Research results of professionally significant qualities (behavioral competence) of managers involved in projects are discussed in this paper. The research results have been compared with NCB SOVNET 3.0 behavioral competence norms. Four types of managers have been empirically identified according to their professional competence: 1st type – judging introvert; 2nd type – judging extrovert; 3rd type – perceiving extrovert; 4th type – perceiving introvert. Psychological factors directly correlated with planning and control of work execution by project participants and influencing these planning and control are considered within the macro psychological approach to their learning. The problem of involving motivated, enterprising and able to make decisions almost intuitively people in projects becomes more and more topical nowadays for companies’ management. Effective decision-making in management depends on a type of project managers’ personality, compliance of his profile to project type. In the course of work project managers have great difficulties in activities’ planning and organizing, and the problem of compliance between project manager’s personality type and the project character becomes important. Different projects require different types of managers. An appointment of an employee with the right personality profile and leadership style, corresponding to the project type is one of project effectiveness’ key conditions. One of the most popular techniques for project manager’s personality type diagnosis is MBTI. According to this approach the successful project managers are people with NT (Intuitive, Thinking) personality type; which make decisions based on intuition and logic. This is due to these managers are able to make decisions under uncertainty with lack of information. MBTI technique allows define the project manager’s personality type with the help of a meta model as a synthesis of information’s receiving and processing way, specific models of behavior and thinking style. In the conducted research with use of mathematical methods it was shown a possibility to define the type of employee and draw a conclusion on its behavioral competences by means of express diagnostics during conversation.
project management, social psychology, behavioral competences, conflict management.
Введение
Работа выполнена при финансовой поддержке РНФ (проект № 14-18-03271 «Макропсихологический анализ социальных явлений»).
В условиях высокой неопределенности внешней среды предприятий и компаний побеждает тот, кто смог привлечь к реализации проектов наиболее мотивированных и целеустремленных людей, интуитивно понимающих культуру проектного управления: в современном быстро меняющемся мире развитие экономики знаний подстегнуло конкуренцию за время, в связи с чем резко возрос спрос на людей, способных быстро принимать решения практически на интуитивном уровне с учетом максимального числа воздействующих на проект факторов [20]. Для любого проекта, требующего значительных управленческих усилий, компетентность его руководителя является важным компонентом успеха проекта [23; 27; 28]. Более того, назначение руководителем сотрудника с профилем личности и стилем лидерства, соответствующем типу проекта является одним из ключевых условий его эффективности [22; 26]. Существуют и другие факторы, влияющие на успех проектной работы, кроме личности руководителя: способы мотивирования сотрудников, типы личностей, входящих в проектную группу [8; 9; 15; 16; 24; 28].
Стремительные изменения социально-экономических условий обусловливают необходимость в специалистах, способных оперативно принимать решения в условиях неопределенности и ограниченного времени. Необходимость в определении таких сотрудников ставит задачу рассмотрения проектных менеджеров как большой социальной группы, изучением которой на уровне общественных и социально-экономических изменений занимается макропсихология — междисциплинарная область исследования, направленная на изучение социально-психологических процессов и явлений, релевантных обществу. Изменения в современном обществе ставят вопрос о необходимости проведения исследований, объект которых ограничен 4 уровнями: отдельных психических процессов, личности, малых групп, а также больших социальных групп, таких как профессиональное сообщество проектных менеджеров. Частным приложением макропсихологического подхода является применение психологического инструментария для решения проблем проектного менеджмента, например, определение типа успешного сотрудника.
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