Management. Educational aid

CASE

Irina was faced with a dilemma about what to do. She recently started working for an accounting consulting firm and has already encountered an issue that could affect her future relationships with the firm. During an audit of one company, she discovered that a large amount of money actually paid to the company's employees was not properly processed through the payroll. This practice was quite common in many commercial and government agencies and helped to hide a significant portion of cash from taxes. Irina believed that this practice was incorrect and illegal and should be reflected accordingly in the audit report. She raised this issue in a conversation with Nikolai, a senior member of her audit team. He acknowledged that such a problem generally existed, but did nothing to move forward in resolving it. Nikolai suggested that Irina talk to the head of the company if there is something in this matter that does not satisfy her. Before going to the manager, Irina thought about this problem for a long time. The auditing classes she continued to attend and which were offered periodically by the firm emphasized the ethics of professional auditing and her firm's commitment to high ethical standards.

This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful. Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina is generally not correct. However, he noted that other clients with whom they had to deal did similar things. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered was reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina was left with the feeling that if she went further in resolving the problem, she would certainly acquire an enemy.

Her state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues. Irina turned to Boris and Mikhail, who had been working at the company for about two years. It turned out that they had encountered similar cases before in their audit work. They were surprised that Irina turned to the director of the

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company, bypassing her immediate supervisor — the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insisted on having her way, they could not avoid trouble. They recognized that the clients' actions were fundamentally wrong, but they were hesitant to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the company’s management was looking at this “through their fingers.” So they didn't want to create problems. Boris and Mikhail called on Irina to be a member of the “team” and remove this issue.

Irina was faced with a choice. In principle, she could have insisted on her own over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain is that her actions will not be to the liking of her colleagues. Of course, you could just forget about what happened and do nothing. With such an outcome, she believed, the company’s employees would be satisfied and this, perhaps, would help her make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time to decide [3, p. 171].

Questions for the case:

1.What type of interpersonal conflict take place in the situation? Explain and support with facts.

2.Is there a constructive side to the conflict described in the situation? If yes, then what is it expressed in?

3.Are there conflicts at levels other than interpersonal in the situation? Which? Explain and support with facts.

4.What style of resolving interpersonal conflict was used by each of the participants in the events? Support with facts.

5.What would you suggest Irina do in this situation?

CONTROL QUESTIONS

1.What is conflict?

2.What is the process of conflict development?

3.What are the possible consequences of the conflict?

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8. SELF-MANAGEMENT

Self-management is the consistent and purposeful use of proven work methods in everyday practice in order to use your time optimally and meaningfully.

The main goal of self-management is to make the most of your own capabilities, consciously manage the course of your life (selfdetermination) and overcome external circumstances.

Self-management is entrusted with the performance of certain functions, which are manifested in the daily solution of various kinds of tasks and problems. The functions are in a certain interdependence and, as a rule, are implemented in a certain sequence:

1.Goal setting. This is a temporary process, since during the activity of the enterprise it may become clear that certain parameters have changed, and this leads to the need to revise the goal.

2.Planning. Designed to ensure rational use of the most valuable resource — time. The better time is planned, the more effectively it can be used in the personal and professional interests of the manager. Planning as an integral part of tasks and rules of self-management means preparation for the realization of a goal.

The essence of self-management is based on a number of points: principles, conditions for the manifestation of foundations, conceptualization, etc. If the principles of self-organization represent the essence of the final phenomenon of the system, then the principles of selfmanagement, partially intersecting with the principles of self-organization, are determined at the conceptual level of management in the conditions of self-organization of human factors. Self-organization, in turn, involves their multi-stage implementation.

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SPECIFIC SITUATIONS

Situation 1. P. Ivanchenko works as the head of a department at the “Ural” enterprise. He has 30 employees in his department. Some subordinates constantly turn to Ivanchenko for advice on issues that they should decide on their own, and distract the manager from more urgent and important matters.

What should Ivanchenko do in this situation? What is the manager's fault? Justify your answer.

Situation 2. A. Petrov was accepted into the “Rassvet” company. The new employee works as a deputy manager, is considered an excellent specialist and his qualities correspond to most of the best qualities of a manager. Over time, this is confirmed, but it turns out that when performing urgent tasks that require a high level of organization and punctuality, the quality of his work decreases.

What should a manager do?

Situation 3. You hired the head of a department. You were hoping for more efficient work, but as a result you are disappointed, since the employee has big problems with self-discipline (not required, not collected). Despite this, he is an excellent professional in his work.

Suggest ways to resolve this situation.

Situation 4. You were accepted for a probationary period (month). You started a new job only two weeks ago, and a problem immediately arose that you don’t think you can solve on your own. You don’t want to turn to more experienced colleagues for advice, because you’re afraid of seeming dependent and not passing the probationary period.

What should you do?

Situation 5. Observing the work of his subordinate, A. Sidorov sees that he does not know how to plan the time allotted for carrying out his

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instructions, as a result of which disruptions occur in the work of the department.

What should a manager do in such a situation?

Situation 6. One of your subordinates constantly defends his opinion that all the instructions he receives from you cannot be completed in the allotted time. He believes that it is necessary to reduce the number of instructions or increase the time to complete them.

How should you respond to your subordinate? Give reasons for your answer.

Situation 7. V. Smirnov needs to provide the head of the department with a long-term work plan for the organization by tomorrow (before lunch), but his computer has broken down. It was being repaired before the end of the working day. He can't cope with the task (not enough time).

What are your actions in such a situation? Offer three options for resolving the situation.

Situation 8. You have been appointed head of the “Lotos” company. In the near future you need to go on a long business trip (up to three months). Instead of you, two deputies remain in the organization. The first one works well in a team, but often avoids achieving the set goal, the other always achieves the set goal, but has difficulty delegating authority. There is a conflict between them.

Which of them should be appointed first deputy?

Situation 9. Employee S. Murava works as an office manager in your organization. She types very slowly on the computer, which causes frequent delays in her work. You hired her recently, but you don’t want to fire her, since she basically does her job well.

Do you think maybe she lacks experience? What are your actions in this situation?

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Situation 10. At a corporate evening of the organization, the head of the department, T. Vasin, entrusted his deputy R. Egorov with confidential business and personal information. The next day she became known to the entire department. The manager tries to suppress his negative emotions towards this employee and solve the problem constructively.

What should he do? What is the manager's fault?

EXERCISES

Exercise 1. As you know, a number of personal characteristics of a person influence the choice of career. Write down five character traits that a successful manager must possess.

Exercise 2. Create a personal and professional goal and analyze it using the SMART method. Develop a plan to achieve your goals.

Exercise 3. You are looking for a job. At the next competitive selection you are asked to fill out a questionnaire. You need to formulate your goal in the application so that you pass the selection process and interest the employer.

Exercise 4. Fill out the form (photo of the working day), using it to analyze the effectiveness of your use of working time.

Exercise 5. Rate each day of the past week using a five-point system. Give appropriate explanations and formulate proposals to eliminate the identified deficiencies.

CASE

Before you is manager of three stores’s day. Optimize the manager's day using the knowledge gained in class (organizing group work,

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prioritizing, optimizing time, planning, delegation, control). Draw a conclusion: What are the goals of the leader? Does he reach them?

07.30. Getting up. Morning procedures, breakfast. 08.40. A trip to the store.

10.00. Inspection of the store, conversation with sellers. I didn't have time to check my email.

10.20. A trip to the head office.

11.00. Meeting on cases of incorrect documentation, sales reports/theft from the general director.

13.00. Dinner. Chatting over lunch with heads of other areas. 14.20. A trip to the store.

15.00. Checking email and schedule.

15.15. A call from another store about a meeting with the manager of a neighboring location at 15.30 today! (The SMS about the time of the meeting arrived yesterday, but I was on the road in the evening and didn’t look at the SMS/forgot, the salesperson of the second store didn’t get through and forgot to call back again to confirm the meeting). Call about rescheduling to 16:30.

15.25. Quickly view seller reports. Preliminary conclusion: everything is fine.

15.45. Answering an unscheduled call from the warehouse regarding a “re-grading” situation. Deciding to schedule inventory for tomorrow. Discussion of how many workers can be sent to account for goods without disrupting warehouse operations.

16.10. A trip to the second store (traffic jam).

16.45. Negotiations on partnership interaction through cross PR campaigns with the manager of a neighboring point.

17.15. There was a break in the negotiations, because due to the postponement the manager had an issue.

17.30. Resumption of negotiations (result: no contact, they are pushing the idea of 60/40 participation, instead of the pre-agreed 50/50).

17.45. Emergency termination of a conversation without agreement. Return to the first store.

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18.45. Call to the warehouse to resolve the inventory. 18.50. Inspection of the store.

19.00. Additional viewing of reports. Two financial inconsistencies were discovered (coffee at the same time).

19.25. Calling sellers to communicate on reports.

20.00. Cash withdrawal, revenue calculation. Being present next to the cashier during the procedure (a custom that developed three years ago).

20.30. Coffee break and short conversation with staff at the end of the day.

20.45. Writing your own profit report (scheduled for today).

21.20. The report is 1/3 written. A trip to the third store, which is open until 22.00.

22.00. Receiving reports, talking about the results of the day and adjusting revenue plans.

22.20. Trip home.

23.00. Communication about household chores. Late dinner. 00.00. Watching the evening news.

00.30. Sleep. Additional Information:

-car ride to work (first store) during rush hour 1 hour 20 minutes, at normal times 50 minutes;

-trip by public transport to work is 45 minutes;

-trip to the head office from work by car 40 minutes;

-trip to the head office from work by public transport 1 hour;

-travel from home to the head office by car is 50 minutes;

-travel from home to the head office by public transport 1 hour;

-a trip from the first store to the second by car is 20 minutes;

-a trip from the first store to the second by public transport is 30 minutes;

-travel during rush hour from the first to the second store (from 9.00 to 11.00 and from 18.00 to 20.00) 1 hour;

-in the store from 18.30 to 20.00 there is an increased flow of customers;

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- the writing of the report was planned to be fully completed on this

day;

- according to the regulations, the withdrawal of cash must be supervised by the deputy director (chief manager) [8].

CONTROL QUESTIONS

1.List the main functions of self-management.

2.What is the essence of the rules of personal organization and selfdiscipline?

3.How to manage your own time more effectively?

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BIBLIOGRAPHICAL LIST

1. Багиев, Г.Л. Руководство к практическим занятиям по маркетингу с использованием кейс-метода / Г.Л. Багиев, В.Н. Наумов. — URL: http://www.marketing.spb.ru/read/m21 (дата обращения:

28.09.2022).

№ 33 (120). — URL: http://www.kommersant.ru/doc/862103/print (дата обращения: 28.09.2022).

3. Виханский, О.С. Практикум по курсу «Менеджмент» / О.С. Виханский, А.И. Наумов ; под редакцией А.И. Наумова. —

Л.В. Карташова, Т.В. Никонова, Т.О. Соломанидина. — Москва : ИНФРА-М, 2000.

6.Кашин, С.М. Прогресс замедлился / С.М. Кашин // Коммерсантъ Секрет Фирмы. — 2003. — № 16 (32). — URL: http://www.kommersant.ru/doc/861434/print (дата обращения:

28.09.2022).

7.Курьяков, И.А. Сборник ситуационных задач по дисциплине «Основы менеджмента» / И.А Курьяков, А.И. Лыба, В.А. Шамис. — Омск : Изд-во Омского института (филиала) РГТЭУ, 2010.

8.Лапуста, М.Г. Планирование и распределение рабочего времени руководителя / М.Г. Лапуста. — URL: https://www. elitarium.ru/planirovanie-vremeni-rukovoditel-princip-jejzenhaujera- delegirovanie-tajm-menedzhment/ (дата обращения: 28.09.2022).

9.Мескон, М. Основы менеджмента / М. Мескон, М. Альберт М.Ф. Хедоури. — Москва : Дело ЛТД, 1997.

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