Psychology of management

Subjective factors: 
-
individual-and-psychic peculiarities of the manager’s personality
(character, tem-
perament, abilities, will traits, etc.); 
-
possessing authority by the manager
. A reputable manager is usually more democratic, 
because authority is the power that influences employees besides direct managerial impact. And 
on the contrary, a manager tries to compensate authority absence by harsh, directive actions; 
-
the level of general and managerial culture, of education
(in particular, knowledge of 
management theory basics); 
- available general and managerial experience. 
Thus, there are many factors influencing the choice of style of organization management, 
all of them are closely interconnected, supplement each other, and sometimes contradict one 
another. That is why there is no one single rule enabling an executive to determine how (s)he 
should behave in this or that situation. Everything depends on how professionally and 
psychologically an executive is educated. A high level of professional and psychological 
competency will help him/her to correctly assess when, where, and how to act. 
3. Delegating authority. 
An executive doesn’t have an opportunityto deal in person with all the problems, which is 
why the ability of delegating authority or powers to a competent specialist is very important. By 
delegating
in general sense 
is understood a temporal transfer of a task or activity from an 
executive’s sphere of responsibility to an employee
. The problem of delegating authority is 
urgent in modern conditions. According to specialist estimations, 40 – 60% of managers’ and 
specialists’ working time is spent on carrying out the functions that could be performed by 
specialists of lower qualification. 
If delegating authority doesn’t take place a manager simply lacks time to do everything 
qualitatively and timely. Lack of time, in its turn, determines his/her taking stereotyped or even 
wrong decisions. Incomplete delegating authority is also ineffective, when an employee is 
instructed to solve a problem, but has no rights or possibilities for solving it. 
There is no doubt that not all tasks of managerial activity can be delegated to one’s 
employees. In any case, the following tasks are delegated: 
- routine, small work; 
- specialized activity; 
- particular questions; 

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- preparatory work (project, etc.) 
Not to be delegated: 
- the most important managerial functions (development of the ideas and policies of 
organization development, monitoring results, etc.); 
- control of employees, and motivating them; 
- tasks of high risk level and of utmost importance; 
- uncommon, exclusive matters; 
- urgent matters which leave no time for explanations and control; 
- strictly confidential tasks. 
Due to a number of reasons a subordinate may have a resistance to delegating (in 
particular due to lack of knowledge and experience, fear of criticism, fear of responsibility, fear 
of excessive demands, etc.). In this case it is necessary to talk to an employee openly, to try 
discovering reasons and come to mutual decisions using stimulation. 
The