Psychology of management

Experts also distinguish the following categories: 
- Ability to see the final goal 

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- Ability to arrange priorities and to concentrate 
- Flexibility 
- Active consciousness 
- Realistic optimism 
- Thinking by the principle “I won – you won” 
- Mastering oratorical skill 
- Project management 
- Problem solving and making complex decisions 
- Client-orientation 
- Business experience 
- Technical expert 
- High moral quality
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

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Topic 5.Management 
 
1. The differences between management and leadership. 
2. Styles of management. 
3. Delegating authority 
4. Criteria of management efficiency evaluation. 
References 
1. 
Romanovskiy A. The basics of social systems management theory.Kh., 2011. – 195 p. 
2. Romanovsky A., Mikhailichenko V. Philosophy of success attainment. Learning aid. – 
Kh., 2003. – 691 p. 
3. Romanovsky A., Mikhailichenko, Gren L. Pedagogy of success. Textbook.Kh., 2014. 
– 267 p. 
4. Lukianov A. Who is a LEADER. 
5. Volkov I. To a manager on human factor. – L., 1989. 
6. Kravchenko A. The history of management. M. 2002. 
 
1. The difference between management and leadership 
At present, the problems of individual style of management, development of managerial 
decision remain quite actual. The forms, methods, principles of solving these problems are 
notable of considerable variety: they comprise both bare administrating, and attempts of posing 
as some kind of supplicant, and the desire to conceal one’s inaptitude in people managing behind 
affected rudeness. 
Experience shows that low managerial culture adversely affects the whole organization’s 
functioning. One of important preconditions of successful fulfilment of tasks facing an 
organization is the possession by the executive of certain personal and business traits, as well as 
the choice of optimal management style. 
As early as in the first works on psychology of management there was singled the 
manager’s personality psychology as one of its essential directions. Empirical study of this 
problem began since 1920ies and is conducted at present quite intensely. The problem of 
leadership in management is one of cardinal questions in management psychology. 
Initially, a leader was treated as the group member who moves forward as a result of 
interaction in the course of a certain task solving. In other words, a leader moves forward in a 
concrete situation, assuming certain functions. 

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Other group members accept the leadership, i.e. build up such relationships concerning 
the leader that suppose his/her guiding them, and their being the followers. 
The leadership process can be quite contradictive: the measure of the leader’s claims and 
the measure of other group members’ readiness to accept his/her leading role may mismatch. To 
find out the real possibilities of a leader means also to find out how the leader is perceived by 
other group members. The extent of leader’s influencing the group is also a variable quantity: in 
certain circumstances a leader’s possibilities may increase, while in others, on the contrary, 
diminish. 
It’s important to note that concerning the leadership problem, the foreign psychology 
often equates the notions of “leader” and “executive” or “manager” using them as synonyms 
(though in German, unlike English, there are different words for these notions). For domestic 
researchers it is characteristic to distinguish the leadership and management as two separate 
phenomena inherent to organized entities. 
A special consideration needs the problem of correlation between the two notions – 
“control” and “management”. 
Control
is a broader notion meaning 
a directed influencing a 
system or separate processes happening to it in order to change its state or to impart new 
properties and qualities to it
. The notion of “control” relates both to technical (“machine – 
machine”), sociotechnical (“a human – a machine”) and social (“a person – a person”) systems, 
while