{"id":796,"date":"2022-07-10T10:44:19","date_gmt":"2022-07-10T10:44:19","guid":{"rendered":"https:\/\/dsdro.ro\/?p=796"},"modified":"2022-07-10T10:48:59","modified_gmt":"2022-07-10T10:48:59","slug":"10-psychological-recommendations-for-being-a-good-manager","status":"publish","type":"post","link":"https:\/\/dsdro.ro\/ro\/2022\/07\/10\/10-psychological-recommendations-for-being-a-good-manager\/","title":{"rendered":"10 RECOMAND\u0102RI PSIHOLOGICE PENTRU A FI UN BUN MANAGER"},"content":{"rendered":"
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10 RECOMAND\u0102RI PSIHOLOGICE PENTRU A FI UN BUN MANAGER<\/strong><\/p>\n

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  1. Asigur\u0103-te c\u0103 \u0219tii exact care sunt obiectivele organiza\u021biei pe care o conduci.<\/strong> Prin excelen\u021b\u0103, managerul are rolul de a implementa \u00een via\u021ba real\u0103 viziunea\/concep\u021bia liderului. Pentru a se asigura c\u0103 face acest lucru, managerul trebuie s\u0103 cunoasc\u0103 foarte bine scopul organiza\u021biei \u0219i obiectivele pe care le are de atins.<\/li>\n
  2. Asigur\u0103-te c\u0103 activit\u0103\u021bile pe care le ai de f\u0103cut sunt bine planificate \u0219i corespunz\u0103tor bugetate.<\/strong> Implementarea unei direc\u021bii de ac\u021biune este un demers laborios, care necesit\u0103 o planificare exemplar\u0103 a tuturor resurselor la dispozi\u021bie (umane, materiale, financiare, de pia\u021b\u0103, politice, sociale, de securitate, de informa\u021bii, informa\u021bionale etc.). Termenele de realizare a obiectivelor propuse sunt importante, iar prioritizarea priorit\u0103\u021bilor, uneori reprezint\u0103 un atribut intrinsec al managerului.<\/li>\n
  3. Asigur\u0103-te c\u0103 ai un colectiv de oameni pe care te po\u021bi baza.<\/strong> Totul se face cu oameni. De la concep\u021bie, la execu\u021bie (chiar \u0219i simpla supraveghere), oamenii sunt prezen\u021bi \u00een orice entitate social\u0103. De aceea, managerul are datoria s\u0103 construiasc\u0103 un colectiv care s\u0103 fie \u00een m\u0103sur\u0103 s\u0103 r\u0103spund\u0103 adecvat unei game foarte diferite de sarcini \u0219i responsabilit\u0103\u021bi profesionale. Selec\u021bionarea, angajarea, motivarea, preg\u0103tirea\/specializarea \u0219i reten\u021bia personalului reprezint\u0103 priorit\u0103\u021bi pentru orice manager de succes. \u00cen acest context, \u00eencrederea echipei \u00een manager \u0219i a managerului \u00een echip\u0103 sunt esen\u021biale. Asigur\u0103-te c\u0103 faci tot ce este posibil pentru dezvoltarea profesional\u0103 a echipei, \u00een ansamblu \u0219i a fiec\u0103rui membru, \u00een parte.<\/li>\n
  4. Asigur\u0103-te c\u0103 exist\u0103 o bun\u0103 comunicare \u00een organiza\u021bie.<\/strong> Comunicarea este esen\u021bial\u0103 pentru un manager. Aceasta poate fi at\u00e2t ierarhic\u0103, c\u00e2t \u0219i pe orizontal\u0103. Pentru un manager de succes este fundamental ca fluxul de comunicare proiectat s\u0103 func\u021bioneze optim, iar informa\u021biile solicitate s\u0103 ajung\u0103 oportun, \u00een volum complet \u0219i nedistorsionat la el, pentru a fi \u00een m\u0103sur\u0103 s\u0103 ia deciziile cele mai bune pentru organiza\u021bie. Orice \u00eentrerupere a acestui flux de comunicare sau distorsionarea sa poate afecta procesul decizional \u0219i eficien\u021ba organiza\u021biei. Managerul va trebui s\u0103 ia \u00een considerare \u0219i un mecanism de diploma\u021bie public\u0103, \u00een cadrul procesului de comunicare, deoarece este important pentru comunitate\/societate s\u0103 \u00een\u021beleag\u0103 corect utilitatea \u0219i rolul respectivei organiza\u021bii. A\u0219adar, comunic\u0103 permanent cu oamenii, at\u00e2t pe vertical\u0103, c\u00e2t \u0219i pe orizontal\u0103. Comunicarea presupune \u0219i ascultarea oamenilor.<\/li>\n
  5. D\u0103 responsabilit\u0103\u021bi membrilor echipei.<\/strong> Pentru ca lucrurile s\u0103 func\u021bioneze bine, studiile psihologice au demonstrat c\u0103 persoanele care au primit responsabilit\u0103\u021bi clare sunt mai implicate, mai active, mai prudente \u0219i mai loiale organiza\u021biei, dec\u00e2t cele care nu au primit astfel de responsabilit\u0103\u021bi \u0219i competen\u021be. \u00cen fapt, nici un manager nu poate acoperi toate domeniile de interes, iar numirea \u00een func\u021bie a speciali\u0219tilor este determinant\u0103 pentru eficien\u021ba organiza\u021biei. A\u0219adar, se recomand\u0103 delegarea autorit\u0103\u021bii \u0219i chiar descentralizarea, \u00een unele situa\u021bii.<\/li>\n
  6. Ia decizii.<\/strong> Oamenii se a\u0219teapt\u0103 de la manager s\u0103 ia decizii. Teama de a lua decizii, chiar dure pentru oameni, dar, bune pentru organiza\u021bie este sanc\u021bionat\u0103 nu numai de c\u0103tre lider, dar \u0219i de c\u0103tre oameni. Deoarece o decizie proast\u0103 poate fi corectat\u0103, se consider\u0103 c\u0103 este mai bun\u0103 dec\u00e2t lipsa de decizie.<\/li>\n
  7. Seteaz\u0103 obiective clare \u0219i a\u0219tept\u0103ri realiste.<\/strong> Setarea de obiective \u0219i a\u0219tept\u0103ri reprezint\u0103 una dintre p\u00e2rghiile cele mai eficiente, care garanteaz\u0103 succesul organiza\u021biei. Oamenii din subordine au nevoie de o misiune clar\u0103 pentru a reu\u0219i. Totodat\u0103, ei au nevoie s\u0103 \u0219tie ce trebuie s\u0103 fac\u0103 pentru ca munca lor s\u0103 fie apreciat\u0103 la justa sa valoare \u0219i s\u0103 fie promova\u021bi\/recompensa\u021bi, c\u00e2nd \u00ee\u0219i \u00eendeplinesc sarcinile primite. Utilizarea sistemului SMART (Specific, Measurable, Achievable, Realistic Timely) \u00een setarea obiectivelor poate fi o solu\u021bie optim\u0103 (adic\u0103, obiectivele s\u0103 fie: Specifice, M\u0103surabile, de Atins, Realiste \u0219i la Timp).<\/li>\n
  8. Consider\u0103 c\u0103 succesul apar\u021bine echipei, iar e\u0219ecul managerului.<\/strong> Fii responsabil \u0219i f\u0103 tot ce se poate, deopotriv\u0103, pentru organiza\u021bie \u0219i pentru oamenii ce o compun. Ofer\u0103 mentorat, \u00eendrum\u0103, ajut\u0103, dac\u0103 este nevoie, dar nu \u00eencerca s\u0103-l \u00eenlocuie\u0219ti pe fiecare membru al echipei. Fiecare trebuie s\u0103 \u0219tie c\u0103 are o responsabilitate pentru zona sa de competen\u021b\u0103.<\/li>\n
  9. Fii moral \u0219i etic.<\/strong> Etica \u0219i moralitatea \u00eentr-o organiza\u021bie sunt foarte importante pentru moralul \u0219i starea de spirit personalului. Eficien\u021ba organiza\u021biei este determinat\u0103, pe termen lung, de percep\u021bia moralit\u0103\u021bii \u0219i eticii \u00een organiza\u021bie, iar succesul acesteia este explicat \u00een procent de aproximativ 20% de aceste variabile, indiferent de organiza\u021bie. De aceea managerul de succes trebuie s\u0103 le acorde o aten\u021bie special\u0103, pe timpul mandatului s\u0103u. Organiza\u021biile care se bazeaz\u0103, prin tradi\u021bie, pe un set de valori, le pot promova mai u\u0219or, \u00een cele mai diverse situa\u021bii.<\/li>\n
  10. Fii adaptabil(\u0103).<\/strong> Managerul trebuie s\u0103 fie cel mai bine racordat la provoc\u0103rile mediului la adresa organiza\u021biei. El trebuie s\u0103 le prevad\u0103, din timp, s\u0103 le estimeze efectele asupra organiza\u021biei sale \u0219i s\u0103 adopte m\u0103surile necesare pentru ca organiza\u021bia s\u0103 aib\u0103 c\u00e2t mai pu\u021bin de suferit. \u00cen acest context, analiza de risc este foarte important\u0103 pentru manager. Acest lucru presupune deschiderea la schimbare, la reforme, la inova\u021bie, la provoc\u0103ri, dar \u0219i asumarea unui nivel de risc rezonabil pentru organiza\u021bie. Oamenii creativi, cu ini\u021biativ\u0103 trebuie promova\u021bi \u0219i sus\u021binu\u021bi, deoarece ei pot propune solu\u021bii ingenioase pentru rezolvarea unor situa\u021bii aparent f\u0103r\u0103 ie\u0219ire. Fii rezilient.<\/li>\n<\/ol>\n<\/div><\/div><\/div>
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