrators, officials who arrange the reception of visitors in a manipulative way.

Some put a chair for visitors so far from their table that the visitor only for this reason feels the insignificance of both his and his business. And this is the purpose of the manipulator.

On the contrary, wishing to demonstrate the disposition and goodwill towards the person, they leave the table and sit next to them. They are offered tea or coffee, offer to smoke.

There are also more sophisticated methods of covert influence. For example, seating the guest in a deep armchair in front of (the table would seem to create comfort for the visitor. In reality, the owner of the office gets a psychological advantage because he looks down at him.) ).

The latter circumstance was skillfully used by Stalin. Leading a meeting, a meeting, he did not sit next to everyone, but walked around. In addition to the “extension from above,” another stereotype of perception was triggered: a person controlling a larger space is perceived as more significant (another target of influence).

The next mechanism of influence is manipulation, which is usually used in the absence of formal authority, therefore it is more often used by subordinates. Manipulation differs from the manifestation of power in that, firstly, it hides its goals; secondly, it requires more information about the person, which the authorities do not need; thirdly, the results of this influence come more slowly; and also this mechanism is difficult to apply.

Another way to influence is cooperation. The main idea of ​​this mechanism is that a person, entering into cooperation, undertakes obligations to rebuild his behavior. The value of this method lies in the fact that it gives a person freedom, independence in making decisions about his new form of behavior.

This mechanism is not easy to apply, and the results do not appear immediately, but over time, cooperation is very beneficial for the organization.

A factor in the success of managerial communication is also the manager's awareness of this or that type of "interdependent relationship." Relationships of interdependence should be understood as special relationships that arise as a result of solutions to various contradictions between an organization and individuals. Their essence lies in the alignment of the interests of the organization and the employee, that is, the relationship of interdependence is a mediation mechanism between the individual and the organization. This mechanism can act, on the one hand, as self-regulating, associated with cultural phenomena, and in particular with organizational culture... On the other hand, as a controlled mechanism associated with the principles and methods of management.

1.2 Control and manipulation. Types of manipulation

Manipulation is a type of psychological influence, the skillful execution of which leads to the latent arousal of intentions in another person that do not coincide with his actual existing desires.

In practice, situations are encountered everywhere when, due to the conditions for solving the problem facing the control system, it turns out to be incompatible with the goals of the participants. This may be due to the selfish orientation of the goals of the control system; insolubility of contradictions within the controlled system. In these cases, the subject of control resorts to a technique called manipulation. He not only controls, influencing the object, but completely ignores it, neglects its own interests. In manipulations, the object of control - a person - begins to be seriously considered only as an object of control. The value and significance of the human person is reduced by the manipulator to utility from the point of view of his own momentary tasks. In terms of content, manipulation is a form of control in which the own goals and interests of the control object are ignored. They can be completely ignored or recognized formally (fictitious), but when making management decisions, they are not taken into account as components of the management goal.

In terms of form, manipulation is a socio-psychological influence, deception, fraud, built on a fictitious recognition of a partner's interests.

Economic manipulation begins with the use of a difficult, or better - a hopeless financial situation of a partner, when he is ready to agree to any work that is most undesirable for himself for a negligible remuneration. More subtle methods of economic manipulation include such as increasing the nominal rate wages, payment of an insignificant premium, additional payments, compensations for incomparably high inflation and a decrease in purchasing power; unjustified decrease in the level of wages, delays and non-payment, the same kind of actions can have the opposite direction - when the object of manipulation is the owner of material assets, the employer. Strikes and lockouts, timed to coincide with the moment when the organization is unable to resist the pressure of the labor collective, are the same manipulations. These include any other deliberate non-compliance with formal or implied agreements of an economic nature.

Political manipulation is based on the use of political mechanisms for purposes other than those stated. This can be a declarative adherence by a politician to the interests of political groups, the use of their support and subsequent failure to fulfill political promises; deliberate distortion by the media of the real alignment of political forces (informational); embellishment of some facts of political significance and suppression of others or disclosure of their sequence, which creates a misconception about political leaders, parties, movements. Bureaucratic or organizational manipulations imply any pseudo-activity of an administrative or organizational nature: delaying the time frame for resolving issues, entangling the applicant in the maze of numerous authorities and responsible persons; failure to perform managerial functions and their substitution with deliberately useless, but outwardly effective activities; inflating the size of the organization. Ideological manipulation presupposes insincerity and falsity in the sphere of social and personal ideals. They can be built on fictitious adherence to existing social ideals, or by creating new ideologies that justify the use of immoral and immoral means not for real end goals. The same manipulations include the formation of a certain and, as a rule, harmful system of values, cultural clichés, and stereotypes of behavior. Psychological manipulations are in fact the simplest and are part of all of the above. Any manipulation of individual or collective consciousness necessarily takes into account the peculiarities of mental perception and the device of the manipulated. This does not exclude, however, the existence of psychological manipulations, the purpose of which is psychological values. A person can be manipulated for the sake of gaining his respect, friendship, love, gratitude. Purely psychological manipulations can act as a prelude to others, prepare the ground, and remove suspicion. The manifestations of such manipulations include: external attentiveness and tact with internal indifference to the psychological problems of the object; artificial identification of oneself with the object, the formation of sympathies; using personal trust for their own purposes.

Forms of manipulation: scam, fraud, fraud, intrigue, hoax, provocation, etc.

Chapter 2. Analysis of processes and methods of manipulation in business

Let's analyze different processes taking place in business from the point of view of the presence of manipulative actions.

2.1 Manipulation in management

There are three main components in management: planning, organization and control. Each of these elements has its own manipulative moments.

In planning, the leader must be able to "throw" himself several years ahead in order to see the future in which he and his team will find themselves. Someone can discern the prospects for 10-20 years, while someone with great difficulty can see only what will happen in a month or two. The fact is that a leader should really be able to create a vision of the future, because sometimes it is simply impossible for subordinates to do this. After all, they are not (as they believe) should plan the growth and movement of the main and working capital that do not belong to them. In any case, even if you ask them about it, they will make it much worse and still leave their boss unsatisfied. Well, it's not their business, strategic planning. Therefore, the leader has to look into his future and see where his people will be located there and what they will be doing. And then talk about what he saw to his team, motivating it for military work. At the same time, he will manipulate his subordinates with a simple thought: "Here, guys, your bright future, follow me and you will have everything." Amazingly, you want to believe in fairy tales. This creates a motive for good work. And, only after a while, you understand that it was manipulation and it becomes somewhat insulting for yourself, for Lost time and dead hope.

The leader must be able to plan and set achievable goals. Perhaps this can be called manipulation, or rather even programming the future of each member of the team. This is why it is helpful to talk about the future more often, thereby motivating people. It should be remembered that small exaggerations of plans by people are forgiven (they understand the difficulties and reasons that changed the course of events), but big ones never (it is at this moment that they feel offended and deceived).

I must say that the emotions caused by someone's manipulation are usually negative. That is why we feel "somehow not very good." Who will like tweaks from below, such as, for example, "You think slowly as always" or "Don't slow down, think quickly", or "You don't have enough brains to get this position."

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

MOSCOW FINANCIAL AND INDUSTRIAL UNIVERSITY "SYNERGIA" (MFPU "SYNERGIA")

Faculty of Management




Graduate work

On the topic: "Technologies of manipulation in the activities of the head"




Graduate student

Kulkov Alexander Sergeevich

supervisor

Bakhtin Maxim Borisovich




Moscow 2012




Introduction

3 Manipulation as a method of psychological influence in the activities of a leader

3 Efficiency analysis management activities heads of the organization of Home Credit Bank

Conclusion

Bibliography




Introduction




"For the well-being and prosperity of society, a leader must first of all be a moral leader - virtuous and decent, and develop these qualities in others."

Confucius.

Among all the variety of problems in the theory and practice of management, the main place, of course, belongs to a set of issues related to the content of management activities, with the individual activities of a leader.

In order to form a correct and complete picture of management activity, one should take into account the main difficulties in the psychological study of the activities of a leader, the difficulty of separating the activity-related problems from the general organizational one. The main ones are as follows.

Firstly, the activity of the head is objectively and inextricably linked with all other aspects of the functioning of the organization. Consequently, the problem of managerial activity is also organically woven into all other managerial and organizational problems and outside of them cannot be adequately addressed. The study of management activity is a specific aspect when considering all existing management problems, which determines the relevance of the topic.

Based on the goal, the following tasks are set:

Study the specifics of management activities,

consider the concept and functions of a leader,

study the socio-psychological competence of the leader and the problem of sanctions,

analyze the interaction, impact and influence in the activities of the leader,

consider the methods of psychological influence in the activities of the head,

study concepts, criteria, signs of manipulation,

analyze manipulative technologies and mechanisms of manipulative influence,

consider the destructiveness of manipulative influence,

to study the mechanism of neutralizing manipulations in communication,

consider the informational and psychological safety of the leader's personality,

to provide a general description, organizational structure of the studied organization, characteristics of personnel for the last 3-5 years,

consider the investigated problem of the effectiveness of the use of manipulative techniques in management practice in relation to the activities of the organization identified as the object of research,

give a reasoned assessment of the effectiveness of management activities in the studied organization,

The object of the thesis is Home Credit Bank. The subject is manipulation technologies as a tool for management activities of the head of Home Credit Bank.

The information base of this work is made up of printed and electronic materials of authors writing and working in this field, banking statistics and the results of a specific study conducted by the author.

The main research methods in this work are information analysis and sociological surveys of bank employees.

Only those who have knowledge of the functional mechanisms of management processes can correctly determine the situation, analyze problems and find appropriate methods for solving them. Only those who comprehensively understand the specifics of management decisions in their interconnection can most successfully and productively manage the processes of a company (organization). These phrases contain the practical significance of the thesis.




Chapter 1. Specificity and technologies of influence on employees in the management activities of a modern leader




1 The concept of management activities and its specifics




Among all the variety of problems in the theory and practice of management, the main place, of course, belongs to a set of issues related to the content of management activities, with the individual activities of a leader. Just as the leader plays a central and most important role in any organizational system, so the study of this activity is objectively the main problem of management theory.

Management activity is a complex intellectual activity of a person that requires certain knowledge and experience.

Management activity is not something independent, isolated in society. First of all, by its internal content, it reflects the properties inherent in public administration as a whole: systematicity, state rule, universality, multidirectionality, etc. Management activity is the result of a set of human actions (mental, physical, etc.). Thus, management activity, having the properties government controlled, contains a subjective factor through which it is realized.

Management activity has certain features:

) It is of an applied nature. By itself, it has no value, but is intended to implement the goals and functions of public administration. Therefore, it can be represented as a set of skills, abilities, methods, means and actions of a person in the field of management developed by people.

) Differs in intellectual content. This quality is manifested in two ways: on the one hand, the development of a solution and its implementation is not possible without intellectual activity officials government bodies, on the other hand, requires the same from the controlled object - people, their awareness of managerial impact. In addition, the main meaning of management activity is to obtain a new quality of a controlled process, which is impossible without mental, creative efforts.

) Informational content. At its core, management activity is largely associated with the search and processing of a huge array of information, on the basis of which management decisions are made. In modern conditions, the flow of information has increased many times, therefore, the methods of work of the management apparatus with information must be constantly improved, new methods and methods, new technical means information processing programs and systems. The quality of information, its reliability depends on the effectiveness of decisions and public administration in general.

) Socio-psychological character with a pronounced manifestation of will. The specifics of management activities are associated with the constant implementation of mandatory certain actions, subordination and execution, work in a certain team, as part of a "team", requires the subordination of one's own "I" to the execution of public office, the tension of personal qualities and the coordination of their actions with common goals. Therefore, even appearance The “person of power” is different, and a special psychological microclimate is formed in the collective of government bodies, which forms a certain type of behavior and activity.

) Collectivity. Management activity is always carried out in a team, it involves the interaction of some teams with others, both within the managing subject, and with the collectives of objects of managerial influence, social groups, etc. The formal structure of the management body by divisions and positions creates only a logical scheme for ordering the collective work of many. The higher the consistency of individual links of the management system, individual officials with each other, the higher the efficiency of public administration, in particular, the more economical.

) A complex phenomenon. Management activities include many components: people, information, technology, and more. Only the balanced introduction of all the controls gives it rationality and efficiency.

) Legal assignment. Despite the influence of the subjective human factor on the nature of managerial activity, many of its elements are legally fixed, "tied" to specific state bodies, positions: competence, field of activity, ways of performing managerial functions, etc.

Control functions are a real forceful, purposeful, organizing and regulating influence on a controlled object (phenomenon, attitude, state, etc.). The subject of management functions indicates the aspects of the manifestation of the social system that are subject to control by the state. For example, for the function of regulation, the subject matter is concrete relations between people that are important for society. The content of the management functions expresses the meaning and nature of the control action: for the regulatory function, this is the creation or application of the necessary social norms. The way the functions are implemented determines the means or (possibilities) of changing managerial relationships: for this function, this is the ability to streamline relations between people by influencing their consciousness, behavior or activity.

Management functions, taking into account their specificity, are subdivided into types. Depending on the direction and place of impact, it is possible to distinguish: internal and external functions.

Internal functions are related to control within the control system itself. The purpose of such functions is to give dynamism and legitimacy to the management of each state body, to improve them depending on changes in the conditions of public life.

External management functions characterize the impact of the organization on social processes, controlled objects. It is in these functions that the main meaning and content, the social purpose of management, are in place.

The differentiation of functions into internal and external ones is of great practical importance. In some cases, various organizational activities (meetings, planning meetings, discussion of development programs, inspections of subordinate structures, personnel transfers) are presented as a means of enhancing the control social system, managed objects, which in fact are not. At the same time, the importance of internal functions should not be underestimated, since the uncoordinated work of the team will not give effective results and all plans for the development of a certain direction will remain only on paper.

Leaders bear enormous personal responsibility for the success of the business. This requires encyclopedic knowledge in a wide variety of areas, primarily in economics and management.

The head is the person who directs and coordinates the activities of the performers, who must be subordinate to him and, within the established framework, fulfill all his requirements. The leader himself can take on the functions of an executor only in order to understand the specifics of the work.

The essence of a leader's responsibilities is to organize the work of subordinates. This is a special type of creative activity, and with the growth of the complexity of the object of management and the position held, the requirements for creativity increase.

In fulfilling his duties, the leader acts in a certain social role, the nature of which changes with the development of society.

With the growth of education and cultural level of workers, their awareness of themselves as individuals, the role of a leader ceased to meet the real needs of management practice. In these conditions, the leader has a new role of the father of the family, not only giving orders, punishing or rewarding, but also creating a favorable moral and psychological climate, resolving interpersonal conflicts, supporting his subordinates at work, and sometimes in everyday life.

The modern scientific and technological revolution has radically changed the conditions and nature of production. Technological and social processes became extremely complex, and the knowledge and qualifications of performers, their independence increased so much that the leader was no longer able to manage everything alone. Therefore, his role is changing again - he becomes the organizer of the independent work of performers united in teams. Dictatorial habits and paternalism in this situation are practically excluded, because it is unacceptable for the first among equals to use them, and their place is taken by business cooperation and consulting.

The functions of a leader are those components and guides that ensure the integral life of a subordinate precisely as an employee, precisely as a controlled employee.

The leader is the leading and organizing link in social management systems. Speaking about the functions of a manager, the author characterizes the main duties he performs, in particular: the development and adoption of managerial decisions, organization, regulation and correction, accounting and control, collection and transformation of information.

Modern research takes as a basis for the classification of functions not individual cycles of production management, but the entire structure of the leader's activity in the team. At the same time, the functions of a leader are considered not only within the framework of his administrative role, but also his social, socio-psychological and educational responsibilities are taken into account. Organizational activities can be added to the listed functions, which consists in the integration of individuals into the team and communication, which consists in establishing horizontal ties within the team and external vertical ties with higher organizational structures. They also distinguish the pedagogical function of the leader (education and training), as well as the experimental and advisory, representative and psychotherapeutic function. Moreover, the functions of managing teams are carried out not separately from each other and sequentially, but in parallel and simultaneously.

The main functions of the head:

Administrative and organizational. The manager, in accordance with the officially granted rights and responsibilities, must combine the individual actions of team members into a single common force: distribute responsibilities between employees, monitor the process of performing tasks, evaluate the result and be responsible for the activities of individual employees and the entire group to higher authorities.

Strategic, associated with setting goals, choosing methods to achieve them. The implementation of these functions allows you to show the creative potential of the leader, resourcefulness, endurance, the ability to put forward new ideas. The structure of strategic functions includes the ability to forecast, anticipate the final result, to promptly process large amounts of information coming from subordinates and higher authorities, and the results of the team's activities. The leader must also accumulate a large amount of professional information in his memory.

Planning is also added to the functions of this type as the most important manifestation of forecasting. Planning should identify specific tasks, time and means to solve them and answer the following questions:

At what stage of the work are we currently at (assessment of the real capabilities of the group, taking into account external and internal factors)?

Where do we want to move, what tactical tasks should we solve?

By what means are we going to do this?

Expert and advisory. In the process of group activities, the leader is usually the competent person whom everyone turns to as a source of reliable information and the most qualified specialist. High professional qualifications are one of the main components of a leader's authority. A leader appointed from above, but not competent from the point of view of the tasks solved by the team, quickly loses authority, they obey him only because of fear disciplinary action, and a true consultant is sought in the person of an informal leader.

Communicative. The manager is the main source of important information that is essential for successful operation. working group... This information is transmitted in the process of communication with the group and its individual members. Communication, the ability to communicate with people, the availability of communication are important qualities of a leader. The leader can be open to communication with the group and then acts as a leader. But he can build a system of communication links only in accordance with the principle of clear subordination, i.e. communicative only with other leaders of equal rank and is distant from the group. Then he condemns himself to emotional loneliness and cannot count on any other influence than the official, official.

Educational. Making important decisions and directing the team to achieve the set goals, the leader at the same time provides an educational effect in shaping the personality of his subordinates. The upbringing function includes disciplinary methods of reward and punishment if employees violate work regulations or the moral principles of collective life. A team leader, if he wants to be his educator, should strive to become an “opinion leader” with the greatest amount of information. He should be perceived by employees as "one of us and the best of us."

The duties of a leader-leader also include the formation of adequate professional motivation among employees. Obviously, even the most perfect planning by the team leader does not work if people do not want to do their job well. According to theories of motivation, people will always work harder if there is an opportunity to earn more. Studies of modern psychologists have shown that motivation as an internal motivation for activity is the product of a complex interaction of various human needs. As the culture rises, money doesn't always make people work harder. Interest in work, understanding of the essence of the tasks to be solved, communication, mutual understanding, humanity are important for people. The leader must be able to identify the needs of his subordinates and create conditions that will satisfy these needs with good performance.

Psychotherapeutic functions can also be classified as educational functions. The leader must take into account the emotional state of his employees, since it significantly affects their life and the psychological climate in the team. Optimism and a sense of humor, and not despondency and irritability, should be inherent in the leader-leader, because this helps to prevent and resolve conflict situations.

Representation function. The leader is an official who represents the team in the external social environment. At meetings, conferences, he speaks on behalf of all members of the team, by his behavior they judge the team as a whole. Therefore, the behavior of a leader-leader must comply with high standards of social behavior. He is obliged to have a good command of the skills of cultural communication, decent manners, culture of speech. It is also important to be able to dress correctly, taking into account the appearance and age, as well as the situation.

An analysis of the functions, roles, and types of activity performed by the manager allows us to conclude that he needs social and psychological competence, which means:

) the ability to understand oneself (which implies awareness of one's own motives, opportunities in the field of communication, behavioral patterns);

) the ability to understand other people (which implies an understanding of the needs, motives of other people, their behavioral characteristics, psychological defenses used);

) the ability to understand the relationship of people (which means the ability to adequately perceive the situation of communication, relationships that develop in the process of communication, to be aware of their own influence on the communication process, to understand the reasons for the difficulties that arise);

) the ability to predict interpersonal situations (which is impossible without the development of all the above-described abilities, and also requires knowledge about the obstacles to mutual understanding and the use of constructive communication techniques).

L. Iacocca (1990) wrote about the importance of the socio-psychological, or communicative, competence of leaders. He explained that students with brilliant abilities became very mediocre managers by the fact that they were not sociable. Later, the concept of social intelligence appeared as necessary for managers to a greater extent than general intelligence, as measured in IQ. For managers to be highly effective, it is enough to have a general intelligence of the average level.

Turning to modern approaches to human resource management, it is possible to make sure even more that communications penetrate all areas in which the leader and his subordinates are involved. Let's take a look at the most important areas.

Recruitment. To achieve the goals of this area of ​​activity, you must at least inform the potential employee about the enterprise: about its location, size, production capabilities, competition, financial situation, about internal politics, about the organizational structure; about the position for which the employee is selected, about his prospects, etc.

At the same time, you need to find out as much as possible about the applicant in order to establish to what extent he meets the requirements for vacant post... The hiring decision must be correct. It is unnecessary to stress how important it is for this communication to be of good quality.

Orientation. The purpose of communication on this stage- to form in the employee a sense of confidence, a sense of the organization as his own, not a stranger. For this: the "newbie" is introduced to colleagues, managers and subordinates, explains the policy and philosophy of the organization, informs about the procedures, working conditions, working hours, shows the main departments, premises, etc.

If these tasks are not performed well enough, the “newbie” may quit very soon.

Functioning. To get the job done, performers need timely, undistorted, reliable information, which is usually transmitted in the process of communication through one of the possible channels. In addition, the employee needs information about his role in the organization, how he copes with tasks. These tasks are also solved in the process of communication.

Individual assessment. Assessment of employees and their performance is one of the important areas in human resource management. In order for the assessment process not to turn into an opportunity to criticize employees once again, it is important to teach managers to do it competently: so that after the conversation the employees' motivation to work increases, rather than decreases. Thus, the assessment is also carried out in the process of communication between the manager and his subordinates. And the quality of this communication is very important for solving many issues, and most importantly, for creating motivation to work better and for achieving job satisfaction among employees.

Thus, it can be seen that at the present stage, human resource management requires the leader of knowledge and skills in the field of psychology of personality, groups, communication. From the point of view of psychologists, we can talk about the development of the socio-psychological competence of a leader, which is determined by his skills: to navigate in the patterns of behavior of a person and groups, to form his personal authority, to form his own style of leadership, relationships with people, to influence people, to convince them, to organize interaction their subordinates so that it leads to satisfaction and efficiency of joint activities.

The sources of acquiring communicative competence include: experience, art, general erudition and special scientific methods.

The most effective are active teaching methods in the form of socio-psychological training and business games, with the help of which you can develop general communication skills and get specific management skills.




2 Universal mechanisms of influence on employees in management practice




Before considering the universal mechanisms of influencing employees, it is necessary to immediately introduce the concept of influence in order to make it clear which categorical apparatus the author uses in this work.

Impact - in psychology, it is a purposeful transfer of any movement, information from one area of ​​correlation to another, or the impact of some neurostructures on others. The impact can be classified as directly convergent, when the dynamics of the movement itself consists in the movement itself, codinformation is extrapolated in the form of impulse signals-movements.

Influence is the process and result of an individual or social group changing the behavior of other people, their positions, assessments and attitudes. The mechanism of directed influence is persuasion and suggestion, the mechanism of undirected influence is imitation and infection. Influence can be direct or indirect. The criterion of its usefulness - implemented in it social values.

Psychological influence is the impact on the mental state, feelings, thoughts and actions of other people using exclusively psychological means: verbal, paralinguistic or non-verbal.

Psychological influence is the influence on the state, thoughts, feelings and actions of another person using exclusively psychological means, with the granting of him the right and time to respond to this influence.

In literary sources, there is no unity in the definition of the concepts of psychological influence and psychological influence, therefore, in this thesis, the author will not differentiate them.

F. Zimbardo identifies three whales of influence: attitude, behavior, cognition.

Attitude is a value disposition in relation to a particular object. Attitude is dispositional in the sense that it is an acquired, learned tendency to think about an object, person, or problem in a particular way.

Behavioral intentions are intentions, expectations, or plans of action that precede the actions themselves: like promises, these plans do not always find embodiment in reality.

Cognitions are cognitions that have developed as a result of cognitive processes and include both beliefs and elements of information about a given object, how we should behave in relation to it.

Affective reactions are emotions, feelings that reflect our attitudes at the level of physical arousal.

Attitudes are complex, cumulative evaluative reactions that include all other components.

The effect of direct influence depends on the presence of an authority figure according to S. Milrgam. He conducted a series of experiments in which he varied the factor of physical proximity of the experimenter to the subject and the degree of his supervision over the latter. In one situation, the experimenter was next to the subject, in another, having instructed the subject, he left the laboratory and then gave orders by phone; in the third situation, the experimenter never appeared in front of the subject, all instructions were recorded on a tape recorder. Removal of the experimenter from the room led to a sharp decrease in the subordination index, which means that the impact was not very effective. The number of obedient subjects in the first situation was three times higher than in the second situation. When talking to the experimenter on the phone, the subjects showed more persistence. In the third situation, the subjects could not adhere to the instructions at all.

The initiator of influence is the one of the partners who is the first to attempt to influence in any of the known (or unknown) ways.

The addressee of influence is the one of the partners to whom the first attempt at influence is directed. In further interaction, the initiative can pass from one partner to another in attempts to influence each other, but each time the one who first began the series of interactions will be called the initiator, and the one who first experienced its influence - the addressee.

Methods of influence - a set of methods, techniques and procedures for influencing a person to change personal positions, assessments and attitudes.

References to the possibility of using social sanctions or physical means of influence should also be considered psychological means, at least as long as these threats are not brought into action. It is characteristic of psychological influence that the partner who is influenced has the opportunity to respond to it with psychological means. In other words, he is given the right to answer and the time for this answer.

Many types of influence of people on each other are mixed, combining psychological, social, and sometimes physical means. Psychological influence is the prerogative of more civilized human relationships. Here the interaction takes on the character of a psychological contact between two psychic worlds. Any external means are too coarse for his delicate fabric.

Psychologically correct will be such a form of influence in which:

a) the psychological characteristics of the partner and the current situation are taken into account;

b) correct psychological methods of influence are applied.

For an influence to be considered psychologically constructive, all two of the above criteria must be met. For example, it is obvious that a destructive influence on another person can be psychologically unmistakable. Therefore, the concepts of psychological constructiveness and psychological correctness are overlapping, but not coincident.

One of the most important abilities of a leader in modern business culture is his flexibility, the ability to succumb to influence and change his behavior and his assessments.

The ability to yield to constructive influence is a sign of the predominance of focus on the task over the momentary desire to confirm its own significance. In the end successful execution tasks will be more conducive to the confirmation of their own worth, inflexibility in the dispute. If the arguments of the partner convince, people simply agree with him, without resorting to methods of counter-argument; if his goals and requests, as well as the level of competence demonstrated by him, satisfy, people do not interfere with his self-promotion, but simply hire him. Similarly, one can agree to be infected with someone else's enthusiasm or voluntarily begin to imitate a high-class professional acceptable in raising children and transferring skills from a high-class professional to a young professional.

The classification of methods of psychological influence on a person can be presented in the form of the following table, proposed by Sidorenko.




Table 1. Classification of methods of psychological influence on the personality.

Method of influence Definition 1. Belief Conscious reasoned influence on another person or group of people, with the aim of changing their judgment, attitude, intention or decision. 2. Suggestion Conscious unreasoned influence on a person or a group of people, with the aim of changing their state, attitude to something and predisposition to certain actions. 3. Self-promotion Declaring one's goals and presenting evidence of one's competence and qualifications in order to be appreciated and thereby gain advantages in elections, in appointment to office, etc. 4. Infection is the transfer of one's state or attitude to another person or group of people who in some way (not yet found an explanation) adopt this state or attitude. The state can be transmitted both involuntarily and voluntarily, assimilated - also involuntarily or voluntarily. According to other sources: the process of transition of an emotional state from one individual to another at the psychophysiological level of contact, a factor of spontaneous social cohesion. However, when out of control, mental infection (induction) leads to the disintegration of normative-role behavior, a destructive "crowd effect" 5 arises. Awakening the impulse to imitate The ability to induce the desire to be like oneself. This ability can be either involuntarily manifested or used voluntarily. The desire to imitate and imitate (copying someone else's command and way of thinking) can also be both voluntary and involuntary. 6. Formation of benevolence Attracting the involuntary attention of the addressee by the initiator showing his own originality and attractiveness, making favorable judgments about the addressee, imitating him or providing him with a service. Request An appeal to the addressee with an appeal to satisfy the needs or desires of the initiator of the impact 8. Coercion The threat of the initiator using its controlling powers in order to obtain the desired behavior from the addressee. Controlling opportunities are the powers to deprive the addressee of any benefits or to change the conditions of his life and work. In the most severe forms of coercion, threats of physical harm can be used. Subjectively, coercion is experienced as pressure: by the initiator - as his own pressure, by the addressee - as pressure on him from the initiator or "circumstances" .9. Destructive criticism Making disparaging or offensive judgments about a person's personality and / or gross aggressive condemnation, vilification or ridicule of his deeds and actions. The destructiveness of such criticism lies in the fact. that it does not allow a person to "save face", diverts his strength to fight the negative emotions that have arisen, takes away his faith in himself. Manipulation The hidden urge of the addressee to experience certain states, make decisions and / or perform actions necessary for the initiator to achieve his own goals.

The purpose and results of psychological influence is the restructuring of the psyche of the object of influence, the achievement of certain mental shifts and changes that affect activity and behavior.

The topic of this thesis is "Technologies of manipulation in the activities of a leader", therefore the author proceeds to a detailed examination of the phenomenon of manipulation.




1.3 Manipulation as a method of psychological influence in the activities of a leader




Therefore, for everyone except the manipulator himself, manipulation appears rather as a result of reconstruction, interpretation of certain of his actions, and not direct discretion.

There are three sources of information about the existence of manipulation:

The position of the manipulator. Each person has visited it many times: either as a child winding ropes out of adults, or as a parent driving a child into the position of a guilty one, or as a subordinate, avoiding responsibility for omissions in work.

The position of the victim of manipulation. It is enough to change the above-mentioned role-playing pairs and recall the situations when the insincerity of the partners was revealed, when one felt annoyance at the fact that they fell for someone else's bait.

External observer position. A person who is not involved in manipulative interaction has to deal with the reconstruction of its details and character: restore the missing links, speculate for the participants. However, moving away from both positions allows additional details to be seen. As a rule, the observer is exposed to larger units of living interaction, such as “continues to dodge”, “flutters powerlessly,” etc. True, this has to be paid for both by the loss of natural emotional inclusion in the situation, and by a decrease in the reliability of judgments.

The pay turns out to be so significant that a theoretical problem arises, and the practical task is to learn to distinguish manipulation from other types of psychological influence. You need a tool that allows you to do this accurately enough. Such a tool - a kind of pointing finger - should be the definition of manipulation as a type of psychological influence. - The Latin progenitor of the term "manipulation" - has two meanings:

a) a handful, a handful (manus - hand + ple - to fill),

b) a small group, a bunch, a handful (manus + pl - weak root form). In the second sense, this word, in particular, meant a small detachment of soldiers (about 120 people) in the Roman army. In the Oxford English Dictionary, manipulation in its most general sense is defined as the handling of objects with a special intention, a special purpose, as manual control, as movements made by the hands, manual actions. For example, in medicine, this is an examination, examination of a certain part of the body with the help of hands, or medical procedures. The presence of dexterity, dexterity when performing manipulation actions is specially noted.

Closely to this meaning (as a result of the expansion of the scope of use) is the use of the term "manipulation" in technology. First of all, these are skillful actions with levers made by hands. The levers and handles themselves are often called manipulators. As the mechanisms became more complex, simulators or artificial substitutes for hands began to be called manipulators: special devices for the complex movement of objects from remote control.

In a figurative sense, the Oxford Dictionary defines manipulation as "the act of influencing or controlling people or things with dexterity, especially with a dismissive connotation, like covert control or processing."

In accordance with the definition we have adopted, the following criteria for manipulation can be distinguished: the manipulator's awareness of his goals and means, the secrecy of the manipulator's goals, the secrecy of the manipulator's means, and the recipient accepting responsibility for what is happening.

Signs of manipulation include:

Imbalance - inconsistency, ambivalence of emotions, for example, a combination of pride and resentment, joy and distrust, affection and anxiety, or, as one of the training participants put it, “when it’s funny and unpleasant at the same time,” etc .;

"Weirdness" of emotions, for example, a flash of rage at the moment of discussing irrelevant details of the plan of action; unaccountable fear in the process of peaceful discussion of the volume of future supplies, etc .;

Repetition of emotions, for example, the systematic emergence of the same emotions when meeting a certain person, feelings of guilt, professional incompetence, humiliation, protest, etc .;

A sharp surge of emotions, which does not seem to be justified by the objective characteristics of the situation.

The main components of manipulative influence:

Purposeful transformation of information.

Distortion of information ranges from outright lies to partial deformations, such as falsification of facts or displacement along the semantic field of a concept, when, say, the struggle for the rights of a minority is presented as a struggle against the interests of the majority.

Concealment of information in its fullest form manifests itself in silence - the concealment of certain topics. The method of partial coverage or selective presentation of material is much more often used.

The way information is presented often plays a decisive role in ensuring that the reported content is perceived in the way it needs to be sent to the sender.

Concealment of impact. The secret nature of the manipulative influence is exposed to condemnation and debunking. Schiller points out how important is the purposeful creation of the myth of the neutrality of social institutions in relation to political forces. The desire to keep the fact of exposure secret has given rise to the technology of subthreshold exposure - both in visual and auditory modalities. In this case, the problem of concealment is solved so radically that the presence of an impact can be detected only with the help of special equipment.

It is important to note that the manipulator does not always deliberately hide his goals and the fact of manipulative influence. Often this happens unconsciously for the manipulator himself.

Coercive means. A frequently discussed topic is the nature of the use of force (power). As a rule, we are talking about the strength of power structures.

The degree of coercion of force pressure, its irresistibility, methods of covert or explicit coercion, prerequisites for force pressure are also discussed.

With regard to interpersonal influence within the framework of formal social structures, the manifestation of strong or weak positions is discussed.

Targets of impact. The most psychological topic is undoubtedly the problem of objects of manipulative influence.

In the literature under consideration, the fact that the impact is based on a person's base instincts or his aggressive aspirations is often exposed to criticism.

Specialization and precise direction of mass impact is possible when the organizer of the impact knows the specific qualities of the population stratum or group of people of interest to him. Accordingly, the more the intended audience is, the more accurate the adjustment for its characteristics should be.

Robotization. Special attention should be paid to the leitmotif of roboticism, which consists in the fact that people - objects of manipulative processing turn into puppets controlled by those in power with the help of "strings". At the social-role level, the dependence of subordinates on the pressure of the organization is discussed. At the interpersonal level, attention is drawn to the existence of programmed actions in response to certain influences from communication partners.

This range of problems includes many works on the study and discussion of the effects of the use of stereotypes of mass consciousness, individual habits.

a) the main acting agent is what triggers the work of mental mechanisms;

b) ways of motivation - means of motivational switching (connection);

c) targets - those mental structures, the change of which ensures the achievement of the desired goal by the manipulator;

d) automatisms, which are involved in this type of motivation - the scheme of transferring the energy of influence from the agent to the target, the “strings of the soul” on which the manipulator plays.

Perceptual puppets:

the main acting agent is the image,

ways of motivation - direct actualization of the motive, seduction, provocation, awakening of interest,

targets - desires, interests,

automatisms - intermodal associations, the relevance of the image to the motive intended as a target of influence.

Conventional robots:

the main acting agent is social schematism: scenarios, rules, norms,

ways of motivation - creating a mosaic of key stimuli that determine the features of the communication situation: the distribution of roles, the placement of scenario identifiers, the placement of reminders (about an agreement, about what is due, about what is forbidden, about what is expected ...),

targets - ready-made patterns of behavior,

automatisms are socially assigned and individually learned programs of life, scenarios of behavior adopted by a person, personally assigned ideas about what should be done, etc.

Living weapons:

the main acting agent is the operational schemes of activity, their inertia, habits, the logic of the execution of the action,

ways of motivation - push, imparting acceleration, acceleration, working in, addiction,

targets - ways of behavior, structure of activity,

automatism - inertia, striving for completion.

Guided Inference:

the main acting agent is the cognitive scheme, the internal logic of the problem, the standard inference,

ways of motivation - a hint, problem statement, imitation of the process of solving a problem,

targets - cognitive processes, cognitive attitudes,

automatism - guided inference, removal of cognitive dissonance.

Exploitation of the addressee's identity:

the main acting agent is an act, a decision-making,

ways of motivation - actualization of intrapersonal conflict, imitation of the decision-making process,

targets - motivational structures,

automatism - acceptance of responsibility for the choice gained through suffering in doubts.

Spiritual bullying:

the main acting agent is the search for meaning,

ways of motivation - actualization of existing meanings and values, pushing towards semantic destabilization and reassessment of values, imitation of the process of searching for meaning,

targets - the relationship between motives, meanings,

automatisms are methods of coping with semantic disorientation and filling a semantic vacuum, habitual for a particular person.

Bringing to a state of heightened submission:

disintegration of mental processes, for example, dull attention, torn thinking, impaired skills,

euphoria, and in a weakened form - a condescending or conniving attitude to life events,

muted desires, indifference to what is happening,

increased irresponsibility in conditions of collective interaction ("the more crowded, the more irresponsible"), etc.

.Compliments and praises. Subordinates are very strongly motivated by compliments to the mind, success, experience. Experienced bank managers know that a compliment and praise to an employee for a job well done can even replace the latter with another pay rise. Arousing the love of subordinates and influencing their positive emotions is one of the methods of manipulation.

Instilling fear and negative emotions. In contrast to compliments and praises, there is also a "whip" in the management arsenal. In other words, in addition to love, fear and other negative emotions can be awakened in subordinates. For example, as if casually saying to a negligent employee: "Something has recently come a lot of resumes for your position." With these words, managers cause in subordinates the fear of losing their jobs and make them improve their performance. This, of course, is just one example of how to awaken fear in subordinates, there are many options for this effect.

Awakening uncertainty in strength. Another way of manipulation is the awakening of self-doubt in employees. The use of abstruse obscure words in the speech of the bosses, belittling the abilities of workers, the constant desire to "put them in their place" and much more. The principle of such influence on the part of managers is most accurately reflected by the old proverb: "I am the boss, you are a fool." Subordinates of such leaders are recruited by various complexes and begin to consider themselves unable to take even the smallest step without the indication of their leader.

Suggestion of a sense of guilt. In addition to feelings of insecurity, experienced manipulative leaders can also act on feelings of guilt. By making remarks for delays, mistakes, offenses and constantly reminding a subordinate of them, you can awaken a sense of guilt in him and make him work more for less money.

Calling pity. Inducing pity is another form of manipulation. Above most bosses there are even higher managers. If a manager constantly complains that he is being given unrealistic deadlines, is scolded and goes out of his way to “cover” his employees at meetings, he may be manipulating, trying to evoke pity and sympathy, so that employees do more work.




4 Mechanisms for neutralizing manipulations and the problem of psychological safety in the practice of personnel management




The rules for neutralizing manipulation are aimed at helping a person not to become an object of manipulation by immoral partners. Resisting manipulative influences requires the ability, firstly, to recognize manipulations and, secondly, to neutralize them. In search of ways to recognize manipulative influences, one can follow the following paths: tracking changes in the situation, analyzing the mechanisms of manipulative influences.

Tracking changes in the situation allows you to discover the effects that make up the features of the manipulation. Even the most naive addressee of manipulative influence, to one degree or another, is capable of reacting to a very wide range of signs of manipulation. A common feature the presence of manipulation is an imbalance in certain elements of interaction, such as:

imbalance in the distribution of responsibility for actions taken and decisions made,

the presence of power pressure,

violation of the balance of the elements of the situation, unusual layout or presentation of information, confusion of emphasis of importance on secondary details, etc.),

inconsistencies in the behavior of the partner,

striving to stereotype behavior.

If we proceed from the analysis of the mechanisms of manipulative influence, then the task of detecting manipulations is to be attentive to the reactions of the addressee. You can specify the following types of such indicators:

unjustifiably frequent appearance or emphasized clear manifestation of "psychic automatisms" in the behavior of the addressee of the impact;

regression to infantile reactions - crying, aggression, melancholy, a feeling of loneliness, etc., especially if it is precisely timed to certain situations or events;

lack of time allotted for making a decision (it is important to find out who creates this effect);

the state of narrowedness of consciousness, which can manifest itself in the limited range of discussed ideas, in "cyclical" statements, setting only situational goals, etc.

an unexpected change in background states, i.e., the addressee's emotional reaction - a deterioration in mood, irritation, deaf resentment and other shifts towards negative emotions (especially cases of unjustified emotional shifts from the point of view of the situation should be alerted).

There are several ways to neutralize manipulative gimmicks. The most commonly used are the following:

an open announcement of the inadmissibility of the use of manipulation (usually on the eve of a discussion, polemic or dispute, the parties openly agree not to resort to tricks against each other);

exposing the trick, that is, revealing its essence (it is especially effective if it is possible not only to name the used trick "by name", but also to explain in detail to those around it its purpose and features of its application in a given situation);

repeated reminder of the inadmissibility of using tricks;

“Informational dialogue” (if a communication partner emotionally demands something or blames something, you need to find out everything that happens to him as accurately and in detail as possible, without getting into an argument or explanation). If your partner changes the pressure, causing you to resist, you need to steadfastly hold on to the position of the person who wants to find out the opinion of the other. The ability to pose a question requiring a meaningful and detailed answer activates one's own intellectual efforts;

“Constructive criticism” (when a partner uses manipulative techniques, constructive criticism allows you to bring the conversation to the level of open intellectual struggle; this allows you to protect yourself from manipulation and remain ethical in relation to the interlocutor);

"Civilized confrontation" (when all methods are used unsuccessfully, you should firmly make it clear to your partner that communication in this way does not seem constructive to you, and if he insists on his own, you are ready to interrupt communication).

"Trick for trick" (this method of neutralization can be used when all the previous ones did not give a positive result).

"Psychological sambo" (psychological self-defense, to protect oneself from the destructive consequences of a barbaric attack and manipulation, a way to help oneself cope with daze, confusion, emotional storm in the soul). Sambo technique allows you to gain the time necessary to restore self-control and your ability to communicate intellectually with a partner.

The success of the functioning of the management system is largely determined by the leadership, its abilities, skills, experience, the ability to bring to life the energy and reserve of mental strength of the entire team.

Manipulation is a type of psychological influence, the skillful execution of which leads to the open arousal of another person's intentions that do not coincide with his actually existing desires.

The peculiarity of manipulation is that the manipulator seeks to hide his intentions.

Chapter 2. Analysis of the effectiveness of management activities of managers on the example of Home Credit Bank




1 Analysis of the personnel management system and analysis of human resources in Home Credit Bank




Home Credit Bank occupies a leading position in the financial retail market, is in the top 10 in terms of lending to the population and has one of the largest branch banking networks in Russia. This geographical spread was achieved thanks to centralized system, allowing to provide the same set of services, the level of service for all regions of Russia, taking into account their risk characteristics.

Home Credit went through all the stages - unrestrained growth, overcoming growth pains, attempts to enter segments that seemed very successful, and abandoning them, tough optimization, new qualitative growth. Despite its young age, 9 years old, this organization has tremendous potential for further development.

According to one of the board chairmen, Home Credit Bank is the first bank to successfully transition from a monoline strategy to a universal retail bank model. Competitive advantages the organization is flexible and close to the client. Bank employees are able to anticipate the client's needs and fulfill them faster, more conveniently and cheaper than other banks. Employees are innovative and at the same time responsible. And they are also not afraid to make mistakes. Employees work by learning lessons, taking them into account in their work and moving forward. The management of the organization plans to become the best private bank for individuals in Russia.

Home Credit Bank is a member of the Home Credit Group. Home Credit Group companies operate in the financial markets of Central and Eastern Europe, as well as Central Asia and Of the Far East... The total volume of loans issued by the Group at the end of 2007 amounted to 3.3 billion euros. Home Credit Group is one of the leaders in the consumer lending markets of the Czech Republic (since 1997), the Slovak Republic (since 1999), Russian Federation(since 2002) and the Republic of Kazakhstan (since December 2005). In 2006, Home Credit Group also entered the markets of Ukraine, Belarus, in December 2007 - the Chinese market.

Home Credit Bank has its own Blue Bird project. It was created for children from different cities of Russia, whose desire to study and receive an education does not coincide with their ability. It is for them that the Blue Bird, as in Maeterlinck's play, grants wishes.<#"justify">

The organizational structure of an enterprise is understood as the composition and interrelationships of the production units that make up it.

Organizational structure Home Credit Bank is as follows:

Figure 1. Organizational structure of Home Credit Bank.




Consider the characteristics of personnel over the past 3-5 years.

The number of the Bank's personnel in December 2011 was about 15,000 people.

The composition of the personnel is approximately the same, which is clearly seen in Figure 2.




Figure 2. The composition of the personnel of Home Credit Bank

Figure 3 shows that the prevailing age of workers is from 18 to 25 years. Heads and heads of departments are in the age category from 26 to 35 years old. The highest levels of management are headed by people from 36 to 55 years old, who have been working since the appearance of Home Credit Bank on the market.




Figure 3. Age of workers.




The main part of the staff has a completed higher education, this is about 60%, 30% of the staff are university students, the remaining 10% have secondary education. professional education, these are mainly service personnel, 70% of the personnel are between the ages of 20 and 35. This can be seen schematically in Figure 4.




Figure 4. Degree of qualifications of personnel.

Figure 5 shows a staff seniority diagram. Most of the lower-level managers have about a year of work in the Bank. Middle managers have more than a year of experience in the Bank. Managers have been working mainly from the day the Bank was founded.




Figure 5. Work experience of personnel.




Staff turnover is shown in Figure 6. The overall turnover rate is 25%. Of these, 19% are lower-level managers and 6% are middle and top managers.




Figure 6. Staff turnover.




The reasons for staff turnover are shown in Figure 7. The main reason for turnover is not the ability to combine training and work. Next comes dissatisfaction with wages.

Figure 7. Reasons for staff turnover.




2 Assessment of management methods and technologies for manipulating personnel in Home Credit Bank




The author of this thesis conducted a survey of the heads of all divisions in one of the branches of Home Credit Bank, which revealed the main methods of personnel management. The questionnaire form is presented in table 2.

"Identification of the main methods of personnel management"

.What methods of influence do you mainly use in relation to your subordinates?

administrative

organizational

legal regulation

economic

psychological

.What methods of influence do you use in relation to subordinates?

What goals and objectives do you pursue in relation to subordinates?

Give an example of using your chosen methodology in personnel management:

What do you think is usually the result of using your method?

_________________________________________________________________________________________________________________________________________________________________________________________________

As a result, it turned out that the overwhelming majority in their practice use psychological methods.




Figure 8. Management methods.

Further, the author decided to find out from the managers, who made up the same 30%, which methods of psychological influence they use in their professional practice. The survey results are presented in Figure 9.




Figure 9. Methods of psychological influence.




The author of this thesis in his research had to consider the investigated problem of the effectiveness of the use of manipulative techniques in management practice in relation to the activities of the organization.

Based on a further survey of managers who use manipulation in their practice, the author found out what goals and objectives they pursue in relation to their subordinates. The results of the study are presented in Figure 10.




Figure 10. Goals and objectives of manipulations in relation to subordinates in Home Credit Bank.

Having found out what goals the leaders pursue in their practice, the author tried to find out exactly what situations occur in the bank, which prove the existence of manipulative situations.




2.3 Analysis of the effectiveness of the management activities of the heads of the Home Credit Bank organization




He has been carrying out this technique with subordinates for quite a long time. It uses the office environment to shape relationships as desired by awakening insecurities.

The manager places a chair for receiving visitors so far from his desk that the subordinate, entering and sitting down on the chair, feels insignificance - his own and the question with which he came.

A chair for visitors can be placed in the office of an investigator, that is, just in plain sight, in the center, for all to see.

Alternatively, this leader can seat the visitor in a deep, soft chair, and he himself can sit at a distance on a high chair, while being taller than his visitor.

Being in one of these positions, either far, or lower, or "in sight", it is already much more difficult for a subordinate to demand and defend his position, even if he is right.

The leader exercises his influence through the relative movement of his body and the body of the addressee in space. Or he can sit down to the interlocutor himself on a soft sofa, demonstrating his affection for him. However, if the manipulating person does not like something of what his interlocutor is talking about, he can get up and start walking at a distance, sometimes going behind the back of his visitor.

This is truly influential behavior - to call everyone to a meeting, to sit at a round table, announce the agenda for the discussion, and then get up and leisurely stroll around, listening to reports and suggestions from subordinates.

Such manipulations work because words coming from top to bottom are perceived as more significant.

This can be confirmed by the facts of using tools such as:

awakening of insecurity in strength, as a result of which subordinates of various complexes begin to consider themselves unable to take even the smallest step without the direction of their leader,

instilling a sense of guilt, which infringes on the rights of the employee, in which a feeling of guilt can awaken and he will start working more for less money,

pity call, which can lead to exhaustion of employees who will do more work.

The author of this thesis considered the situation where the manipulation of subordinates was applied, which is carried out using the environment of the office in order to take the desired form of the relationship by the method of awakening uncertainty in strength.

Thus, in the minds of subordinates, the leader looks like an unconditional leader, an authority that can be trusted and must be obeyed.

It is even convenient to obey the orders of true authorities: after all, they are actually knowledgeable, wise and strong, which means they know what they are doing or ordering. These qualities cause only respect. Therefore, the subconscious mind of subordinates has developed an attitude: to obey the authorities is rational.

After talking with the staff, the author found out that the method of persuasion is indeed used in this organization. The workers are confident that this method is actually bearing fruit. Having once tested it in practice, they began to implement it as much as possible in their work. They are constantly taught about this method in seminars conducted specifically to improve the skills of leaders. Since the use of persuasion at Home Credit Bank, the number of successful negotiations has increased. This method allows you to maintain a "friendly", but at the same time business atmosphere in the organization. This, in turn, allows you to increase the level of labor productivity.




The research conducted by the author allows us to outline some recommendations for managers who want to constructively influence the team. In particular, these are recommendations for the use of methods of influence and persuasion, since they work much more efficiently than manipulation.

A competent leader will not do the work for his employees, but he will always be ready to help and support them. It is necessary to find a balance between authoritarian and liberal leadership styles and as close as possible to the image of a democratic leader.

Undoubtedly, sometimes it is necessary to show “who is the boss in the house”, but one should not assume the role of a dictator. As practice shows, the level of labor work rises if the manager begins to use methods of encouragement and persuasion, instead of punishment, orders and manipulation. But in everything you need to know when to stop. As you know, "people quickly get used to good things."

It is also worth noting that, using psychological control methods, it is worth paying attention to the opponent's temperament type. This factor significantly affects how it is necessary to influence a person. That is, each type of temperament has its own distinctive features, and, therefore, a certain approach is required for each type. So, for example, when communicating with a choleric person, you must first state all the details and details, and only then say the main essence. But when communicating with a phlegmatic person, on the contrary, initially it is necessary to state the main essence of the conversation, that is, to interest him, and then, when his attention has already been drawn, to tell all the details and details.

Harsh criticism and reproaches are almost invariably fruitless, while encouragement and praise produce far greater results.

One of the most valuable qualities in a leader can be considered the ability to create enthusiasm in people and develop what is best in a person through his recognition and encouragement. Nothing else strikes a person's ambition as much as criticism from the authorities. You should never criticize anyone. If you like something in a person, then you need to honestly give him an assessment and be generous in praise.

We have to admit that we are all interested only in achieving what we want. This must be remembered when communicating with people. When addressing a person with any request, you need to interest him as much as possible in this, show him all the positive sides for him that he will extract if he satisfies your request and agrees to help you.

Regular and systematic employee appraisal provides the organization's management with the opportunity to make informed decisions about salary increases (remuneration best employees has a motivating effect on their colleagues), promotion or dismissal. In the latter case, the presence of documented information about the systematic unsatisfactory performance by the dismissed employee of his job responsibilities greatly facilitates the position of the organization in the event of litigation. An example of such a document is the questionnaire presented in Table 2.




Table 2. Form of attestation sheet

Weight (%) Factor Evaluation Comment Quality of work. Accuracy and thoroughness in the performance of work. Continuous compliance with quality standards Demonstrated ability to set goals, develop and implement action plans, and adapt them in response to change. Ability to coordinate resources and time to achieve results Leadership. Demonstrated ability to lead and motivate others, set standards, evaluate the performance of others, and contribute to its improvement. Ability to effectively influence and inform others through clear written and oral communication. Attitude towards work. Ability to work with heavy load and stress

It consists of several criteria:

quality of work,

Planning,

Organization,

leadership,

sociability,

attitude to work.

Compliance with these principles is achieved through:

the universality of the assessment system. A unified assessment system is being developed for the entire bank and ensures a uniform understanding and application of this system in all divisions,

setting standards and norms for valuation. To do this, the bank needs to determine what determines success when working in this position, i.e. highlight critical factors. For this, the method of analysis of workplaces is used, which consists in a thorough study of the functions performed by the employee holding a certain position and the selection of the most important from the point of view of achieving his goals,

selection of assessment methods. To effectively assess employee performance, you need to have easy-to-use, reliable, and accurate critical assessment factors. Both quantitative indicators (time, productivity, costs, etc.) and qualitative characteristics given by the person carrying out the assessment can be used as assessments - OK , poorly , above the average etc. Naturally, quantitative assessments are preferable both from the point of view of their accuracy and objectivity in relation to the evaluated employee. However, in real life it is not always possible to use quantitative assessments for many positions, so organizations are often forced to use subjective assessments.

The object of this thesis is Home Credit Bank.

The task of the leaders of the object of this thesis is to build such an organization management structure that would best meet its goals and objectives.

Human resources are the greatest asset of Home Credit Bank.

The management strives to create all conditions for the personnel to strive to work most efficiently.

At meetings and planning meetings, management evaluates the work of various departments and groups. With positive results, thanks are expressed as individual workers and groups, which would have been impossible without the participation of experienced managers of Home Credit Bank.

After conducting research in relation to managers, the author conducted a survey of employees, in respect of whom the method of manipulation presented above was applied. As a result, it was found that the use of manipulation techniques in management activities negatively affects the performance of the organization's team.

However, the author, observing the work of the managers of Home Credit Bank, and, directly, of the staff subordinate to them, drew attention to the fact that employees react in completely different ways to instructions from different managers. Having received an assignment from one of the managers, employees began to carry it out without any questions, and after talking with another, they began to argue and reluctantly left to carry out the assigned task.

The author decided to talk with the leaders, whose orders are carried out by subordinates without hesitation. As a result, it was found that they are supportive of the use of the persuasion method and that it does indeed produce results.

Naturally, employees of an organization do not perform their production duties in the same way - any organization has its own leaders, outsiders and middle peasants. However, in order to make this differentiation, it is necessary to have unified system regular assessment of the effectiveness of each employee's performance of their job functions.

Positive impact on employee motivation. Feedback has a beneficial effect on employee motivation, allows them to adjust their behavior in the workplace and achieve increased productivity,

planning of vocational training. Personnel assessment makes it possible to identify shortcomings in the qualification level of each employee and provide for measures to correct them,

planning professional development and career. Assessment of employees reveals their strengths and weaknesses professional quality, which allows you to prepare individual development plans and effectively plan their work,

making decisions on remuneration, promotion, dismissal.

The above advantages received by an organization using a personnel assessment system are realized most fully with the objectivity of the assessment, the openness of its criteria, strict confidentiality of the results, and the active participation of the employee.

With the help of the information obtained from the questionnaire, it is possible to select the most effective forms of psychological influence for each employee. You should not intimidate every employee with manipulations, or, on the contrary, encourage them. Not all employees can be manipulated, therefore the author recommends using other methods of influencing subordinates in management activities, for example, persuasion or the formation of favor.




Conclusion




The success of the functioning of the management system is largely determined by the leadership, its abilities, skills, experience, the ability to bring to life the energy and reserve of mental strength of the entire team.

The leader is the leading and organizing link in social management systems. The duties of a leader-leader also include the formation of adequate professional motivation among employees.

At the present stage, human resource management requires the leader of knowledge and skills in the field of psychology of personality, groups, communication. From the point of view of psychologists, we can talk about the development of a manager's socio-psychological competence, which is determined by his skills.

The result of the activities of managers is the optimization of the functioning of the system that implements these types of services, as well as obtaining the greatest possible beneficial effect with the least effort and cost.

In addition to the position of the leader in the system of formal relationships, it is necessary to take into account the content of his activities. Depending on the specifics of the activity, there are noticeable differences in the content of the activities of managers holding the same status. But at the same time, regardless of the industry and the level of management, the scale of activity, the very activity of the leader has something in common, namely they plan, organize, regulate the activities of the teams entrusted to them. The methods and techniques by which the solution of control problems is achieved are called control methods. So, there are five groups of management methods: administrative, organizational, methods legal regulation, economic and psychological methods.

Psychological methods of management are designed to influence the psychological patterns of human activity and socio-psychological relationships. The purpose and results of psychological influence is the restructuring of the psyche of the object of influence, the achievement of certain mental shifts and changes that affect activity and behavior.

In modern management science with socio-psychological methods of management, there are quite a few problems associated with the fact that, firstly, these methods are insignificantly represented in the general structure of management, and, secondly, with the fact that there is a substitution of psychological methods of management by psychological exposure, in particular, manipulative technologies.

Manipulation is a type of psychological influence, the skillful execution of which leads to the open arousal of another person's intentions that do not coincide with his actually existing desires.

The peculiarity of manipulation is that the manipulator seeks to hide his intentions.

The rules for neutralizing manipulation are aimed at helping a person not to become an object. Resisting manipulative influences requires the ability to recognize manipulations and neutralize them. In search of ways to recognize manipulative influences, one can follow the following paths: tracking changes in the situation, analyzing the mechanisms of manipulative influences.

The object of this thesis is Home Credit Bank.

The task of the leaders of the object of this thesis is to build such an organization management structure that would best meet its goals and objectives.

Human resources are the greatest asset of Home Credit Bank.

The management strives to create all conditions for the personnel to strive to work most efficiently.

At meetings and planning meetings, management evaluates the work of various departments and groups. In case of positive results, gratitude is expressed, both to individual employees and groups, which would have been impossible without the participation of experienced managers of Home Credit Bank.

The author of the thesis conducted a survey of the heads of all departments in one of the branches of Home Credit Bank, which revealed the main methods of personnel management. As a result, it turned out that the overwhelming majority use psychological methods in their practice.

Since one of the tasks of this work is the study of manipulation technologies in the activities of a manager, the author considered a situation in which the environment of the office is used in order to take the desired form of the relationship by awakening uncertainty in strength.

After conducting research in relation to managers, the author conducted a survey of employees, in respect of whom the method of manipulation presented above was applied. As a result, it was found that the use of manipulation techniques in management activities negatively affects the performance of the organization's team.

However, the author, observing the work of the managers of Home Credit Bank, and, directly, of the staff subordinate to them, drew attention to the fact that employees react in completely different ways to instructions from different managers. Having received an assignment from one of the managers, employees began to carry it out without any questions, and after talking with another, they began to argue and reluctantly left to carry out the assigned task.

The author decided to talk with the leaders, whose orders are carried out by subordinates without hesitation. As a result, it was found that they are supportive of the use of the persuasion method and that it does indeed produce results.

The research conducted by the author made it possible to outline some recommendations for managers who want to constructively influence the team. In particular, these are recommendations for the use of methods of influence and persuasion, since they work much more efficiently than manipulation.

Naturally, employees of an organization do not perform their production duties in the same way - any organization has its own leaders, outsiders and middle peasants. However, in order to carry out this differentiation, it is necessary to have a unified system of regular assessment of the effectiveness of each employee's performance of their job functions.

Positive impact on employee motivation. Feedback has a beneficial effect on employee motivation, allows them to adjust their behavior in the workplace and achieve increased productivity,

planning of vocational training. Personnel assessment makes it possible to identify shortcomings in the qualification level of each employee and provide for measures to correct them,

planning professional development and career. Assessment of employees reveals their weak and strong professional qualities, which makes it possible to prepare individual development plans and effectively plan their work,

making decisions on remuneration, promotion, dismissal.

Regular and systematic employee assessments enable the organization's management to make informed decisions.

An example of a document that can record the effectiveness of a manager's activity is a questionnaire.

It can consist of several criteria: quality of work, planning, organization, leadership, communication skills, attitude to work.

The above advantages received by an organization using a personnel assessment system are realized most fully with the objectivity of the assessment, the openness of its criteria, strict confidentiality of the results, and the active participation of the employee.

With the help of the information obtained from the questionnaire, it is possible to select the most effective forms of psychological influence for each employee. You should not intimidate every employee with manipulations, or, on the contrary, encourage them. Not all employees can be manipulated, therefore the author recommends using other methods of influencing subordinates in management activities, for example, persuasion or the formation of favor.

management head manipulation bank

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Introduction

Currently, among the priority problems of domestic psychological science are the problems of interpersonal interaction, including in the field of professional activity. A special emphasis in research in this area is placed on manipulation, the psychological meaning of which lies in the hidden management of the personality structures of another person in order to obtain benefits for oneself.
Various authors agree that the most important qualities of a manipulator include a fairly high level of mental development; low level of empathy, emotional detachment from the interlocutor; lack of attention to ethical, cultural values ​​and norms; the need for self-affirmation at the expense of another; deliberation and premeditation; lack of creativity, etc.
There is manipulation in business in all processes, no matter what we remember: planning, control, organization, negotiations, buying and selling, innovation, personnel assessment, team building, advertising, etc.
Manipulation is defined in different ways. E.L. Dotsenko believes that manipulation is a type of psychological influence, the skillful execution of which leads to the latent excitement of another person's intentions that do not coincide with his actually existing desires. He also gives a metaphorical definition: "Manipulation is actions aimed at" grabbing the hands "of another person, pushing him around, performed so skillfully that he gets the impression that he independently controls his behavior."
In this work, I examined the theoretical foundations of management and manipulation, analyzed the processes of manipulation in business, as well as determine the features of manipulation in the manager-subordinate ratio.
1.1 Management communication: concept, principles, functions.

Through communication, a person interacts with different people, in different environments, including production. In communication, a comprehensive exchange of activities and its results takes place, goals are fulfilled, general attitudes and moods are formed, habits and traditions are developed, and a style of behavior is formed. The forms of communication are diverse. Management communication is a specific form. In the process of managerial communication, the leader interacts with people, information is exchanged, in order to coordinate and change their actions in a certain direction. This type of communication is a condition for organizing production and achieving goals.
The following forms of managerial communication are distinguished:
"subordinate" is communication between the manager and subordinates, which is based on the relationship of subordination, regulated by administrative and legal norms;
"service-comradely" - communication between managers and colleagues, based on the relationship of coordination, coordination, regulated by administrative and moral norms;
"friendly" - communication between managers, between managers and ordinary workers, at its basis - the relationship of sympathy and they are regulated by moral and psychological norms.
Production management is characterized by vertical and horizontal manifestation of forms of managerial communication. At the level of enterprise management vertically, subordinate communication is most represented, and horizontally, two other forms are used. On the scale of a small group, the subordinate form is ineffective; it is better to use a comradely one. The leader, choosing one or another form of communication, must take into account various factors: the level of management, socio-psychological conditions of interaction and the individual characteristics of people.
In socio-psychological terms, the use of various forms of managerial communication allows the leader to enhance the "effect of the presentation itself." This happens through the deliberate inclusion of psychological mechanisms for the formation of emotional relationships that arise in employees when they perceive the leader as a person.
The process of forming a person's attractiveness in psychological science is called "attraction". A leader who inspires a sense of sympathy and trust gains the ability to more effectively organize people to achieve results.
There are several psychological principles that provide managerial communication, which should guide the manager. First of all, promoting an increase in the potential of the employee and the growth of his professional level; creating conditions for the manifestation of initiative; a clear definition of the employee's job competence, his tasks and responsibilities. Further, the delegation of their powers and the provision of trust to subordinates. Such attitudes, on the one hand, relieve the central link of the management system from problems solved locally, and on the other hand, they motivate subordinates. And finally, the rational use of their working time, a variety of styles and methods of leadership.
There are three functions of managerial communication: issuing orders, receiving feedback and issuing evaluative information. That is, the leader enters into managerial communication in order to give orders, instructions, to advise something; get "feedback" from the subordinate about the performance of the task and give an assessment of the completed. The issuance of administrative information is carried out most often in comparison with other functions and has the greatest impact on the efficiency of the organization. The quality of the performing activity depends on how the leader gives orders.
The quality of managerial communication can be defined as "the achievement in the process of managerial interaction of changes in the actions of subordinates in a given direction." The quality of communication is influenced by many factors. Some are directly related to the personality of the leader:
psychological personality traits: the presence of communication skills, the course of mental processes and states (fatigue, agitation, stress, etc.);
possession of communication means: verbal (psychotechnics of speech, diction, tempo) and non-verbal (the ability to use gestures and facial expressions);
style features of interaction with other people: manner of communication (respectful, dismissive, benevolent, etc.), style of communication (creative-productive, distant, suppressive, demanding, etc.);
adequate perception of the interaction situation and appropriate reactions to communication partners;
the ability to organize the communication space: the correct placement of the dialogue participants, the choice of the communication distance (personal, intimate, social, public);
possession of the mechanisms of mutual understanding: identification, stereotyping, reflection, feedback, empathy.
Other factors are related to the conditions of management communication. First of all, these are the main mechanisms by which a leader can influence the behavior of subordinates. The first mechanism is formal power, which is given to the leader by his official position in the organization, as well as power based on authority, earned by personal qualities and knowledge. This mode of influence is comparatively simple: it brings immediate results, gives the leader confidence in himself, in his position. But there are also disadvantages: this mechanism of influence can provoke the resistance of subordinates, worsen the socio-psychological atmosphere in the organization and, often, does not help in the formation of the desired organizational culture (values, norms and emotions).
The next mechanism of influence is manipulation, which is usually used in the absence of formal authority, therefore it is more often used by subordinates. Manipulation differs from the manifestation of power in that, firstly, it hides its goals; secondly, it requires more information about the person, which the authorities do not need; thirdly, the results of this influence come more slowly; and also this mechanism is difficult to apply.
Another way to influence is cooperation. The main idea of ​​this mechanism is that a person, entering into cooperation, undertakes obligations to rebuild his behavior. The value of this method lies in the fact that it gives a person freedom, independence in making decisions about his new form of behavior.
This mechanism is not easy to apply, and the results do not appear immediately, but over time, cooperation is very beneficial for the organization.
A factor in the success of managerial communication is also the manager's awareness of this or that type of "interdependent relationship." Relationships of interdependence should be understood as special relationships that arise as a result of solutions to various contradictions between an organization and individuals. Their essence lies in the alignment of the interests of the organization and the employee, that is, the relationship of interdependence is a mediation mechanism between the individual and the organization. This mechanism can act, on the one hand, as self-regulating, associated with cultural phenomena, and in particular, with organizational culture. On the other hand, as a controlled mechanism associated with the principles and methods of management.

1.2 Control and manipulation. Types of manipulation.

Manipulation is a type of psychological influence, the skillful execution of which leads to the latent arousal of intentions in another person that do not coincide with his actual existing desires.
In practice, situations are encountered everywhere when, due to the conditions for solving the problem facing the control system, it turns out to be incompatible with the goals of the participants. This may be due to the selfish orientation of the goals of the control system; insolubility of contradictions within the controlled system. In these cases, the subject of control resorts to a technique called manipulation. He not only controls, influencing the object, but completely ignores it, neglects its own interests. In manipulations, the object of control - a person - begins to be seriously considered only as an object of control. The value and significance of the human person is reduced by the manipulator to utility from the point of view of his own momentary tasks. In terms of content, manipulation is a form of control in which the own goals and interests of the control object are ignored. They can be completely ignored or recognized formally (fictitious), but when making management decisions, they are not taken into account as components of the management goal.
In terms of form, manipulation is a socio-psychological influence, deception, fraud, built on a fictitious recognition of a partner's interests.
Economic manipulation begins with the use of a difficult, or better - a hopeless financial situation of a partner, when he is ready to agree to any work that is most undesirable for himself for a negligible remuneration. More subtle methods of economic manipulation include such as an increase in the nominal wage rate, the payment of an insignificant bonus, additional payments, compensations with incomparably high inflation and a reduction in purchasing power; unjustified decrease in the level of wages, delays and non-payment, the same kind of actions can have the opposite direction - when the object of manipulation is the owner of material assets, the employer. Strikes and lockouts, timed to coincide with the moment when the organization is unable to resist the pressure of the labor collective, are the same manipulations. These include any other deliberate non-compliance with formal or implied agreements of an economic nature.
Political manipulation is based on the use of political mechanisms for purposes other than those stated. This can be a declarative adherence by a politician to the interests of political groups, the use of their support and subsequent failure to fulfill political promises; deliberate distortion by the media of the real alignment of political forces (informational); embellishment of some facts of political significance and suppression of others or disclosure of their sequence, which creates a misconception about political leaders, parties, movements. Bureaucratic or organizational manipulations imply any pseudo activity of an administrative or organizational nature: delaying the time frame for resolving issues, entangling the applicant in the maze of numerous authorities and responsible persons; failure to perform managerial functions and their substitution with deliberately useless, but outwardly effective activities; inflating the size of the organization. Ideological manipulation presupposes insincerity and falsity in the sphere of social and personal ideals. They can be built on fictitious adherence to existing social ideals, or by creating new ideologies that justify the use of immoral and immoral means not for real end goals. The same manipulations include the formation of a certain and, as a rule, harmful system of values, cultural clichés, and stereotypes of behavior. Psychological manipulations are in fact the simplest and are part of all of the above. Any manipulation of individual or collective consciousness necessarily takes into account the peculiarities of mental perception and the device of the manipulated. This does not exclude, however, the existence of psychological manipulations, the purpose of which is psychological values. A person can be manipulated for the sake of gaining his respect, friendship, love, gratitude. Purely psychological manipulations can act as a prelude to others, prepare the ground, and remove suspicion. The manifestations of such manipulations include: external attentiveness and tact with internal indifference to the psychological problems of the object; artificial identification of oneself with the object, the formation of sympathies; using personal trust for their own purposes.
Forms of manipulation: scam, fraud, fraud, intrigue, hoax, provocation, etc.

2. Manipulation in management

There are three main components in management: planning, organization and control. Each of these elements has its own manipulative moments.
In planning, the leader must be able to "throw" himself several years ahead in order to see the future in which he and his team will find themselves. Someone can discern the prospects for 10-20 years, while someone with great difficulty can see only what will happen in a month or two. The fact is that a leader should really be able to create a vision of the future, because sometimes it is simply impossible for subordinates to do this. After all, they are not (as they believe) should plan the growth and movement of fixed and circulating assets that do not belong to them. In any case, even if you ask them about it, they will make it much worse and still leave their boss unsatisfied. Well, it's not their business, strategic planning. Therefore, the leader has to look into his future and see where his people will be located there and what they will be doing. And then talk about what he saw to his team, motivating it for military work. At the same time, he will manipulate his subordinates with a simple thought: "Here, guys, your bright future, follow me and you will have everything." Amazingly, you want to believe in fairy tales. This creates a motive for good work. And, only after a while, you realize that it was a manipulation and it becomes somewhat insulting for yourself, for the wasted time and dead hope.
The leader must be able to plan and set achievable goals. Perhaps this can be called manipulation, or rather even programming the future of each member of the team. This is why it is helpful to talk about the future more often, thereby motivating people. It should be remembered that small exaggerations of plans by people are forgiven (they understand the difficulties and reasons that changed the course of events), but big ones never (it is at this moment that they feel offended and deceived).
I must say that the emotions caused by someone's manipulation are usually negative. That is why we feel "somehow not very good." Who will like tweaks from below like, for example, "You think slowly as always" or "Don't slow down, think quickly", or "You don't have enough brains to get this position."
Organizing and controlling the execution of any actions of the performers, the head of manipulation cannot be avoided. After all, it is thanks to them that he can speed up the process, pinching people by their strings. From a time management point of view, the ability to resist manipulation can save us a lot of time. Very often the manipulator, who knows exactly what he wants, draws us into his game, the meaning of which is often incomprehensible to us. And, not wanting to look somehow inappropriate in his eyes, we are "led" into the game and fall into his traps instead of putting a barrier to manipulation in time and not wasting time extracting ourselves from the nets.
There are quite a few ways to confront. This is also a direct confrontation. These are such psychological types of wrestling as sambo and aikido. This is the ability to ask questions designed for accuracy and blocking actions of the manipulator. It is also about controlling emotions. This is also the clarification of the goals of the manipulator. And clarification of his actions. All of this can be learned. Someone said "Manipulators are not born." Masters of resistance to manipulation are not born either.
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