Theory and practice of self-management - Lukashevich NP

1. Theoretical basis of self-management

1.1. Modern scientific views on the essence of self-management

Start of scientific understanding of the problem of self-management in the domestic administrative and sociological literature can be attributed, in our opinion, by the middle of the 90s. In one of the first publications on the subject V. Karpichevym1 attempt to "the introduction of the problem" was made of self-management, put forward for discussion some of the contours of self-management model. Somewhat earlier, the concept of "self-management" was introduced into scientific circulation L. Zai-vertom2, head of the Institute of time management in Germany. Interest in this issue is not accidental. It is due to the logic of the development of managerial knowledge.

Self-management as a new trend in modern management originated in response to changes in the management of the situation in the world:

• an increase in the scale and dynamism of changes in the business and the business managers require the development of new approaches and management skills, the ability to deal with its own backlog, the continuity of self-development;

• increase in uncertainty, pressure and tension in the various forms of organization of life and the associated stress require managers the ability to govern themselves;

* Transformation of the creative worker in the building the most valuable capital of the organization raises the requirement to preserve and develop this potential, including by the workers themselves;

^ Exhaustion of many traditional schools and management practices puts managers faced with the necessity of development of modern management techniques revaluation of its capacity and work on its development.

Karpichev V. Self-management: Introduction to the problem // Problems. management theory and practice. - 1994. - № 3. - S. 103-106.

L. Zayeert your time - in your hands (the Chief Executives Board, as the effective use of working time): Per. with it. - M .: Economics, 1991. - S. 18.

As you can see, the changes have taken place to improve the management personnel requirements, his professionalism, training and retraining. However, as noted by M. and D. Woodcock Frensis1, the organization can not take on the development of skills in all managers. This would lead to the depletion of resources, organization and undermine its stability. Therefore, to maintain its continued growth and development has become a necessity for every manager. Note that in Ukraine and other countries of the former Soviet Union, the situation is exacerbated by the economic crisis, and the lack of practical management traditions. This self-management and self-development staff becomes Economics survival factor in market conditions, strengthening the position of management in the CIS countries and the emergence of a class of professional managers. Undoubtedly, the German researchers are right the problems of practical management and business career and Bärbel Heinz Schwalbe, states: "To succeed, we must be able to govern themselves." 2

It is the need to motivate the creative potential of each employee and the inability to meet its part of the traditional management and the efforts of the organizations called to process sociologization life and psychologizing of management, in the wake of which there was the direction of self-management, which opens perspectives for the study and implementation of individual business karery3.

In the management literature in recent years appeared publications on the theory and practice of self-management, which we will analyze in terms of their contribution to the implementation of effective business career.

Consider the conceptual approach to self-management LI Zai-verta4. In his definition of self-management - is consistent and purposeful use of tried and tested practices in daily practice for the optimum, meaningful use of their time.

See Woodcock .: M., Francis D. emancipated Manager: For head-practice: Per. from English. - M .: Delo, 1991. - S. 26.

Schwalbe B., H. Schwalbe personality, career, success: Trans. with it. - M .: JSC Izdat. group "Progress-Inter" 1993.

Business career from the standpoint of human resource management is seen as self-realization of their creative potential employee in the course of his career and professional advancement and related work to improve the level of their business and personal qualities. See .: Seiwert L. Decree. Op. - S. 7-40.

Accordingly, the main purpose of self-management - the most of their own capabilities, to consciously control over their lives (to define themselves) and to overcome the external circumstances at work and in personal life.

Self-management number is assigned to perform certain functions, which are presented in the form of a daily decision to all sorts of challenges. Functions are defined in interdependence and is typically implemented in sequence.

This process of self-management is presented as a kind of circle of rules that demonstrate the connection between individual self-management features (Figure 1).

face right

Figure 1. The terms of the rules

In the outer circle are designated five functions:

1 - Goal Setting (analysis and personal use);

2 - planning (development plans and alternatives

its activities);

3 - decision-making (decisions on the upcoming cases);

4 - Implementation and organization (preparation of the daily routine and bodies

zation personal work process for the implementation of tasks);

5 - control (self-control and control of the outcome (if necessary - adjustment purposes)).

In the inner circle of the function is available 6 - Information and communication (search and exchange of information, communication links required in all phases of the process of self-management).

For each function, developed working techniques and methods of its implementation, as well as the expected result in the form of winnings over time. All of them make up the technique of self-management.

Drawn up guidelines for the use of these techniques and methods for the effective implementation of each of the functions - assessment of the real situation, the inventory loss of time, gives practical advice to reduce these losses; It offers psychological tests for self-assessment of personal potential of self-management.

An overview of the state of their self-management you can get by answering the questions of the test 1.