1.1.Psychological aspects of management decision making.
Decision-making is rightly recognized as the central link in the multifaceted activities of a manager. The function of "decision making" is set by its social status, prescribing to use objective possibilities and subjective qualities, both own and surrounding, to influence the course of events; the head is responsible for the consequences of the choice of possibilities. In this connection, within the framework of social psychology of management, the search for a set of features, properties of personality and characteristics of the leader's behavior, on which the success of leadership depends, is actively conducted. Behavior in the decision-making process, especially in conditions of uncertainty, is the result of the reflection of social requirements in the individual activities of a professional leader.
Apparently, making managerial decisions can be considered from the general psychological positions of the theory of activity. When developing a managerial decision, there is a complete hierarchized structure of activity, including the level of psychophysiological functions, the level of operational support of activity, the level of action, the level of special activity. Accordingly, the operational side of decision making will be provided with skills, abilities, cognitive style of the leader; the side of actions - with goal-setting in decision making; the level of activity - with specific motives and personal meanings of the leader.
Decision-making is characterised by the activity of the subject and his or her awareness of his or her own activities to a certain extent. For more details: J.B.Hippenreiter. Introduction to general psychology. М., 1997.
In our opinion, the specificity of a person's managerial activity will be a constant struggle or a conflict of motives. It is its resolution or leveling that is reflected in the leader's behavior as a choice of alternatives.
Thus the potential of abilities to a management, a motivational profile, abilities to go on risk is revealed. The manager's behavior expresses his mental organization and life experience. It is mediated by social attitudes, norms and traditions, dominant relations in society, which largely determines the content and style of decision-making. The style of decision-making has a decisive influence on the formation of norms and traditions, expectations, social attitudes and interpersonal relations in social groups. According to the nature of the decisions made and the ability to solve problem situations, one can make predictions about the ability of a person to work with people, to perform the functions of leadership in general; it is possible to assess how individual steps in the implementation of the decision are carried out, which take place mainly in the acts of communication and organizational relations.
The weight of managerial activity in tense social and psychological situations is especially significant. Such situations induce to accelerate decision making in case of lack of information and time. If the system works normally, then decision making is routineised and the head carries out control functions. But there are situations that imply a quick change of decision making schemes, search for little known alternatives. In these situations, the status prescribes the manager's intervention. Thus, the management is accompanied by high search activity even before there will be a necessity to carry out special professional activity on decision-making.
Even if none of the alternatives to the development of events does not satisfy the head completely, he must make a decision, that is, to carry out a "volitional act", choosing one of the possibilities, relying on his professionalism, intelligence, intuition. "The choice is made when it is impossible to reduce at least two of the existing behavioral alternatives to a single criterion of preference. If preference can be disclosed by a person directly, it is acceptable to speak about a typical task of finding the right solution, rather than making a decision, when human intellect plays a crucial role", G.S. Mikhailov, Decision-making Psychology, Journal of Applied Psychology No 5, 2001. С.2.
The choice representing the basis of managerial decision cannot be made solely on the basis of intellectual analysis. It is necessary to take into account the values of the manager and subordinates who will be affected by the decision, the interaction of mind and will, not excluding the adoption of unpredictable decisions. Taking into account the fact that the manager is constantly in a situation of conflict of motives and choice, he will act as a stress-resistant person, able to solve even in the conditions of psychological tension. Assessment and choice of behavioral possibilities by the head are closely connected with social attitudes, relations and role expectations of subjects of administrative relations. Social psychology. St. Petersburg, 1999. С. 256-259..
To be continued: