Task 2
A) considers the first two situations indicated in his version from the position of a self-oriented leader;
B) considers the following two situations from the position of a business-oriented leader;
C) considers the last two situations from the position of a leader focused on relationships with people. Psychological climate in the team.

Situation 1
Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy performing another important task. You and your boss consider your tasks urgent.
A. Without challenging the boss’s assignments, I will strictly adhere to the chain of command and invite the subordinate to postpone the execution of my assignment.
B. It all depends on how authoritative the boss is for me.
C. I will express to my subordinate my disagreement with the boss’s assignment, and I will warn him that in future in such cases I will cancel tasks assigned without my consent.
D. In the interests of business, I will offer the subordinate to complete the work begun.

Situation 2
You received two urgent tasks at the same time: from your immediate superior and from your superior. You don’t have time to agree on deadlines for completing tasks; you need to start working urgently.
A. First of all, I will begin to carry out the task of the one I respect more.
B. First I will complete the building that is most important in my opinion.
C. First, I will complete the task of my superior.
D. I will carry out the assignment of my immediate superior.

Situation3
A conflict has arisen between two of your subordinates that is preventing them from working. Each of them individually turned to you with a request that you sort it out and support his position.
A. I must stop conflict at work, but resolving conflicting relationships is their own business.
B. It is best to ask representatives of public organizations to sort out the conflict.
C. First of all, I will personally try to understand the motives of the conflict and find a way of reconciliation acceptable to both.
D. Find out which member of the team serves as an authority for those in conflict, and try to influence these people through him.

Task 3
Develop your own model of the personal and business qualities that a manager should have. Describe characteristic features a manager known to you, confirm their presence by his behavior in specific situations. (Can be described from a newspaper article, indicating the newspaper, number and date of issue).

List of sources used

Situation 1. Your immediate superior, bypassing you, gives a task to your subordinate, who is already busy with urgent work. You and your boss consider your tasks urgent. Select the most appropriate solution:

A.. Strictly adhere to the chain of command, without challenging the boss’s decision to invite the subordinate to postpone the current work.

B. Express your disagreement with the boss’s decision; warn him that in future in such cases you will cancel his tasks assigned to your subordinate without your consent.

D. In the interests of the case, cancel the boss’s assignment and order the subordinate to continue the work he started.

Situation 2. Unexpectedly for the entire team, you are appointed head of a large department, although everyone expected the appointment of another person who is an informal leader. The situation in the team became tense. Your actions:

A. Find out who the most ardent opponents of your candidacy are. Dry and formally call them for a conversation in a tone that does not tolerate objections, set out the conditions for their further work in their place. In case of opposition, take the most stringent administrative measures.

B. Try to find a common language with the team, stimulate their positive emotions (for example, arrange a trip out of town, where in a relaxed atmosphere discuss the situation in the team and try to attract employees to your side).

B. Involve the team in formulating goals and developing decisions, promote subordinates up the career ladder at the first opportunity, hold team meetings more often, and delegate additional powers to subordinates.

D. Let the situation take its course, do not take to heart all the attacks and injections of the enemy. Remain confident and hope that the situation will return to normal on its own.

Situation 3. An employee of your department committed negligence: he did not include updated data in the information sent to a higher civil service body. Leader actions:

A. Sympathize with the employee by letting the situation take its course.

B. Having demanded a written explanation, have a tough conversation, recalling the subordinate’s previous mistakes.

B. Bring the fact to the group for discussion, proposing to make a collective decision.

D. Attach to the explanatory note a report addressed to the head of the organization with proposals for punishment.

Situation 4. An employee of a company received an invitation to work from a competing company. Having worked for more than a year in the company, he showed himself to be a responsible, competent specialist, gained valuable work experience, and turned out to be simply a pleasant and balanced person, able to easily find a common language with a wide variety of people. The company that invited him to work offered him twice the remuneration and, in connection with the organization of a new branch, a higher position on the hierarchical ladder. The employee directly and openly outlined the current situation to the manager and assured that he would remain at work if his salary was increased by only one-half of the amount offered by the competing company.

A. The manager is adamant, demands that the employee stay, reminds him that only thanks to the experience gained in this company, he is valuable to a competitor, declares that this is a fundamental situation.

B. The manager invites the employee to discuss all positive and negative points his transfer to a new company; assures that he will be sorry to lose his employee, whose human and business qualities he highly values. And finally, he promises to clarify the issue of a possible salary increase.

B. The manager promises to contact his superiors, who alone can decide on issues of increasing employee salaries.

D. First of all, the manager asks the employee to think about the proposal for a week. At this time, he makes inquiries about upcoming work at a competing company. As a result, he goes so far as to invite the employee to take leave without pay and at this time try to work for a competitor: everything that happens will be known only to the manager and the employee himself.

Situation 5. A creative, competent specialist cannot obey the existing work schedule: start his work day on time. He is often late. This is due to its psychophysiological characteristics. However, as an employee he is simply irreplaceable. Leader actions:

A. Reprimand, take decisive action to establish strict boundaries of behavior, up to and including dismissal.

B. Find out the reasons for being late, offer to find the optimal work schedule together.

B. Leave everything as is.

D. Invite the team to organize creative group to create an innovative environment.

Most people spend about 8 hours a day at work and communicate with their colleagues as much as with their families. Therefore, relationships with colleagues are important element human life. Bad relationships with colleagues can not only damage a career or business, but can also unbalance any person for a very long time.

Questions

1. Do you, when criticizing, try to reason with those who make mistakes or “whip” them so that they will not behave again in the future?

2. Do you need full control behind everything that happens in your organization?

3. Do you require almost all events to receive your “visa”?

4. Are your presentations at meetings too long?

5. Do you have a habit of recklessly attacking opponents in order to challenge their arguments?

6. Do you feel the need to argue? Are you quick to become argumentative in any discussion?

7. Do people around you avoid discussing their plans with you?

8. And if they are discussing, are they talking defensively or offensively from the very beginning?

9. Are external symbols of status and power very important to you?

10. Do you avoid responsibility in case of failure at any cost?

11. Are you willing or unwilling to grant others the same privileges or symbols of power that you yourself possess?

12. Do you use the pronoun “I” too often when talking about your activities?

13. Do your subordinates admire your determination and qualifications, or the fact that in your organization and with your support they themselves can be decisive and constantly improve their qualifications?

14. Do you feel with bitterness and disappointment that people talk about you with restraint and with coldness, while you really want them to love you?

15. Do you consider yourself indisputably more competent than your colleagues and managers? Are you hinting this to them through your behavior?

Result

If you answered positively to at least three out of fifteen questions, then it is possible that some “rough” facets of your character are very painfully perceived by others.

If you gave six positive answers, then it is very likely that your relationships with your colleagues are a little more strained than you would like.

ABOUT more“yes” there is nothing to say. It only needs to be emphasized that a positive answer to any of these questions does not indicate anything. Only in combination do they outline the profile of a “rough” person.

Production situations

The test was developed and tested by Leningrad industrial psychologist A. A. Ershov and is aimed at assessing 4 types of leader orientation in the management process.

The connection between personal characteristics and performance effectiveness is mediated by such socio-psychological factors as the individual’s position in the team and the degree to which his interests correspond to the interests of the team members.

The test measures the following 4 types of leadership attitudes, aptitudes, or orientations:

D - orientation to the interests of the business;

P - orientation towards relationships with people, psychological climate in the team;

O - orientation towards official subordination;

C - self-orientation.

You will be offered 20 production situations and 4 options for solving them (A, B, C and D). Please select those solution options from the proposed ones that suit you and mark them.

The test allows you to evaluate another manager in absentia, then choose solution options that suit him. Try to be sincere and objective.

Situation 1

Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss consider your tasks urgent.

Choose the option that suits you best.

A. Without challenging the boss’s assignments, I will strictly adhere to the official chain of command and suggest that the subordinate postpone the current work.

B. It all depends on how authoritative the boss is for me.

B. I will express to my subordinate my disagreement with the boss’s assignment, I will warn him that in future in such cases I will cancel tasks assigned to him without my consent.

D. In the interests of the business, I will offer the subordinate to carry out the work begun.

Situation 2

You received two urgent tasks at the same time: from your immediate and your superior. You don’t have time to agree on deadlines for completing tasks; you need to start work urgently.

Select your preferred solution.

A. First of all, I will begin to carry out the task of the one I respect more.

B. First I will complete the most important task, in my opinion.

B. First, I will complete the task of my superior.

D. I will carry out the assignment of my immediate superior.

Situation 3

A conflict has arisen between two of your subordinates that is preventing them from working successfully. Each of them individually turned to you with a request that you sort it out and support his position.

Choose your behavior in this situation.

A. I must stop the conflict at work, resolve conflicting relationships - this is their personal business.

B. It is best to ask representatives of public organizations to sort out the conflict.

B. First of all, personally try to understand the motives of the conflict and find a way of reconciliation acceptable to both.

D. Find out which member of the team serves as an authority for those in conflict, and try to influence these people through him.

Situation 4

During the most intense period of completing a production task, an unseemly act was committed in the team, labor discipline was violated, which resulted in a defect. The foreman does not know the culprit, but he must be identified and punished.

What would you do if you were the foreman? Choose a solution that is acceptable to you.

A. I will leave the clarification of the facts on this incident until the completion of the production task.

B. I will call those suspected of wrongdoing to me, I will have a cool talk with everyone face to face, I will offer to name the culprit.

B. I will inform those of the workers whom I trust most about what happened, I will invite them to find out the specific culprits and report.

D. After the shift, I will hold a team meeting and publicly demand that the perpetrators be identified and punished.

Situation 5

You are given the opportunity to choose your deputy. There are several candidates. Each applicant has the following qualities:

A- The first one strives, first of all, to establish friendly, friendly relations in the team, to create an atmosphere of mutual trust and friendship at work, prefers to avoid conflicts, which is not understood correctly by everyone.

B. The second often prefers, in the interests of the cause, to aggravate the relationship “regardless of persons”; he is distinguished by a heightened sense of responsibility for the assigned task.

B. The third one prefers to work strictly according to the rules and is always careful in carrying out his tasks. job responsibilities, demanding of subordinates.

D. The fourth is distinguished by assertiveness, personal interest in work, is focused on achieving his goal, always strives to complete the task, does not attach of great importance possible complications in relationships with subordinates.

Situation b

You are invited to choose your deputy. Candidates differ from each other in the following features of their relationship with their superiors:

A. The first one quickly agrees with the opinion or order of the boss, strives clearly, unconditionally and in established deadlines complete all his tasks.

B. The second can quickly agree with the opinion of the boss, carry out all his orders and tasks with interest and responsibility, but only if the boss is authoritative for him.

B. The third has a wealth of professional experience and knowledge, good specialist, a skillful organizer, but can be quarrelsome and difficult to communicate with.

D. The fourth is a very experienced and competent specialist, but he always strives for autonomy and independence in his work, and does not like to be disturbed.

Situation 7

When you happen to communicate with employees or subordinates in an informal setting, during leisure, what are you more inclined to do:

A. Conduct conversations that are close to your business and professional interests.

B. Set the tone for the conversation, clarify opinions on controversial issues, defend your point of view, strive to convince others of something.

B. Divide general theme conversations, do not impose your opinion, support a common point of view, strive not to stand out with your activity, but only listen to your interlocutors.

D. Strive not to talk about business and work, to be a mediator in communication, to be relaxed and attentive to others.

Situation 8

The subordinate did not complete your task on time for the second time, although he promised and gave his word that such an incident would not happen again.

What should I do?

A. Wait for the task to be completed, and then have a stern conversation in private, giving a final warning.

B. Without waiting for the task to be completed, talk to him about the reasons for the repeated failure, get the task completed, and punish him for failure with a ruble.

D. Without waiting for the task to be completed, transfer the issue of punishing the employee to the decision of the asset. In the future, increase the demands and control over his work.
Situation 9

The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to comments, without correcting what you point out to him.

How will you deal with this subordinate in the future?

A. Having understood the motives for persistence and seeing their inconsistency, I will apply the usual administrative penalties.

B. In the interests of business, I will try to call him for a frank conversation, I will try to find a common language with him, to set him up for business contact.

B. I will turn to the activists of the team - let them pay attention to his incorrect behavior and apply measures of social influence.

D. I will try to figure out whether I myself am making mistakes in my relationship with this subordinate, and only then will I decide what to do.

Situation 10

A new leader, invited from outside, came to the work collective, where there is a conflict between two groups over the introduction of innovations.

How, in your opinion, should he act better to normalize the psychological climate in the team?

A. First of all, establish business contacts with supporters of the new, without taking seriously the arguments of supporters of the old order, work to introduce innovations, influencing opponents with the power of your example and the example of others.

B. First of all, try to dissuade and win over supporters of the previous style of work, opponents of change, and influence them with persuasion during the discussion process.

B. First of all, select an asset, instruct him to figure it out and propose measures to normalize the situation in the team; rely on the active support of the administration and public organizations.

D. Study the prospects for the development of the team and improving the quality of products, set new tasks for the team in joint work activities, rely on the best achievements and labor traditions of the team, and do not contrast the new with the old.

Situation 11

During the most intense period of completing the production program, one of your team members fell ill. Each subordinate is busy doing his job. The work of the absentee must also be completed on time.

What to do in this situation?

A. I’ll see which employee is less busy and give orders: “You, Ivanov, will take this work, and you, Petrov, will help finish the other.”

B. I will suggest to the team: “Let’s think together about how to get out of this situation.”

B. I will ask members of the active team to express their proposals, having first discussed them with members of the team, then I will make a decision.

D. I will call the most experienced and reliable worker and ask him to help out the team by doing the work of the absentee.

Situation 12

You have a strained relationship with a colleague. Let's say that the reasons for this are not entirely clear to you, but it is necessary to normalize relations so that work does not suffer.

What would you do first?

A. I will openly challenge my colleague for a frank conversation in order to find out the true reasons for the strained relationship.

B. First of all, I’ll try to understand my own behavior towards him.

Q. I will address my colleague with the words: “The business is suffering from our strained relationships. It’s time to agree on how to work further.”

D. I will turn to other colleagues who are aware of our relations and can be mediators in their normalization.

Situation 13

You have recently been chosen as the head of a work team in which you have worked for several years as an ordinary employee. At 8 hours 15 minutes. You called a subordinate to your office to find out the reasons for his frequent lateness to work, but you yourself were unexpectedly 15 minutes late. The subordinate arrived on time and is waiting for you.

How do you start a conversation when you meet?

A. Regardless of my lateness, I will immediately demand his explanation about being late for work.

B. I will apologize to my subordinate and start a conversation.

Q. I’ll say hello, explain the reason for my lateness and ask him: “What do you think can be expected from a manager who is late as often as you?”

D. In the interests of business, I will cancel the conversation and reschedule it for another time.

Situation 14

This is your second year as a manager. A young employee asks you to let him go from work for four days at his own expense in connection with his marriage.

Why four? - you ask.

“And when Ivanov got married, you allowed him four,” the employee answers calmly and submits an application. You sign an application for three days, according to the current regulations.

However, the subordinate returns to work four days later.

What will you do?

A. I will report the violation of discipline to my superior, and let him decide.

B. I will offer my subordinate to work the fourth day on a day off. I’ll say: “Ivanov also worked.”

Q. Due to the exceptional nature of the case (after all, people don’t get married very often), I will limit myself to a public remark.

D. I will take responsibility for his absenteeism. I'll just say:

“You shouldn’t have done that.” Congratulations and wish you happiness.

Situation 15

You are the head of a production team. During night duty, one of your workers, while intoxicated, damaged expensive equipment. Another was injured while trying to repair it. The culprit calls you at home on the phone and anxiously asks what they should do now?

How will you answer the call?

A. “Proceed as instructed. Read it, it’s on my desk, and do whatever is required.”

B. “Report what happened to the watchman. Draw up an equipment breakdown report and let the victim go to the nurse on duty. We'll figure it out tomorrow."

B. “Don’t do anything without me. Now I’ll come and sort it out.”

G. “What is the condition of the victim? If necessary, call a doctor immediately."

Situation 16

One day you found yourself in a discussion between several production managers about how to better treat their subordinates.

You liked one of the points of view the most. Which?

A. First: “In order for a subordinate to work well, you need to approach him individually, taking into account the characteristics of his personality.”

B. Second: “All these are little things. The main thing in assessing people is their business qualities and diligence. Everyone has to do what they're supposed to do."

Q. Third: “I believe that success in leadership can only be achieved if subordinates trust their leader and respect him.”

D. Fourth: “This is correct, but still the best incentives in work are a clear order, a decent salary, a well-deserved bonus.”

Situation 17

You are the head of the workshop. After the reorganization, you urgently need to re-staff several teams according to the new staffing schedule.

Which path will you take?

A. I’ll get down to business myself, study all the lists and personal files of the workshop workers, and propose my project at a team meeting.

B. I will suggest that the HR department resolve this issue. After all, this is their job.

B. In order to avoid conflicts, I will suggest expressing your wishes to all interested parties, and will create a commission to recruit new teams.

D. First, I will determine who will lead the new brigades and sections, then I will instruct these people to submit their proposals on the composition of the brigades.

Situation 18

There is an employee in your team who is more likely to be registered than to work. He is happy with this situation, but you are not.

What will you do in this case?

A. I will talk to this person face to face. I will let him understand that it is better for him to resign of his own free will.

B. I will write a report to a superior with a proposal to “reduce” this unit.

B. I will suggest that the trade union group discuss this situation and prepare their proposals on how to deal with this person.

D. I will find a suitable job for this person, assign a mentor, and strengthen control over his work.

Situation 19

When distributing the labor participation coefficient (LPC), some members of the team felt that they had been unfairly “passed over”; this was the reason for their complaints to the shop manager.

How would you respond to these complaints if you were him?

A. You answer the complainants something like this: “KTU is approved and distributed by your team, I have nothing to do with it.”

B. “Okay, I’ll take your complaints into account and try to sort this issue out with your foreman.”

Q. “Don't worry, you will get your money. State your claims to me in writing."

D. Having promised to help establish the truth, immediately go to the site and talk with the foreman, foreman and other members of the brigade. If the complaints are confirmed to be justified, propose to the foreman to redistribute the KTU next month.

Situation 20

You recently started working as the head of a modern workshop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight yet. There are still two hours before the lunch break. Walking along the corridor, you see three workers from your workshop, who are animatedly talking about something and not paying attention to you. Returning 20 minutes later, you see the same picture.

How much are you worth [Technology successful career] Stepanov Sergey Sergeevich

Situation 1

Situation 1

Your immediate superior, bypassing you, gives an urgent task to your subordinate, who is already busy with another important task. You and your boss consider your tasks urgent. Choose the solution that is most suitable for you.

A. Without challenging the boss’s assignments, I will strictly adhere to the official chain of command and suggest that the subordinate postpone the current work.

B. It all depends on how authoritative the boss is for me.

IN. I will express to my subordinate my disagreement with the boss’s assignment, I will warn him that in future in such cases I will cancel tasks assigned to him without my consent.

G. In the interests of business, I will offer my subordinate to carry out the work begun.

From the book How Much Are You Worth [Technology for a Successful Career] author Stepanov Sergey Sergeevich

Situation 4 During the most intense period of completing a production task, an unseemly act was committed in the team, labor discipline was violated, resulting in a defect. The foreman does not know the culprit, but he must be identified and punished. How would you act on

From the book Conflict Management author Sheinov Viktor Pavlovich

Situation 5 You are given the opportunity to choose your deputy. There are several candidates. Each applicant is distinguished by the following qualities. A. The first one strives, first of all, to establish friendly, friendly relations in the team,

From the author's book

Situation 6 You are asked to choose a deputy. Candidates differ from each other in the following features of their relationship with their superiors. A. The first one quickly agrees with the opinion or order of the boss, strives clearly, unconditionally and in

From the author's book

Situation 7 When you happen to communicate with employees or subordinates in an informal setting, during leisure, what are you more inclined to do? A. Conduct conversations that are close to your business and professional interests. B. Set the tone for the conversation, clarify opinions on controversial

From the author's book

Situation 8 A subordinate did not complete your task on time for the second time, although he promised and gave his word that such an incident would not happen again. What would you do? A. Wait for the task to be completed, and then have a stern conversation in private, giving a final warning. B. Not

From the author's book

Situation 9 The subordinate ignores your advice and instructions, does everything in his own way, not paying attention to comments, without correcting what you point out to him. How will you deal with this subordinate in the future? A. Having understood the motives of perseverance and seeing them

From the author's book

Situation 10 A new manager, invited from outside, came to a work collective where there is a conflict between two groups over the introduction of innovations. How do you think it is best for him to act in order to normalize the psychological climate in

From the author's book

Situation 11 During the most intense period of completion of the production program, one of the employees of your team fell ill. Each subordinate is busy doing his job. The work of the absentee must also be completed on time. How to enter such

From the author's book

Situation 12 You have a strained relationship with a colleague. Let's say that the reasons for this are not entirely clear to you, but it is necessary to normalize relations so that work does not suffer. What would you do first? A. I will openly challenge my colleague for a frank conversation so that

From the author's book

Situation 13 You have recently been chosen as the head of a work team in which you have worked for several years as an ordinary employee. At 8:15 a.m. you called a subordinate to your office to find out the reasons for his frequent lateness to work, but you yourself were unexpectedly late by 15

From the author's book

Situation 14 You have been working as a foreman for the second year. A young worker asks you to let him go from work for four days at his own expense in connection with his marriage. “Why four?” - you ask. “And when Ivanov got married, you allowed him four,”

From the author's book

Situation 15 You are the head of a production team. During night duty, one of your workers, while intoxicated, damaged expensive equipment. Another was injured while trying to repair it. The culprit calls you at home

From the author's book

Situation 17 You are the shop manager. After the reorganization, you urgently need to re-staff several teams according to the new staffing schedule. Which path will you take? A. I’ll get down to business myself, study all the lists and personal files of the workshop workers, and propose my project

From the author's book

Situation 19 When distributing the labor participation coefficient, some members of the team felt that they had been unfairly “overlooked”; this was a reason for complaints to the shop manager. How would you respond to these complaints if you were him? A. Your response to the complainants is something like this:

From the author's book

Situation 20 You recently started working as the head of a modern workshop at a large industrial enterprise, having come to this position from another plant. Not everyone knows you by sight yet. There are still two hours before the lunch break. Walking along the corridor, you see three workers from your workshop who

From the author's book

Situation As an illustration, we will give the following example from practice. Experienced workers began to refuse to help newcomers master the profession. The management accused them of being in a greedy mood, of not wanting to create competitors for themselves, of intending to consolidate their

) Ask your employees about current affairs more often. Talk and talk again. Discuss solutions to all problems with your team. As you know, “truth is born in dispute!”

What are the proposals to improve the situation in the travel company? Scarlet Sail» Could you contribute?

1) Important stage improving the situation in the team means proper distribution of the workload within the team. Here you should take into account the pace of work of each employee, the quality and quantity of assignments, and much more.

) Team spirit in a team is very important. A team is when each employee can count on the help of colleagues and can provide it themselves at the right time. Create conditions for collaboration. For example, you can send part of your team to open a new hotel in a neighboring city. Entrust another part of the team with creating an advertising presentation for a new tourist destination. The main thing is to work as a team.

) Conduct master classes, trainings, attend seminars on tourism. It is necessary to expand horizons. New knowledge is simply necessary. Explore new directions.

) Corporate vacation is very useful for the team - it helps to relax, get into the right frame of mind and restore strength. For example, you can go with the whole team to nature. Minimum costs, maximum pleasure.

) Financial incentives are the most popular incentive for employees.

) Be attentive to the requests and suggestions of your subordinates, very often they are not unreasonable. For example, employees suggested moving the lunch break an hour earlier due to low occupancy for a certain period of time.

Imagine that you are the head of a department. Every day you decide different psychological problems. Below are specific situations, requiring your attention. Indicate what decisions you will make. Use the Blake-Mouton grid to determine your leadership style.

I stick to the 9.1 indicator, when there is enough power, I can impose power on others, but at the same time control remains with me. Straightforward judgments and their demonstration benefit the work process. Attention to the subordinate is minimal.

Situation 1

Your immediate superior, bypassing you, gives the task to your subordinate, who is already busy with urgent work. You and your boss consider your tasks urgent. What will you do in this situation?

Firstly, it is necessary to warn the boss that this employee has already been given an assignment.

Secondly, clarify the degree of importance of this instruction.

Thirdly, find out at what stage the execution of my order is. If the work is nearing completion, then the order from higher management can be entrusted to this employee immediately after he is released. If the work is far from complete, then you can start doing it yourself.

Situation 2

A conflict has arisen between your subordinates that is preventing them from working successfully. Each of them individually turns to you so that you take his side and resolve the conflict. What is your position in this situation?

Conflict is a special interaction between individuals, groups, and associations that arises when their views, positions and interests are incompatible.

Intrapersonal conflict is a difficult to resolve contradiction caused by a clash between approximately equal in strength, but oppositely directed interests, needs, hobbies of a person, etc. Intrapersonal conflict is accompanied by strong emotional experiences.

Interpersonal conflict is a conflict between two or more people. Interpersonal conflict is very closely related to intrapersonal conflict. The confrontation between people occurs on the basis of a clash of their personal motives.

Intergroup conflict is a conflict between two or more groups. The opposing sides are groups (small, middle and micro groups). This type of conflict is based on a clash of opposing group motives.

I believe that in this situation it is necessary to listen to each subordinate separately and analyze the opinion of each. Then gather the conflicting parties and try to try on the sides through a compromise solution, or make a decision yourself if you can’t try on the sides. As well as an option to solve the problem, you can consider transferring the case to other employees, and give each of them a new task separately.

Situation 3

One of your team members suddenly falls ill. Every employee is very busy with urgent work. The work of the absentee must also be completed on time. How would you behave in such a situation?

The first place to start solving the problem that has arisen is to try to find the employee who is least busy at the moment and entrust him with this task. You can also divide this task among other subordinates. If no one can take on this work, then you will have to do it yourself.