A SYSTEMIC APPROACH TO IMPLEMENTING PSYCHOLOGICAL FACTORS IN MANAGEMENT

In this work we will consider some aspects of management as a scientific and applied discipline. Ensuring the effectiveness of management requires a new way of thinking characterized by the systemic, flexible, responsive, and a non-standard approach to the decision making. According to the systemic-structural activity theory, as a scientific basis for self-regulation, human activity is considered to be a goal-directed self-regulative system. The main focus of our discussion will be on what is essential for managerial activity from the psychological perspective. Specific attention will be paid to the way managers relate to subordinates and how this factor effects the group moral and psychological atmosphere in the workplace. Possessing only the technical knowledge in a chosen field of activity does not necessarily make a person effective manager. To achieve the desired objectives and maintain people satisfaction at work place one must be prepared to think of them in human terms. People are filled with thoughts and ideas and they want to experience satisfaction from their implementation. We will present some important factors of the psychological nature which should be applied to the practice of management. Such factors as consideration for subordinates’ personality features, their individual style of performance and their communicative anilities, as well as their goals, desires and objectives. The effect of a group environment on individual performance and the phenomenon of psychological compatibility are also considered in this work. We will also briefly dwell on the history of motivation in industry and the emergence of a new direction in managerial activity as a demand of the developing society. At this juncture we will emphasize on how the science of management first emerged in a form of applying a mechanistic approach in managing people’s activities in industries and, further, by bringing the human element into consideration in the search for efficiency.

VINCENT KENNEDY MCMAHON AS AN EXAMPLE OF AN EFFECTIVE MANAGER IN THE FIELD OF SHOW BUSINESS AND SPORTS

The article is dedicated to one of the most effective managers in the history of sports and show business, Vincent Kennedy McMahon. It examines the main points of Vince's managerial activity, examines the key events in his biography, analyzes his successful career, and gives appropriate recommendations.

Transformation of Managerial Competencies within the Context of Global Challenges

This contribution presents an analysis of the transformational changes in the global environment on the content of modern models of managerial competencies. Theoretical approaches to the definition of managerial competencies according to international standards are studied, and on this basis a hierarchy of competencies, within the context of their acquisition through professional training, is determined. The predictions and changes in the basic competencies of managers in the near future (2025) are analysed. Sets of general managerial (organizational) competencies (hard skills) and non-specialized supra-professional competencies (soft skills) are defined and compared. Digital competences and intercultural competences are defined as conceptually new skills required by a modern effective manager.

М.В. KROL: SCIENTIST OF THE NON EMPIRICAL ERA

In 2021, BSU celebrates its 100th anniversary, the flagship of the country's higher education, which is the source of medical education in Belarus. One of the founders of the Faculty of Medicine of the Belarusian State University and the Belarusian State Medical Institute was M. B. Krol - Academician of the Academy of Sciences of the BSSR, Corresponding Member of the Academy of Sciences of the USSR, Honored Scientist of the BSSR, Doctor of Medical Sciences, Professor. In the memory of posterity, he remained not only as a scientist, clinician, but above all as a teacher, an effective manager of medical education. M. B. Krol is a complex and controversial figure in the national healthcare, whose years of vigorous activity coincided with a tragic and turning point in the history of the state. M. B. Krol was educated in the Russian Empire, he knew the organization of the scientific and medical process abroad. It was difficult for the scientist to accept the realities of the transitional revolutionary period, when established social values are changing. M. B. Krol was effectively integrated into the scientific and practical health care system of the USSR and left behind a significant legacy: the Belarusian State Medical Institute, the Department of Nervous Diseases. Scientific data, methods of treatment are undergoing changes and are subject to progress, but as a teacher and organizer of medical education, M. B. Krol looked far ahead and admired the understanding of the problems and the foresight of the situation, identified by M. B. Croll 100 years ago, which are still relevant and have not been fully resolved.

A Canadian national survey of informal employed caregivers of older adults with and without dementia: Work and employee outcomes

Background: The majority of family caregivers (CG) caring for older adults, many of whom have dementia, are employees concurrently contending with the work demands and the stress and conflicts of caregiving. Both employers and CG employees are challenged by the need to address this problem. Method: A cross-sectional Canadian survey was distributed nationally to working informal CGs of older adults in 2015 to 2016. It was designed to investigate the relative predictive roles of caregiving variables, job demands, balancing work and caregiving variables, and work-related factors on work and employee outcomes. Our sample was comprised of employees ( N = 1,839) who were concurrently providing informal care for an older adult with specific attention to those caring for care recipients (CR) with dementia. We employed hierarchical and ordinal multiple regression to examine CG and caregiving characteristics, family and job demands, and balancing job-caregiving variables as predictors of work-related outcomes including work engagement, employment/employee changes index, absenteeism, and intent-to-turnover. Results: After controlling for CGs’ age, sex, and family financial situation, we found dementia demands, job-caregiving conflict, effective manager, and organizational culture were significant predictors of five out of six work and employee outcomes. Role overload was significantly associated with four outcomes. Conclusion: To our knowledge, this is the first study of this size to explore the association of these predictive variables with work-related outcomes and to refine the understanding of the profile of employed CGs of older adults with dementia. Sustaining working CGs of older adults may require new ‘talent management’ approaches rather than simply increasing the number of benefits.

The role of the Manager in the organization's personnel management system (ABC-Electro)

The management style does not characterize the Manager's behavior in General, but rather it is stable, invariant, and constantly manifests itself in various situations. The search for and use of optimal management styles are designed to increase employee achievement and satisfaction, and, as a result, the level of productivity. The management style is characterized by a stable set of traits of the Manager, which are manifested in his relations with subordinates. The management style does not reflect the General behavior of the Manager, but rather a stable, invariant one that constantly manifests itself in various situations. In modern conditions, the success of the case is determined not only by the nature of the relationship between the Manager and subordinate and the degree of freedom that they are granted, but also by a number of other circumstances. This is expressed in "multidimensional" management styles, which represent a set of complementary, intertwining approaches, each of which is independent of the others. The search for and use of optimal management styles are designed to increase employee achievement and satisfaction, and, as a result, the level of productivity. When choosing management methods, you must adhere to the following requirements of the "Golden mean": an effective Manager must be able to balance between different management styles of his team, and then the motivation of employees will be much higher. The leader of the future should be focused on the market and customers, constantly strive for progress, set development directions, be a driving force for effective changes, be talented and develop leadership qualities and teamwork skills of employees. In modern conditions, in their practical activities, the Manager must constantly adjust their management style in accordance with changing internal and external conditions.

Management Styles - Management Combines

A manager who wants to be a good manager must choose a management style that suits him and the atmosphere that surrounds him so that he can match the situation. A good manager is a manager who handles the design and construction of the team that surrounds him, and he must also handle his organizational processes in order to achieve the desired goals. The characteristics of the manager that he must know how to produce a group atmosphere and cooperation. Also he should have a balanced self-vision. (Management of inadequate reasons and treatment, Edges, 1979). A good manager should be interested in having his organization run in a way that allows him the cooperation and the teamwork and it is important that the manager should be one of the team members. Research Question: How do care managers to combines people and tasks in different Organizations? The good and effective manager is the one who can manage his organization in cooperation between the employees and he needs to have an interrelationship between them and that he believes in his team, he must also provide them with the best professional conditions for the success of the organization and the tasks. Therefore, an effective and integrated manager will have the ability to cooperate and be able to lead people and motivate them instead of managing them and imposing tasks on them and carrying out the tasks out of subordination and fear.

SYSTEM THINKING – THE COMPETENCE OF THE MODERN HEAD

The article considers the importance of the systemic thinking of a leader as a key competence of an effective manager of the 21st century. The employers’ understanding of the analyzed quality at different levels of development of this competency is shown: from awareness to expert. So, for example, the initial level involves the ability to describe the relationships between processes in your subject area, but at the highest level, the leader or specialist should already see the grounds that unite them, be able to make strategic decisions. Systemic thinking allows you to look at the problem being solved as a system of interrelated factors, to rise above the problem and see it in its entirety, the socalled “Helicopter Sight”. From the point of view of systemic thinking, the importance for the leader of the ability to reveal the abilities of subordinates is shown; ability to respect and be tolerant of other, sometimes opposite and alien points of view. The author gives the results of many years of research on problems of thinking. The studies conducted during the training with the managers and specialists of PJSC Gazprom on the development of systemic and innovative thinking showed an insufficient level of development of systemic thinking. It was also found that managers and specialists included in the organization’s personnel reserve need a deeper study of the essence of systemic thinking and its tools.

Day Dreaming of Highly Effective Dean: An Important Role towards the Success of Higher Educational Institutes (HEI)

A highly effective Dean plays a marvelous role in the success of creating Quality oriented culture as a Professional Leader, Strategic Thinker, Effective Manager of the Faculty, staff and Students and raises the standards of academic quality. After a detailed review of the prevailing literature about an Effective Dean, this article proposes a conceptual framework that will help out in promoting a healthy culture of effectiveness in the community of Deans. Issues like strategic planning, curriculum, facilities and research are also part of the responsibilities of Effective Deans. Daydreaming 'offers a positive,simultaneous effect on task performance. Through a wide-ranging attributes of Effective Dean, the probable model as mentioned in Figure No. 6.1, uncovers the Planning, Professional, Leadership, and Managerial,scholarly and effective teaching capabilities of Deans. Adopting continuous Improvement strategy, getting accreditation of the relevant Programs at national as well as international level are also the key attributes. The model, if implemented successfully can develop Effective Deans who can run their Schools effectively and the culture of Effective Schooling will ultimately lead towards the creation of a successful Higher Education Institute (HEI).