Psychology of management

 
3. Co-operation between a leader and personnel. 
For achieving a common goal the microclimate in a particular collective is important. Inner 
conflict decreases work productivity. That is why employees should act as partners, team-mates, 
or even as co-founders. Of course the principles of hierarchy and systemacy should remain 
unshakable because they are the universal principles of management. At present they speak ever 
more often of solidary style of management which rests on co-operation through understanding 
of other people and their significance, especially when taking and realizing risky managerial 
decisions.
 
4. Development and rational use of goals achievement methods. 
A successful leadership model by all means includes technology of managerial decisions. 
This emphasizes the increasing role of a manager’s “technical proficiency” which (s)he needs as 
early as the stage of defining specific aims and general overview of a problem. Making an 
organization mission clear by specifying its strategic aims will distinguish an engineer of the 
future who is striving to increase company’s chances for success.
 
5. Readiness for risks when taking non-traditional decisions 
Uncommon situations demand taking uncommon decisions, and, consequently, bravery, 
decisiveness, possessing instruments of profitable application of one’s mind, and realizing the 
necessity of adjustment to changes which constantly challenge a manager. An executive has to 
take such decisions so that not to lose his/her place in business. Very often such decisions are 
risky as well. 
This is such a change of an alternative when traditions, settled opinions, and even 
experience give way to technology in the basis of which lays the manager’s intuition, the art of 
management, personal conviction, and self- certainty. Risk in this case is compensated by skill 
readiness to adapt to changes and is grounded on being certain of one’s actions. 

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