Knowledge skills personal business qualities competence. The main professional and personal qualities of a consultant. Application of competencies - personnel assessment

Results of work

Evaluation ___________________________ Signature ____________________

Full name, position _______________________________________________

head of practice from the enterprise

Tel. ________________

APPENDIX 6

(sample)

CHARACTERISTIC

I hereby confirm that Anton Petrovich Sidorov completed his pre-graduation internship in the personnel department of 000 MRK from January 31 to April 30, 2014.

Results of work

During his internship, A.P. Sidorov studied the basics of personnel work. His responsibilities included calculating wages on the base computer programs (before and after tax), drawing up social packages: systems of benefits, benefits and bonuses. He quickly mastered all the duties and performed them perfectly. At the end of the practice, Sidorov A.P. successfully passed professional testing.

Personal and business qualities (competencies)

A.P. Sidorov showed himself on the positive side as an efficient, attentive and responsible person. By his style of work, Anton Petrovich is inclined to work in a team, easily gets in touch with new people, is sociable, accurate and attentive.

I believe that Anton Petrovich has pronounced leadership qualities and is able to show a creative approach to solving non-standard tasks.

Report quality

Prepared by A.P. Sidorov the report is of practical value for our company, which indicates the ability to apply the obtained theoretical knowledge in practice.

The results of his research into the motivation system of our company deserve special attention. Suggestions for restructuring social package used in the work of the department.

In general, I can characterize A.P. Sidorov as an excellent worker and a promising employee. Based on the results of the practice, A.P. Sidorov the position of a specialist in compensation was offered.

Grade _____ fine____ Signature ______________

Full name, position: Sadovsky Anatoly Petrovich, Head

(head of practice from the enterprise)

hR Department LLC "MRK", tel. 555-55-55.

APPENDIX 7

The approximate content of the report on undergraduate practice *:

Study of the current state of the enterprise.

1.1. general characteristics activities of the enterprise.

1.2. Analysis of the enterprise management structure and characteristics of its organizational type.

1.3. Analysis of economic indicators of the enterprise and assessment of the state of its economy.

1.4. Assessment of the prospects for the development of the enterprise.

1.5. Analysis of the direction of the enterprise, which is the subject of study in the diploma project.

Systems thinking, systems approach to problem solving.

Optimism.

Dominance.

The energy potential of the leader must exceed the potential of the personnel or be equal to him.

High learning ability. Constant self-study.

Flexibility, ability to react quickly and adequately.

Making decisions.

Self confidence. Leadership is unthinkable without it.

Analytic skills.

Mobility, active life position.

3. Management and social competences

Self-control, emotional balance and stress resistance.

The ability to control oneself in any situation is highly valued.

Purposefulness. Can achieve the set goal, mobilizing the forces of the team and their own.

Reliability in relations with subordinates. Development of team loyalty.

Decisiveness and responsibility. Prompt decision making and willingness to take responsibility for it are one of the important qualities of a real leader

Delegation of authority.

Organizational skills.

Ability to manage time.

Sociability, ability to work with people. Must be a communicative person, able to find an approach to any employee, able to identify motivating factors for each employee.

4. Strategic and cultural competencies

Entrepreneurship, willingness to take reasonable risks.

Creativity. This is creativity, a necessary quality of a leader. It is this trait that distinguishes a leader from an administrator.

Ability to make the most of employees' opportunities through proper placement of personnel and effective motivation.

Large-scale thinking, the ability to see the consequences of steps and make predictions.

Commitment to the mission and strategic goals of the company (understanding them clearly, demonstrating appropriate behavior, etc.).

Demonstration of certain values: high ethical standards - in behavior, in supporting the values \u200b\u200bof the company, in fulfilling the norms of corporate culture.

Job description - a document regulating the production powers and duties of the employee.

Job descriptions are developed by the head of the department for his immediate subordinates. Job descriptions are developed in accordance with the regulations on the unit. The set of job descriptions covers all the functions of the department and evenly distributes the workload between employees, taking into account their qualifications. Each job description contains an unambiguous definition of what this work differs from all other works.

The typical structure of the job description allows:

Rationally distribute functional responsibilities between employees;

To increase the timeliness and reliability of the tasks by introducing quantitative indicators of the frequency, labor intensity, duration and calendar terms of their implementation;

Improve the social and psychological climate in the team, eliminate conflicts between managers and subordinates;

To clearly define the functional connections of the employee and his relationship with other specialists;

Specify the rights of the employee;

To increase the collective and personal responsibility of employees for timely and high-quality performance functional responsibilities.

To make a quality job description, it is necessary to deeply study those processes, work that should be performed in a given position (or at a given workplace), and then determine the requirements for the employee who will occupy this position, for his knowledge, skills, experience, i.e. make a personal specification .

Similar information:

III. Learning new material. Personal UUD: implementation of functions of self-control of the process and results of activities.

The article presents the results of a study of the personal and business qualities of the head of an organization. The research was carried out on the basis of a service sector enterprise - LLC "Exterier plus" in Belgorod. With the help of psychodiagnostic techniques, the severity of the personal and business qualities of the head of the organization was analyzed, on this basis, recommendations were proposed aimed at increasing his productivity management activities... Personal qualities; business qualities; the head of the enterprise; service area

Introduction . At present, the problem of researching the personal and business qualities of a leader is quite relevant and significant. The activity of the head of any enterprise involves the performance of a wide range of responsibilities and actions, including preparation and decision-making, development technological schemes management, implementation of managerial influences and interaction with subordinates, the implementation of many additional operations that accompany management activities, the formation of the microenvironment of the organization. It should be noted that the role-based structure of activities involves the performance by the head of a wide range of responsibilities and actions, including preparation and decision-making, development of technological management schemes, implementation of managerial actions and interaction with subordinates, the implementation of many additional operations that accompany management activities, the formation of the microenvironment of the organization. A functionally complete system of psychological characteristics of a leader is minimal required set characteristics, which is sufficient to describe a generalized psychological portrait of the leader's personality and allows you to form a description of all other psychological characteristics, which can thus be described as a combination or consequence of characteristics that form a functionally complete system.

The specifics of a manager's work is that he solves economic, production, technical and social problems mainly in the organizational aspect, influencing people who must directly solve these problems. Within the framework of certain legal norms, the leader must show initiative, develop the initiative of the management team, workers and, accordingly, bear full responsibility for his own actions and their results. From an information point of view, the work of a manager is the collection of information, its transfer, processing, organization of feedback, etc. The process of transforming information has its own laws that also determine the nature of his work.

Managerial work is a type of labor activity for the implementation of management functions in an organization, the purpose of which is to ensure purposeful and coordinated activities of the labor collective to solve the problems facing it.

The work of managing people assumes that the manager knows well his subordinates and employees, their interests not only at work, but also in life. And what better leader knows his employees, the more opportunities he has to achieve success in professional activities. The leader's job is that he exerts his influence on everyone individually and on the team as a whole. Consequently, the main qualities of a leader include the need to be an example and support for employees, it is from him that subordinates take an example of how to plan and organize their work and how to act effectively. The leader should be charming, sincere and accessible.

It is possible to determine whether a person is suitable for successful activities in a certain labor sphere by analyzing his professional and qualification qualities. The success of an enterprise directly depends on the personal and business qualities of its leader. Business can include not only the ability to conduct business and acumen, but also the professional competence of a person in a leading position. The personal qualities of a leader is a concept that includes a wide range of characteristics. Here is the moral side, and mental health, and worldview. The business qualities of a manager are, first of all, his skills and ability to find the most optimal way out of the current situation, the ability to find the simplest and shortest path to achieving the desired goal.

Various aspects of the problem of business and personal qualities of a leader are considered in the studies of the following scientists: Arkhangelskaya O.V., Gamidullaeva B.N., Toktybaeva S.A., Yakushenko G.S. and many others.

The object of the research is LLC "Exterier Plus", Belgorod. The subject is the manager's personal and business qualities.

Objective. The purpose of this study is to assess the personal and business qualities of the head of Exterier Plus LLC and develop recommendations for their improvement.

Materials and research methods. There is a possibility of using various psychological methods, on the one hand, for self-assessment of qualities, and on the other, for assessment from the outside (in our case, this is the assessment of the leader by his subordinates). To achieve this goal of the study, the following psychological methods were used:

"Personal qualities of a leader";
"Communication and organizational skills" (CBS);
“Motivation for Success” (T. Ehlers);
"Test of self-assessment of resistance to stress" (S. Cohen and G. Williansson);
“Leader through the eyes of subordinates” (Ya. V. Podolyak).

This diagnostic material was taken from the textbook of the psychologist D. Ya. Raigorodsky. The first four methods were offered to the head of the organization, and the last method was offered to his subordinates. Forms of methods were prepared for each participant in the experiment, and in their free time each of them could answer the proposed test questions. Not a single employee was interrupted from work. After summing up the results of the experiment, the head of the company was informed of the results.

So, the test "Personal qualities of a leader", used for self-assessment by the leader of personal qualities, allows you to identify the severity of the following scales:

1. The level of social morality.

2. The level of spiritual maturity.

3. The level of emotional maturity.

4. The level of social intelligence.

The test "Communication and organizational skills" allows you to identify the level of formation of these qualities. It should be noted that in this case, by communicative abilities we mean the abilities of a person, ensuring the effectiveness of his communication and psychological compatibility in joint activities. Severity levels can be: low, below average, medium, high, and very high.

The second scale is organizational ability, by which we mean the ability of a leader to organize himself and others. The severity levels are the same as in the previous scale. Low organizational skills indicate an inability to lead. A manager who does not know how to get practical results from his subordinates is limited by a lack of leadership ability. With high organizational skills, the leader is able to "charge" the members of the team with energy, knows how to optimally organize labor process.

"Motivation for success" (T. Ehlers) is a test that allows you to reveal how much the examinee has expressed motivation to achieve success. With this test, you can determine the following levels of motivation: low, medium or high.

"A leader through the eyes of subordinates" (Ya. V. Podolyak) is a technique that is used to assess the qualities of a leader by personnel. With the help of appropriate questions, three parameters are assessed in relation to subordinates to the leader and the degree of their compatibility is determined:

1. Competence of the leader, his professional skills.

2. Emotionality of the leader, his ability to show sensitivity and kindness, attention and humanity.

3. Demanding and fairness of the leader, his ability to interact with subordinates.

Research results and their discussion. Let us present the analysis of the research carried out using the selected psychodiagnostic techniques. The study consisted of two parts:

testing for employees;
testing for the head of the organization.

So, the results of the test "Personal qualities of a leader" are as follows:

the level of social morality is expressed at an average level and is 15 points;
the level of spiritual maturity is high (26 points);
level of emotional maturity - average, 18 points;
the level of social intelligence is also average (19 points);
the integral assessment showed that the investigated personal qualities of the leader are expressed at the average level.

Let's present the test results on the graph (Fig. 1).

Figure: 1. Results of research of personal qualities of the leader

Fig. 1. Research results of manager "s personal qualities

Thus, the results of this test showed that personal qualities are expressed mainly at an average level, the most pronounced was the scale of "spiritual maturity". This indicates that in order to increase the efficiency of his work, the leader needs to develop his personal qualities.

The analysis of the results of the test "Communication and organizational skills" showed the following:

communication skills are expressed at an average level, while the coefficient was 0.6;
organizational skills are also expressed at an average level, the coefficient is 0.62.

These indicators indicate the level of development of the manager's business qualities. Let us present the results obtained after processing the data of the “Communication and organizational skills” methodology in the graph (Fig. 2).

Figure: 2. Results of the study of the manager's communicative and organizational skills

Fig. 2. Research results of manager "s communicative and organizational abilities

Thus, according to the results of this method, it can be concluded that the head of Exterier Plus LLC has a fairly good level of communication and organizational skills. So, the average level of communication skills means that this person is talkative, sociable (especially if he is in the circle of people he knows), he does not limit his circle of acquaintances. The average level of organizational skills is characteristic of a person who, in extreme situations, can organize himself and convince his colleagues (subordinates) to make decisions. Undoubtedly, these abilities are necessary in management activities. So, in the study of Yakushenko G.S. it was revealed that for 90% of managers and 80% of candidates, the sphere of communication is significant, and an orientation towards cooperation and interpersonal interaction is also expressed.

The third methodology offered to the leader is the test "Motivation for success". The result of this test was 22 points, which indicates a high level of motivation for success. The director strives to achieve the set goals, is ready to overcome any obstacles.

The last methodology for the leader is the “Stress Resistance Self-Assessment Test”. In this case, it was revealed that the level of stress tolerance of the head is above average, which is a positive moment in the analysis of his personal qualities. The director of the company can timely cope with the emerging stress, knows the methods of its prevention.

Every manager must be able to manage himself and communicate with himself as a unique and invaluable resource. Those leaders who do not know how to manage themselves (to properly deal with conflicts and stresses, effectively use energy, time, skills) are limited by the inability to manage themselves.

At the next stage of our experiment, a survey was conducted among the company's employees. 11 people took part in the survey. They were asked to answer the questions of the test "Leader through the eyes of subordinates." The test results allowed us to identify the level of development of the head of the following qualities:

competence, skill of the leader;
emotionality, the ability of a leader to show kindness, attention to his subordinates;
exactingness and fairness of the leader.

The results obtained are shown in Fig. 3.

Figure: 3. Results of the study of the qualities of a leader

Fig. 3.Researchresultsofmanager 's qualities

As seen in Fig. 3, according to the employees of the organization, such a quality of a leader as “competence” (6 points out of 7 possible) is more pronounced, in second place is “emotionality” (4 points out of 6 possible), “the leader's exactingness and fairness” - on the last position (3 points out of 6 possible, only 50%). The overall score was 13 out of 19 possible, or 68.4%, this indicator testifies to the professional rating of the manager, the relationship between the manager and the team.

Conclusion . So, the conducted study of the personal and business qualities of the leader allows us to draw a number of conclusions:

according to the results of the test "Personal qualities of the leader" it was revealed that the studied personal qualities of the leader are expressed at the average level;
the analysis of the results of the test "Communication and organizational skills" showed the following: communication skills are expressed at an average level, while the coefficient was 0.6; organizational skills are also expressed at the average level, the coefficient is 0.62;
a high level of motivation for the success of the head of the enterprise was revealed; he strives to achieve his goals, is ready to overcome any obstacles;
the level of stress resistance of the head is above average, which is a positive moment in the analysis of his personal qualities, the director of the company can timely cope with the emerging stress, knows the methods of its prevention;
the test "Leader through the eyes of subordinates" showed that employees of the organization believe that the leader has such a quality as "competence" to a greater extent, "emotionality" is in second place, and "the leader's exactingness and fairness" - in the last position. This indicator testifies to the professional rating of the manager, the relationship between the manager and the team. It can be assumed that the rating of the director of the company is at a level above the average, which needs to be increased, for example, by doing self-improvement and self-development.

Thus, the business and personal qualities of the head of the enterprise are complementary factors that contribute to the productivity of management activities. A competent combination of personal and professional qualities by the leader helps to achieve the expected result more quickly and efficiently. To become successful, the head of the enterprise must have a set of certain personal and business qualities and constantly work towards their improvement. The above methods and assessment tools make it possible to differentiate the professional and business competence of a manager.

"Competencies are characteristics necessary for successful management activities."

McCleland.

When considering the qualities of a person that contribute to the formation of certain work skills and the implementation of certain official duties, usually distinguish between professional and individual (personal) competencies. As a rule, professional ones include those that relate to the performance of his work, his official activities, are enhanced with the professional specialization of a person, and also reflect predominantly rational in human behavior. In contrast, it is believed that individual (personal) competencies are those that manifest themselves outside of service relationships, in everyday life, in the family, in everyday communication with friends, family members, relatives and other people. The most important personal qualities of a leader are considered: benevolence, fairness, collectivism, ability to keep the word, responsiveness, poise, modesty, external attractiveness, cheerfulness, breadth of outlook. The business qualities of a manager include diligence, initiative, accuracy, professionalism, organization, diligence, energy, responsibility, ability to work, discipline.

At the same time, practice shows that this division is not only conditional, but often does not fully reflect the reality. The fact is that the effectiveness of management and the success of an organization are directly related not only to purely professional, but also to all other qualities of a leader. In particular, there are managerial situations, the successful resolution of which depends, in a decisive way, on the moral qualities of the leader.

It is no coincidence that a number of sources among the qualities of a leader that are important for the effectiveness of managing an organization do not separate professional and individual (personal). So, among essential qualities business decision-makers focus on the following (Fig. 1):

Qualities of decision makers in business:

motivating self-esteem

and the level of claims

In the course of his activity, the leader inevitably projects his inner world, his qualities, all his advantages and disadvantages on the emerging management situations, on the activities of the team and the development of the organization. Depending on these qualities, situations are harmonized and resolved positively, contribute to the development and strengthening of the team headed by him and the organization as a whole, or vice versa, they are aggravated, contribute to the emergence of new problems and lead to the decomposition of the team, degradation, destruction and, ultimately, to the liquidation of the organization. ...

Thus, the general attitude towards life and work and his moral qualities, including respect for people, a sense of duty, loyalty to word and deed, honesty to oneself and to others, enthusiasm for work, optimism, openness, curiosity, creativity, independence of judgment, flexibility of behavior, impartiality, ability to criticize and self-criticism , benevolence, sensitivity, responsiveness, exactingness, generosity, modesty, a sense of the new.

It is difficult to overestimate the importance for leadership and management of the communicative qualities of a manager, and, above all, sociability, tact, the ability to listen and understand the interlocutor, the ability to get along with people, politeness, the ability to psychologically correctly influence people, the ability to maintain distance.

Very necessary for a manager his volitional qualities - persistence, patience, self-control, the ability to long-term concentration of attention.

Of great importance for the effectiveness of a manager's work are also his emotional manifestations: natural behavior, ease, sincerity in communication, resistance to stress, emotional stability, and the ability to empathize.

Other qualities that are often forgotten should be noted, such as alertness (relaxed concentration, instant readiness for adequate action without fuss and overexertion) and sobriety (approach to life and situations in it, in which an objective, true assessment of the events and actions of all those involved in them persons, including himself).

On the other hand, for different areas manager's activity - scientific, practical, consulting - it is possible to identify some qualities that are of particular importance for these areas (Fig. 2).

Manager qualities

Communication skills are extremely important for the activities of a practical leader and consultant in the field of management, they are less important for a scientist specializing in management science.

It should be borne in mind that in professional activity, especially at its first stages, it is difficult to be successful in everything. Not all types of activities inherent in the manager, the beginning leader shows the same inclinations and abilities. Not all forms and methods inherent in the field of management are mastered equally successfully. In this regard, it is important for a novice manager to purposefully form his own individual leadership style, which would take into account, on the one hand, his inclinations and abilities, various kinds of individual characteristics, and on the other, the need to develop professional qualities and self-improvement. In this regard, it is important for a novice manager to have adequate self-esteem, to be aware of their individual characteristics, abilities and inclinations, strengths and weaknesses of character, as well as ways and methods of compensating for their own shortcomings. Negative qualities of a manager are absolutely unacceptable as excluding effective social management: perfidy, conceit, inertness (slavish adherence to obsolete habits and traditions, inability to perceive and support new things dictated by the needs of life), dogmatism, formalism, authoritarianism.

This kind of knowledge of their qualities helps the manager to form an individual management style, contributes to an increase in the efficiency of his activities, and therefore the success of the actions of the team headed by him, the stable development of the organization.

For self-assessment of their qualities, in particular thinking, managerial abilities, volitional factor, moral qualities of a manager, one should take into account the opinion of others, use self-observation, as well as psychological tests.

At the same time, it should be borne in mind that the desire to engage in organizational activities and communicate with people largely depends on the content of the corresponding forms of activity and on the characteristics of the person himself. To a large extent, this desire is determined by the subjective value and significance for a particular person of the future results of his activity and the attitude towards the persons with whom he interacts. Often, tendencies appear in the course of such activities and communication, which at first are indifferent to a person, but as he is included in them, they become significant. It is very important here that a person sets goals for his own development, as well as the efforts made by a person to achieve this goal.

For effective leadership at any level of management, two groups of individual qualities of a manager are important:

1. qualities, knowledge, skills and abilities determined by the field of activity of the organization (economics, science, culture, military affairs, etc.). Here education in the field of activity, experience in this field, as well as the presence personal connections in the field of activity of the organization;

2. qualities and skills related to the field of people management and, in their essence, do not depend on the field of activity of the organization (leadership qualities and skills, the degree of development of volitional, intellectual and emotional spheres, moral qualities of a person). In this regard, it is important that knowledge is acquired as a result of possibly very intensive training sessions, full immersion in work situations, is acquired and consolidated relatively quickly in the presence of the Teacher and sources of information (books, documentation, etc.), as well as practice. work in specific life situations.

At the same time, the will, the emotional and intellectual spheres, and the moral qualities of a leader (like any person) are formed throughout his life. The development of these qualities requires hard work on oneself, awareness and moral assessment of life situations, specific events, their role and place in them. This is a long-term process, sharp jumps in it are extremely rare and unlikely.

The essence of most problems in the activities of any organization, complex management situations are various kinds of ethical conflicts. Such conflicts arise due to differences in the interests of various divisions of the organization, different employees, the interests of an individual employee and the work collective or the entire organization, the interests of the organization and the consumer or society as a whole, etc. For an adequate response to unique management situations and a successful, harmonious resolution of emerging problems in the activities of an organization, first of all, the moral qualities of a leader, as well as developed emotional, volitional and intellectual spheres, are required.

Thus, the structure of the manager's personality is projected onto the activities of the organization he controls; therefore, all the qualities of a manager are important for the success of management. They cannot be divided into professional and individual qualities that are important for the effectiveness of management. This is one of the features of the manager's profession.

Some human qualities are of particular importance for different areas of a manager's activity (practical guidance, management consulting, scientific activity in the field of social management), including: leadership, organizational skills, communication skills.

The profession of a manager not only requires certain qualities in a person for effective management, but also forms these qualities over time.

In the conditions of modern organization management, a manager must possess a number of necessary qualities, both personal and professional.

The professional includes those that characterize any competent specialist. Possession of them is only a prerequisite for the successful performance of official duties.

These qualities are:

1.high level of education, production experience, competence in the relevant profession;

2. breadth of views, erudition, deep knowledge not only of one's own, but also related areas activities;

3. striving for constant self-improvement, critical perception and rethinking of the surrounding reality;

4. search for new forms and methods of work, help others in mastering them, their training;

5. ability to use time rationally, plan your work.

The personal qualities of a manager should also not differ much from the qualities of other employees who want to be respected and reckoned with. Mention may be made here:

1. high moral standards;

2. physical and psychological health;

3. internal and external culture, justice, honesty;

4. responsiveness, solicitude, kindness to people;

5. optimism, self-confidence.

But the possession of them is also just a prerequisite for successful leadership, because a person is made a manager not by professional or personal, but by business qualities, which must be attributed to:

1.the ability to organize the activities of subordinates, provide it with everything necessary, set and distribute tasks, coordinate and monitor their implementation;

2. dominance, ambition, high level of aspirations, striving for independence, power, leadership in any circumstances, and sometimes at any cost, courage, determination, assertiveness, will, uncompromisingness;

3. contact, sociability, the ability to win over people, to convince them of the correctness of their point of view (experts believe that 80 percent of a manager's knowledge should be knowledge about a person);

4. initiative, efficiency in solving problems, the ability to concentrate on the main thing;

5. the ability to manage yourself, your behavior, relationships with others;

6. desire for transformation, innovation, willingness to take risks and entice subordinates.

The requirements for managers in relation to these qualities at different levels of management are not the same.

At low levels, decisiveness, sociability, some aggressiveness are valued; in the middle - mostly the ability to communicate, partly conceptual skills; at higher levels, the first place is given to the ability to think strategically, assess the situation, set new goals, carry out transformations, and organize the creative process of subordinates.

Since a manager of any level not only organizes and directs the work of employees, but also, if necessary, influences their behavior, including off-duty, he must be sufficiently well prepared pedagogically.

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Introduction

1. Characteristics of the assessment of the business and personal qualities of managers and specialists

1.1 The system of business qualities of managers and specialists

1.2 The system of personal qualities of managers and specialists

2. Methods for assessing the business and personal qualities of managers and specialists in the management process

Conclusion

List of sources used

Introduction

The success of the enterprise (organization, firm) is ensured by the workers employed on it. That is why the modern concept of organization management involves the separation of a large number of functional areas of management activities that are associated with the management of the personnel component of production - the organization's personnel.

Currently, more and more attention is paid to human resources. If previously the personnel service was represented by the personnel department, the main functions of which were personnel accounting, monitoring compliance labor legislation and document flow, then at present personnel work is aimed at the formation of efficient and efficiently functioning personnel. To achieve this goal, different methods and procedures can be used, specific to different stages of development of the organization. But in practice, no direction of personnel work in one way or another can do without personnel assessment. business executive employee staff

Personnel assessment is a procedure that allows you to measure the performance of employees, the level of their professional competence, business and personal qualities and potential in the context of the company's strategic goals.

Many organizations try to use their personnel assessment systems in order to determine the value of employees to the organization and stimulate changes in their activities in better side... Any manager expresses his attitude to the work of subordinates, but most often such an assessment is vague and emotionally charged. When properly designed and carried out, an assessment is an effective tool for identifying the strengths and weaknesses of employees, drawing up a professional development plan, building an open corporate culture and trusting relationships with the manager, and increasing business profitability through more efficient personnel management.

Determination of work results, the level of knowledge and skills of personnel, business and personal qualities of employees, the possibility of personnel rotation and creation personnel reserve, the basis for the development of a system of motivation, development and training of personnel - all this is received by the company after personnel assessment.

The employee also receives some benefits from the assessment: determination of the place and role of each employee, a clear understanding of the tasks set, criteria for success, the dependence of the amount of remuneration on labor results, the opportunity to receive feedback from the head, the ability to plan further development and assess career opportunities.

Staff assessment is integral part personnel management in all its subsystems. A comprehensive and objective assessment of personnel helps to achieve goals, as in the production area modern marketand in the field of personnel development, which correspond to the company's strategy for the future. Therefore, the topic chosen for writing a term paper is quite relevant.

The purpose of this work is to study the business and personal qualities of managers and specialists and to solve the main problems associated with the lack of ongoing measures to increase the productivity of managers and specialists.

1 . Characteristics of the business and personal qualities of managers and specialists

1.1 The system of business qualities of managers and specialists

Business skills are understood as the presence of the following abilities among managers and specialists:

· The ability to find the shortest path to achieving the goal;

· Ability for independent thinking and prompt decision-making;

· The ability to consistently and proactively ensure their implementation;

· The ability to release human energy (initiative, enthusiasm).

A business executive or professional must:

· Be able to conduct a qualified analysis of the situation and understand a difficult situation;

· Accurately perceive the orders of superior managers;

· Develop alternative solutions with the subsequent selection of the most effective;

· Timely determine the content of actions required to resolve emerging problems;

· Clearly set tasks for subordinates and exercise effective control over their implementation;

· Show will and persistence in overcoming emerging difficulties;

· Remain self-critical in assessing performance.

Competence is understood as a thorough knowledge of one's business and the essence of the work performed, as an understanding of the connections of various phenomena and processes, as finding possible ways and means of achieving the intended goals. A specialist cannot be equally competent in all the issues in the solution of which he takes part, and there is nothing compromising in this.

However, a specialist or manager cannot do without a certain amount of professional knowledge, sufficient for a clear understanding of goals, for the perception of new ideas, for qualified proceedings in emerging situations and for making informed decisions on them. An incompetent, not versed manager or specialist inevitably finds himself in a humiliating dependence on his environment. He is forced to assess the situation according to the prompts of his subordinates or higher superiors. He, as a rule, finds it difficult to express weighty judgments, take active actions, give useful tips on special issues. He is often incapable of real and responsible action. He usually, in order to hide his ignorance of the matter, seeks to surround himself with equally incompetent people and alienate capable workers.

Organizational abilities of managers and specialists are expressed, first of all, in the following:

· In the ability to highlight and clearly formulate both promising and the most important tasks in each specific situation;

· Ability to timely make reasoned decisions and ensure their implementation;

· In the ability to coordinate their plans with the conditions of reality;

· In the ability to organize, coordinate, direct and control the activities of subordinates;

· In the ability to constantly and successfully cooperate with other departments and with control bodies.

A good organizer tends to have a sharp and flexible mind combined with a strong will. He implements the results of his decisions promptly and without undue hesitation. He always achieves the completion of the work he has begun. At the same time, he can take a certain risk, acting in conditions of uncertainty, boldly and decisively, without waiting for instructions from above and showing resourcefulness in difficult circumstances.

A capable organizer relies on the mind of the entire team, his perseverance never turns into stubbornness and intolerance to other people's opinions, he teaches subordinates to independence. Organizational work is inconceivable without firm discipline and order, otherwise large and well-thought-out efforts to improve the organization of activities can be nullified. Compliance with discipline and order presupposes, in turn, control by the head.

Organizational abilities are largely determined by natural inclinations, but they are also acquired in the process of study and work. Thus, in order to become a true business leader or specialist, competence alone is not enough, that is, the amount of knowledge that allows you to deeply understand the matter and solve emerging problems.

To implement the competence itself and implement the decisions made, organizational skills are also required, that is, the skills of establishing joint work of many people and the ability to achieve implementation of the decisions made.

One of the most complete lists of qualification requirements for management personnel:

· Understanding the nature of management processes, knowledge of the main types of organizational management structures, functional responsibilities and work styles, knowledge of ways to increase management efficiency;

· The ability to understand modern information technology and communication tools necessary for management personnel;

· Oratorical skills and ability to express thoughts;

· Possession of the art of managing people, recruiting and training personnel, regulating relations among subordinates;

· The ability to build relationships between the firm and its clients, manage human resources, plan and predict their activities;

· The ability to self-assess their own activities, the ability to draw correct conclusions and improve qualifications;

Based on practical experience, requirements for professional competence leaders:

· Knowledge of job and functional responsibilities, ways to achieve goals and improve the efficiency of the organization;

· Understanding the nature of managerial work and management processes;

· Possession of the art of human resource management and effective motivation of personnel to achieve the set goals, improve organizational culture;

· Mastery of the art of establishing effective relations with the external environment;

The ability to use modern information technology and the means of communication required in the management process.

Practice shows that some managers and specialists skillfully lead people, successfully overcoming difficulties that arise, while others, in such conditions, cause only distrust on the part of their subordinates and fail.

The inability to convince, motivate the actions of subordinates and, finally, influence the person so that he wants to fulfill the decision made by the leader, indicates that such a leader does not have a complete set of qualities that he needs.

1.2 The system of personal qualities of managers and specialists

For a manager or specialist to be able to successfully manage a workforce, he must meet certain requirements for his personality. These requirements are quite multifaceted and tough. It is rather difficult to clearly define the content of the qualities required for a leader. If persons appointing for leadership work, suggest compiling a detailed list of such qualities, then their positions will almost certainly diverge.

There are many approaches regarding the methodology and practice for determining the quality requirements of executives.

Qualities inherent in a modern leader.

A good leader is a person:

· Open, extraverted (outward-facing);

· Inquisitive, receptive;

· Decisive, result-oriented;

· Experienced, critical, patient with mistakes;

· Charming, calm, inspiring confidence;

· Attentive and kind-hearted, ready to listen to others;

• brave, imperturbable, flexible, free from prejudices;

· Ready to contribute to the development of others.

It is impossible to list all the personal qualities of a leader and specialists. There are different points of view. Consider the Russian literature on management and management. Professor B. Miller emphasizes the following: “Professional honesty, ability to take risks, commitment, enterprise and constant obsession with work, the ability of the leader to listen to the interlocutor, the ability to speak so that subordinates understand without ambiguity in setting tasks, taking into account age, psychology, experience, temperament , the ability to write correctly, conduct business correspondence, the ability to behave with people. ... "(Miller B. Such a simple and complex management! Interview, Ogonyok - 1989, No. 9, February, pp. 3-5)

All the variety of requirements for leaders can be summarized in three groups: ideological, business, moral and psychological. But after all, it is important not only to correctly establish the objective requirements of the manager's professional suitability. It is equally important to develop methods for their recognition in people, to master a sound technology for assessing and selecting personnel.

Values \u200b\u200bare what is important, meaningful, and worthwhile for a person. They determine his attitude to various attributes (significant signs) of life: social, material, spiritual. Even in ancient times, they knew that a person has spiritual strength, loyalty to his convictions and confidence in his righteousness, giving the courage to overcome many difficulties. According to Aristotle, such a person is at the highest level of spiritual greatness and courage. It consists in equally openly expressing love and hate, in order to judge and talk about anything with complete sincerity, and in order to value the truth above all else, ignore the approval and censure of others.

A person's values \u200b\u200bare his point of view, which he is ready to adhere to, fight for and improve it. Values \u200b\u200bare not something that can be seen, and therefore they elude understanding. They can only be recognized by studying the reactions and attitudes underlying human behavior.

Values \u200b\u200bcan be determined by considering a person's attitude towards the following attributes of life:

· To the authorities (with respect, questioning ...);

· To the result of work;

· To risk;

• to help others;

· To life and work;

· To encouragement and punishment;

To pleasure, etc.

Some values \u200b\u200bcan be shared by all members of society, others are not. There may be complete support for the views, agreement with the views, the ability to reconcile, or complete disagreement. The development of human value attitudes occurs in a rather complex way of education, observation, life experience.

With the accumulation of experience, the nature of values \u200b\u200bfor a person can change. When choosing a leader, it is important to know what moral and spiritual rules a person is guided by in life, work, communication; what are his ideals, values.

The ideological qualities of a leader are understood as his ideological convictions and views, his dedication to the cause, his life position (life philosophy), which forms a certain system of values \u200b\u200band ideals. In dealing with many of the issues that a manager meets, there are usually several alternative solutions. He is given a certain freedom to choose what and how to do.

The choice of this or that option depends on what the manager considers valuable, that is, important and correct. The decisions made by the leader have a great impact on his life, on how he relates to others, what kind of person he becomes. Decisions made in the past determine behavior in the present, they become the basis of values.

Personal qualities - the ability to fulfill obligations and promises, determination and perseverance in achieving goals, thinking outside the box, initiative, a high level of education and erudition, strength of character, fairness, tact, neatness, neatness, ability to win over, a sense of humor, good health.

A separate requirement is the ethical standards of behavior of a manager and a specialist. Ethical standards are the observance of the norms, first of all, of business ethics, that is, the ethical standards of a manager's behavior in a market economy must obey his high moral principles and ideals and correspond to the growing requirements of the corporate culture of the organization.

With regard to the management of an organization, first of all, it should be about the following:

· Profit maximization should not be achieved at the expense of the destruction of the environment;

· in competitive struggle you should use only "legal techniques", that is, observe the rules of the market game;

· Fair distribution of benefits;

Personal example of compliance ethical standards at work and at home;

· Discipline and moral stability.

· Personal resources of a manager and a specialist are information and information potential in general, time and people. Skillfully using these resources, a leader or specialist gets high results, constantly increasing the competitiveness of the organization he leads.

The effectiveness of the management itself is influenced by:

· The ability to determine the temperament and character of subordinates;

· Ability to manage oneself;

· Ability to evaluate and select efficient personnel;

· Ingenuity and ability to innovate;

Knowledge of modern management approaches, market patterns. Restrictions in the self-development of a leader or specialist. Of particular interest in this regard is the concept of constraints. Its idea is that all managers and specialists have the opportunity to develop and improve the efficiency of their work.

However, there are areas in which managers or specialists are incompetent, which is a limitation for them.

By identifying such limitations, one can focus on those factors that prevent the full realization of all personal opportunities manager or specialist. In this regard, there are ten potential limitations in the activities of a leader or a specialist. Separately, it should be said about such a requirement as the formation of a team, the success of which in management practice is determined by the real leadership of the leader. Leadership always involves the use of power or the ability to influence others, since it is one of the important and effective mechanisms for the implementation of power in a group. Power itself can be based on personality or position in an organization.

Leadership is the ability to effectively use all available sources of power to turn a vision created for others into reality. Since the effectiveness of leadership depends on the amount and type of power that the leader uses, an important question is: what are the sources of power and how they should be used to achieve greater efficiency. A manager or a specialist should bear in mind that the work collective as a unit of society performs two interrelated functions: economic and social. The economic function is that the collective carries out joint labor activities, as a result of which material or spiritual values \u200b\u200bare created.

The social function is to meet the social needs of the members of the work collective - the opportunity to work, receive remuneration for work, communicate with members of the collective, and receive recognition. Participate in management, use your rights in accordance with the law (the right to work, rest, health care, etc.) Forming a team is a complex and controversial process. This is due to the fact that the fundamental interests and goals of its members have differences and contradictions (often personal goals and interests conflict with the goals of the organization).

Depending on the correspondence of individual goals and attitudes to group interests, we can talk about the social maturity of the work collective. The maturity indicator largely determines the nature and content of the manager's management activities. The development of the team is a constant process, it continues and is expressed in the development of the creative forces of the team, self-government, strengthening the socio-psychological climate and strengthening the social sphere.

Analyzing traits modern leader, one cannot but name such an important value in managing an organization as the authority of a leader. Authority is the earned trust that a manager enjoys from subordinates, superiors, and work colleagues. This is the recognition of the personality, the assessment by the team of the compliance of the manager's subjective qualities with the objective requirements. The authority of a leader or a specialist is associated with the performance of basic functions in accordance with the position held, we reinforce it with personal example and high moral qualities. In this sense, two statuses are distinguished:

· Real authority, determined by the actual influence of the leader, real trust and respect by his team (subjective authority). (Bialiatskiy N.P. et al., Personnel management: Textbook. Manual; Minsk: Interpressservice, eco-perspective, 2002. - 149 p.)

Thus, successful business managers recognize that human resources deserve attention, as they are an important factor in making strategic decisions. management decisionsthat determine the future of the firm. In order for a firm to operate effectively, three critical elements are required: the task and the strategy (its implementation); organizational structure and personnel management. However, it is important to remember that it is the people who do the work, provide ideas, and let the firm live. And for this it is necessary that the personnel of the organization be highly qualified and professionally trained.

2. Methods and approaches for assessing the business and personal qualities of managers and specialists in the management process

It is very difficult to create an assessment system equally balanced in terms of accuracy, objectivity, simplicity and comprehensibility; therefore, today there are several personnel assessment systems, each of which has its own advantages and disadvantages. The use of modern methods of objective assessment of the work of managers, and especially managers, in a market economy and democratization of management is of particular importance. Conducting such assessments on the eve of certification, in the process of electing a manager or a specialist, in the formation of a personnel reserve for promotion, as well as in the current reshuffle in the staff - these are the main practical directions of the assessment activities of organizations. Evaluation is an integral and essential element in the structure of labor management of management personnel.

The performance assessment system should provide accurate and reliable data. The stricter and more definite it is, the higher the probability of obtaining reliable and accurate data.

There are the following methods for assessing the business and personal qualities of a leader or specialist:

1. Quantitative methods

2. Qualitative assessment methods

3. Evaluation by the trait method

4. Assessment based on labor analysis

5. Functional assessment

6. Methodology for determining the style of leadership

7. Target assessment method

Quantitative methods

Quantitative assessments, for example, the business and organizational qualities of an employee, are made, as a rule, using expert assessments. At the same time, for the characteristics of a candidate for a position, 6-7 criteria are first established (taking into account the specifics of production and working conditions).

For example:

· The ability to organize and plan work;

· Professional competence;

· Awareness of responsibility for the work performed;

· Contact and communication skills;

· Ability to innovate;

· Hard work and efficiency.

For each of these criteria, based on the study of the activities of candidates for the position, an appropriate assessment is given according to a selected, for example, five-point scale (excellent - 5; good - 4; satisfactory - 3; not - satisfactory - 2; bad - 1).

Criteria scores are usually ranked according to increasing quantitative value. For example, when evaluated by the criterion "ability to organize and plan work":

1-clearly disorganized employee and manager;

2 - does not know how to organize and plan his work and the work of subordinates;

3-knows how to organize the work process, but does not always plan work well;

4-knows how to organize and plan well their work and the work of subordinates;

5-knows how to create and maintain a clear order in work based on effective planning.

In terms of their importance in the overall assessment of a candidate for a specific position, certain qualities always have different specific thweight that is established by an expert. For example, according to the six criteria above, certain values \u200b\u200bcan be taken.

To determine the overall assessment of the business and organizational qualities of a candidate for a managerial position, a special assessment sheet is drawn up. Naturally, the higher the overall assessment for each group of qualities, the more worthy the candidate is to fill a position in the management apparatus. The highest possible score is 5 and the lowest is 1.

Education, work experience and age of the employee must be taken into account when assessing business qualities. The point is that education - one of the main qualitative characteristics in determining the level of qualification of an employee, work experience - a quantitative measure of experience, and age is correlated with work experience.

The most important conditions for the application of this method is to ensure the anonymity of the assessments given by experts and the validity of the selection of the composition of the expert commissions. If anonymity is achieved through a special questionnaire survey or testing, then the validity of the selection of the composition of experts consists in their thorough preliminary assessment, as well as in the methodologically competent and purposeful formation of the quantitative and qualitative composition. For example, the main requirements for an expert are his competence in production management, morality, deep knowledge and a recognized ability to solve special problems in accordance with certain - functions.

Selection, coordination and approval of expert commissions are usually carried out by the head of the personnel department and the head of the organization. The head of the human resources department introduces the assessment methodology to the experts with the help of a scientific consultant, who for the first time practically leads the entire work. At the organizational level, expert commissions (a commission for evaluating the heads of the management apparatus, a commission for evaluating line managers of production units, a commission for evaluating specialists in the management apparatus) usually include 3 - 5, but not more than 7 people. In this case, the number of experts should include both the assessed one and his leader.

Qualitative assessment methods

To date, a significant number of management personnel assessment systems have been developed in domestic and world practice, which can be classified on various grounds. The solution to the question of the content (or subject) of the assessment is one of the initial ones in the formation of any system. The analysis of what is the content of the assessment - namely, which aspects of management activities are measured, analyzed and interpreted, allows us to identify several main approaches.

As an item manager's assessments in various methods are:

business and personal qualities (properties, traits) of managers and specialists;

characteristics of their behavior in various situations;

quality of execution management functions;

characteristics of the management tools used;

performance indicators of the headed teams;

results of organizational activities;

success in setting and achieving management goals for specific teams.

Also distributed comprehensive assessment, the content of which includes various combinations of the named subjects of labor evaluation. The degree of development of each of the approaches is not the same. Some (for example, assessment of qualities) are brought to a completely complete methodological support, and even automation, others (for example, target assessment) are presented only in the form of certain principles

Scoring by the trait method

The assessment of managers and specialists using the method of traits has become widespread. At its core - recognition of the influence of a person's psychological properties on the characteristics of his activity. Among the techniques , based on this approach, includes a point assessment of the degree of expression in managers and specialists of a certain set of business and personal qualities, an assessment of those traits that are most correlated with the effectiveness of the activities of managers and specialists in specific teams. For this, a computer is used to select (without interpretation quantitative assessments) such a list of properties that most distinguishes each manager and specialist and helps to compose his business portrait.

The difference in methods is associated with the methods used to measure personality traits and the proposed lists of traits. However, despite the variety of modifications of such techniques, the subject of assessment is the same everywhere - the qualities of the personality of a leader and a specialist. As a result, a socio-psychological characteristic of the assessed person is always obtained and his possession of certain properties is stated.

The experience of using such assessment systems allows us to identify their main drawback. - subjectivity of the knowledge received. The reasons for this are rooted in the method itself, which is associated with the will and consciousness of the subjects involved in the assessment. This is not about obtaining biased or incompetent assessments, which is possible with the implementation of any approach, but about the content of the assessment being made.

Assessment based on labor analysis

The definition of psychological properties based on the analysis of the labor of management personnel occurs within the framework situational assessment, which, however, is similar to trait assessment. Only in this case, relatively invariant features of the manager's behavior, which are manifested in the process of solving specific managerial tasks, act as stable psychological characteristics.

The situational assessment methodology provides for a procedure for selecting typical managerial situations in a specific team, in the structure of which the manager's work is described, and then his behavior is assessed. The rational basis for this assessment is that the heterogeneity of the elements work situation in each case develops into a certain complex of conditions and tasks of management activity. The solution of these tasks is extremely difficult and the effectiveness of a manager's actions, of course, is determined by his personal characteristics.

The methodology is based on the idea of \u200b\u200bmanagerial situations as units of analysis of the labor of a managerial worker, but it is their structure that remains insufficiently developed. The situations used in the course of assessing the situation (lack of consistency in work plans with related departments, conflicts caused by an unclear delineation of functions, lack of financial resources, lack of staffing in the department) are, in essence, only a description of individual management problems.

The results of assessing the behavior of managerial workers, as in the case of assessing qualities, is a socio-psychological characteristic, only more professionally oriented. It contains information on how (effectively or not) the employee acted, in which situations it was more effective, in which it was less effective. However, this method does not help to find out the cause of this behavior and its consequences.

Functional assessment

The functional assessment of a manager or a specialist is based on an analysis of the labor process, finding out how well he copes with his job responsibilities... The work of a leader or a specialist in this case is described in the structure of the specific functions he performs to regulate joint activities. For example, one of the methodologies distinguishes management functions such as planning, organization, staffing, leadership and leadership, and control.

This method is based on an understanding of the special tasks of organizational activity, which distinguish managerial work from performing work and have some universal content, as well as an understanding of the place and role of the leader in the work collective.

We can say that the main tasks of his (manager or specialist) activities as a subject of management are:

· Elimination of discrepancies in approach, time of action, efforts of jointly working individuals;

· Setting and maintaining the rules and norms of labor behavior and interaction in the team, as well as a certain system of values \u200b\u200bin the world of work;

· Coordination of general and individual goals of activity;

· Ensuring the maximum contribution of everyone in obtaining the overall result.

The conditions of managerial activity, the sphere of joint work, the parameters of the team headed only concretize these tasks, fill them with subject content, without changing the essence of the functions performed. Functional assessment has the virtue of looking at what managers are actually doing. It allows you to identify weaknesses in the work of specific leaders based on knowledge of common tasks management activities.

Methodology for determining leadership style

Analysis of the quality of work performance also involves determining the style of leadership. A leader or a specialist creates values \u200b\u200bnot directly, but through other people, regulating their behavior and modifying it in the direction necessary for the implementation of common goals. The means of solving all problems in the team for him is a purposeful and systematic impact on people in the process of joint work.

The main in the activities of a leader or a specialist are personal position, style business communication, the chosen method of interaction with subordinates. And if the analysis of managerial functions allows us to reveal the content of the work performed by the manager, the range of tasks to be solved, then the definition of the style of leadership reveals the system of responsibility introduced by the manager or specialist into the work process and acting as an important means of his influence on other people.

With this approach, the subject of assessment is the nature of the relationship between the manager and his subordinates. It allows you to reveal the personal characteristics of the leader's behavior in the system of "leadership - subordination" relations. The method of influencing people is of fundamental importance for successful work leader, ensuring effective joint activities, therefore, the assessment of the used management tools is an important aspect of the analysis of the quality of managerial work.

Target assessment method

Goal-setting is at the heart of any management and is an essential element of managerial work. Goal management is now seen as a necessary component of effective governance. In addition, it is difficult to expect effective work from a manager (as well as from any other employee) as long as his final results remain unclear or at least the benchmarks to which he needs to strive are not outlined. This determines the rational basis on which this method of assessment is built.

The advantage of the approach is the ability to plan and control the activities of managers, setting goals and monitoring the degree of their implementation. The information obtained in the course of such an assessment allows us to judge how well the manager worked, whether the intended management goals were achieved.

The weak side of target assessment is the fact that the leader can achieve and not achieve goals against his will. And the point here is not only in the delimitation of competence, but also in the need to take into account uncontrolled or unforeseen factors - those circumstances that can significantly affect the results of the leader's activities, regardless of his personal efforts. Therefore, using this method, only the operational work of managers is assessed. And although the target assessment has not yet received due theoretical and methodological development, this method is considered by specialists as one of the most promising.

Conclusion

In this course work, the topic "Business and personal qualities of managers and specialists" is studied.

The first chapter covers theoretical aspects assessment of the business and personal qualities of the leader; the approaches and methods of business and personal qualities of a leader, influencing the management process, have been studied;

Employees are workers whose work is one or another kind of mental work. The content of employees' labor differs significantly from the labor of workers: after all, the labor of workers is primarily physical labor. Another difference between office work is that its results are difficult to directly quantify. Moreover, the results of the work of management personnel often become obvious not immediately, but only after a certain period time, sometimes long enough.

Organizations periodically assess their employees to improve their performance and identify professional development needs. Studies show that regular and systematic staff assessment has a positive effect on employee motivation, professional development and growth. At the same time, the results of the assessment are an important element of human resource management, since they provide an opportunity to make informed decisions regarding remuneration, promotion, dismissal of employees, their training and development.

In the structure of the organization's personnel, the category of workers with vocational education, the category of workers with the age of 40-49 years, predominates to a greater extent.

Human potential, the ability of a leader to correctly set a goal and effectively manage resources become the main factor in the success of an organization. The problems of human resource management of the organization are highlighted. An individual approach to a person allows the company to achieve better results. A talented leader always acts as a role model among subordinates, peers, and even higher bosses. Original methods of management, norms of behavior are difficult to convey through conversations and moralizing, they are more effectively transmitted through behavior, actions that can be constantly observed during industrial contacts.

The modern approach to organization is a balanced combination of human values, organizational change and continuous adaptation to change. external environment... All this requires significant changes in the principles, methods and forms of working with people in the organization.

FROMlist of used sources

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2. Bialiatskiy N.P. and others, Personnel Management: Textbook. Allowance; Minsk: Interpressservice, ekoperspektiva, 2002 .-- 352 p.

3. Vachugov, D. D. Fundamentals of Management: Textbook.-M .: Higher. School, 2001.-367s.

4. Personnel management: Textbook for universities / Ed. T.Yu.Bazarova, B.L. Eremina. - 2nd ed., Rev. and add. - M .; UNITY, 2005 .-- 560 p.

5. Management: textbook for bachelors / under general. ed. by I. N. Shapkina. - M .: Yurayt Publishing House, 2013 .-- 690 p.

6. Abryutina, M. S., Grachev, A. V. Analysis of the financial and economic activity of the enterprise: Educational and practical guide. - M .: Delo and Service, 2003 .-- 318 p.

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Knowledge skills personal business qualities competence. The main professional and personal qualities of a consultant. Application of competencies - personnel assessment

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