home Management Theory and practice of personnel management - Shchekin GV

Theory and practice of personnel management - Shchekin GV

20.3. Test "The ability to conduct business meetings"

Put it - it must be done correctly and objectively - yourself scores from 1 to 5 for each item and write them down. Do not be afraid to put and extreme evaluation. Estimates mean: 1 - "No, it does not happen at all"; 2 - "No, as a rule, it does not happen like this"; 3 - "undefined estimate"; 4 - "yes, as a rule, it happens"; 5 - "Yes, it always happens."

The key to the test

Add the scores you made against statements 1, 3, 5, 7, 9, 11, 14, 16, 18, 20, 22, 24, 27, 29, 31, 33, 35-37 and 40 and designate the amount of A It is in the range of 20 to 100). To obtain the sum B add up the points in the remaining lines (statements 2, 4, 6, 8, 10, 12, 13, 15, 17, 19, 21, 23, 25, 26, 28, 30, 32, 34, 38 and 39 ). This value should also be in the range from 20 to 100.

The results of this test show what your behavior at the meetings is: diplomatic or authoritarian. If the amount of A is at least 10 points higher than the amount of B, then most people should consider you a good diplomat; If the amount of B is at least 10 points higher than the amount of A, then you conduct the discussion authoritatively, imperiously and unceremoniously. If both amounts differ by less than 10 points, then your behavior does not receive an unambiguous assessment in the team. This evaluation can be either positive or negative, depending on the circumstances.

Let's say that your style of behavior is determined with the help of this test unequivocally. In this case, diplomatic style means that you have the desire to take into account the opinions of others and make sure that your own ideas are consistent with the thoughts of employees. At the same time compromises are inevitable, but the participants of the meeting are convinced that there is also their contribution to the decision making that their cooperation to you as a manager is not indifferent. Everyone has a desire to "pull in one direction."

Authoritarian participants of the meeting try to drag ideas and projects, not paying attention to others. They act aggressively, dynamically, aggressively, and often presumptuous. Their partners in the meeting rarely have the opportunity to speak. They seem to be cornered. At the authoritarian conduct of the meeting, the head confidently holds the reins of government, submits many proposals, reports a lot of new information and formulates his opinion categorically, without allowing any objection. He does not seek universal agreement, does not seek to make a decision as a common matter, does not seek the support necessary for its implementation.

The choice of the way of behavior depends on the goals you set, as well as on the specific situation in which you will hold a particular meeting or conversation.

Diplomacy in communication is appropriate in such cases:

• Enough time to discuss all the arguments; The decision will be successfully implemented only if all participants in the discussion recognize it;

• The participants of the meeting understand the problem and know the solutions;

• Great differences arose, and it is necessary to persistently persuade the dissenters themselves of the correctness of the decision made.

Authoritarian behavior is permissible if, for some reason, you can not turn to the help of partners either in the creative consideration of this issue, or in its subsequent implementation. This happens in cases where:

• the only thing is to take a decision as soon as possible in the current situation;

• You can not pay attention to the psychological climate in the team.

Psychologists working at enterprises confirm that both behavioral styles - diplomatic and authoritarian - can lead to success. But all the same authoritarian conduct of the meeting should be attributed to undesirable exceptions, especially if its participants will have to continue working. Otherwise, in the future, no diplomacy will help you any more.