Every fourth employee sees no reason to be annoyed with his boss. A person in the wrong place Incompetence when a person is out of place

177. Losses due to the need for training and retraining

new employees are equal to:

b) the quotient of the product of training costs and

retraining for the share of staff turnover in the total number of dropouts

on the coefficient of change in the number of employees.

c) the product of the average daily output per person by

employee productivity decline rate

before dismissal for the number of days before dismissal, when

there is a drop in labor productivity

dropped out due to turnover.

Losses caused by work interruptions

178. Losses caused by a decrease in labor productivity in

employees before dismissal are equal:

a) the product of the average daily output per person

for the average duration of the interruption caused by

turnover and the number of people who left due to staff turnover;

b) the quotient of dividing the product of the costs of training and re-

taking into account the share of staff turnover in the total number of those who left

on the coefficient of change in the number of employees.

c) the product of the average daily output per person by

employee productivity decline rate

before dismissal for the number of days before dismissal, when

there is a drop in labor productivity

dropped out due to turnover.

8.4 Managing employee turnover Steps for managing employee turnover

179. Personnel turnover management goes through the following stages:

a) determining the level of staff turnover;

b) determination of the level of economic losses caused by

staff turnover;

c) determining the causes of staff turnover;

d) determination of a system of measures aimed at

overcoming the excessive level of staff turnover;

e) psychological and organizational impact on

workers prone to dismissal;

f) determining the effect of the implementation of the developed

measures to overcome excessive staff turnover.

Topic 9. Professional success of an employee and career

9.1 Profession. Classification of professions

The concept of a profession

180. Activity through which a person participates in life

society and which serves as its main source of material

livelihood is a profession in terms of…

a) societies

b) personality

c) groups

d) an employee

Classification of professions

181. Classification of professions according to the content of labor most fully

developed…

a) P. Sorokin

b) E. Klimov

c) F. Taylor

d) M. Weber

Classification of professions

182.Professions may vary:

a) according to the purposes of their implementation;

b) by means of their implementation;

c) according to working conditions;

d) according to the degree of involvement of the creative principle;

e) by the amount of the premium

Classification of professions

183. Professions according to the purposes of their performance are:

a) gnostic

b) transforming

c) adaptive

d) exploration

9.2 The concept of professionalism. Levels, stages, stages of professionalism

Criteria of professionalism

184. An indicator of how the profession meets the requirements

person, his motives, inclinations, how satisfied he is

His profession is…

a) objective criteria;

b) subjective criteria;

c) performance criteria;

d) procedural criteria

Criteria of professionalism

185. An indicator of how a person is able to find new non-standard ways of solving professional problems, analyze professional

situations, making professional decisions refers to…

a) regulatory criteria;

b) prognostic criteria;

c) creative criteria;

d) procedural criteria

Criteria of professionalism

186. The indicator of how much a person knows how to respect the honor and dignity of the profession, to see its unique contribution to society refers to ...

a) the criterion of professional learning;

b) the criterion of professional commitment;

c) the criterion of competitiveness in the profession;

d) the criterion of superprofessionalism.

9.3 Employee career

Progressive advancement of personality

187. Progressive advancement of the individual in professional activities, characterized by the dynamics of its socio-economic status

a) business career

b) adaptation

c) motivation and stimulation

d) personnel reserve management

Formalized view of the path of a specialist

188.Formalized idea of ​​the path of a specialist to the target position

a) career path

b) competition when applying for a job

c) competency model

d) position analysis

A set of measures for planning the growth of an employee

189. A set of measures for planning, motivating and controlling the growth of an employee

a) career development

b) career management

c) delegation of authority

d) strategic human resource management

Actions of the employee in the implementation of the career plan

190. Actions of an employee in the implementation of a career plan

a) career management

b) career development

c) career planning

d) career path

Matching career and age

191. Correspondence between the career stage and the age of a specialist

A) preliminary up to 25 years

b) becoming 25-30 years old

c) promotion 31-45 years

d) conservation 46-55 years

e) completion after 55 years

Pre-career stage

a) getting an education

b) professional growth

c) youth education

d) advanced training

Career stage

a) formation of qualifications, professional skills

b) getting a profession

c) youth education

d) consolidation of the achieved results

Career Preservation Stage

a) creative development of professional skills

b) formation of professionalism

c) youth education

d) testing at different jobs

Career types

195. Rise to a higher level of the official hierarchy is ... a career

a) vertical

b) stepped

c) centripetal

d) intraorganizational

Career types

196. Type of career that involves moving to another functional area

a) horizontal

b) vertical

c) interorganizational

d) hidden

Career types

197. Type of career involving the passage of all stages within the same enterprise

a) internal

b) centripetal

c) interorganizational

d) stepped

Career types

198. Type of career involving promotion to the core, the leadership of the organization

a) centripetal

b) specialized

c) hidden

d) intraorganizational

Progressive movement through positions

199. A series of progressive movements through various positions, contributing to the development of both the organization and the employee

a) service and professional promotion

b) talent pool management

c) career planning

d) selection and placement of personnel

Factors affecting a person's career

200.The following factors influence a person's career:

a) internal;

b) adjacent;

c) external;

d) consecutive.

9.4 Technology of selection of candidates for the reserve of managers

Stages of promotion of leaders

201. Specify the sequence of stages of promotion of line managers

a) work with young professionals (2)

b) work with line managers of the lower level of management (3)

c) work with senior students of basic universities (1)

d) work with line managers of middle management (4)

e) work with line managers of senior management (5)

Topic 10. Time management

10.1 Essence of effective and inefficient time management

Time Management

202. Time management teaches (2 answers):

a) spend time on the main thing, on the priority;

b) highlight urgent cases and perform them in the first place;

c) effectively organize your time in accordance with your goals;

d) identify unimportant and non-urgent tasks and exclude them from their plans.

Time management

203. Not an element of time management:

a) analysis of the use of working time;

b) setting goals and planning working time;

c) elimination of influences that interfere with the efficiency of activities

d) rationalization of the use of the temporary resource of the enterprise

204. The reasons for the loss of time of the head can be ranked:

a) Weak motivation of employees; (5)

b) Unscheduled work; (1)

c) The manager’s lack of a clear distribution of work according to their degree of importance; (2)

d) Poor communication within the organization; (4)

e) Performance by the manager of tasks that could well be performed by subordinates. (3)

Reasons for wasting time as a leader

205. When compiling a list of tasks, you should not:

a) write down all the tasks that need to be completed on a piece of paper;

b) determine the deadlines for completing tasks;

c) determine the resources needed to complete the tasks;

d) prioritize.

Developing Effective Time Management Skills

Time Tracking Methods

206. The most efficient way of keeping track of time:

a) compiling a report on the time used;

b) keeping records;

c) formation of tasks for subordinates;

d) planning of working time.

Time Tracking Methods

207. ____% of working time is subject to planning:

b) 60%;

Effective time management

208. Subordinates cannot be delegated:

a) specialized activity;

b) private questions;

c) high-risk tasks;

d) preparatory work.

Time Tracking Methods

209. The optimal amount of time for negotiations:

a) two hours

b) one hour

c) no more than 30 minutes;

d) at least one and a half hours

Topic 11. Stress management

Development of stress management skills.

210. Stress for the human body is a situation that: (2 answers)

a) represents a danger to him;

b) requires decision-making;

c) very important for survival;

d) does not matter from the point of view of physiology

The impact of stress on the efficiency of production activities

211. Workplace stress:

a) does not require special measures;

b) unproductively burns vital energy;

c) leads to prompt decision-making in the workplace;

d) is the subject of discussion.

Eliminate stressors in the workplace.

211. Match the stress elimination strategy to the type of factor:

Topic 12. Communication in the organization and business behavior.

Ethics of business communication.

12.1 The role of communication in personnel management.

Communication process and its components

The main and connecting process of management activities

212. The process of exchanging messages, information between different individuals, social groups, organizations is called ...

a) interaction;

b) communication;

c) relationships;

d) mutual understanding.

Communication process

213. Translation of the idea of ​​the sender of the message into a systematic set

characters understandable to the recipient is a process...

a) encoding or encryption of the message;

b) reception - decoding;

c) feedback;

d) signal transmission.

Communication process

214. Information containing the reaction of the recipient to the received

message is...

b) reception - decoding;

c) feedback;

d) signal transmission

Communication process

215. Receiver's attempt to decipher and understand received

message, using your experience and the attached

instructions is...

a) coding or encryption of the message;

b) reception - decoding;

c) feedback;

d) signal transmission.

Communication barrier

216. Communication barrier resulting from the fact that

the same information is perceived differently by people,

occupying different positions in society and organizations

called….

a) semantic;

b) status;

c) emotional;

Communication barrier

217. Communication barrier resulting from strong

emotional impact of the signal on the recipient of information

called...

a) semantic;

b) status;

c) emotional;

d) information-deficient.

Communication barrier

218. Communication barrier resulting from

mechanical breakage of information or its fuzzy presentation

called...

a) semantic;

b) status;

c) emotional;

d) information-deficient.

12.2 Types and directions of intraorganizational communication

219. Type of intraorganizational communication, in which

information exchange takes place between employees

organizations out of their connection with production duties

and a place in the organizational hierarchy is called ...

a) formal;

b) informal;

c) dependent;

d) independent.

Communication system in the organization

220. Information in an organization that moves from a higher level of management to lower ones, from a leader to subordinates is called ...

a) downward communication;

b) upward communication;

c) horizontal communication;

Communication system in the organization

221. Information in the organization carried out between employees,

being at the same level: members of the same group, working

same-level groups, between managers and staff

one level is called...

a) downward communication;

b) upward communication;

c) horizontal communication;

d) parallel communication.

12.3 Types and models of communications

Communication types

222. The type of interaction in which communication corresponds to that

the social role that a person performs in a given

organization, social status and the prevailing social

hierarchy of positions of leadership and subordination is called ...

c) group communication;

d) intergroup communication.

Communication types

223. The type of interaction in which, in the role of both the sender and

The recipient are individual individuals called…

a) interpersonal communication;

b) functional-role communication;

c) group communication;

d) intergroup communication.

Communication types

224. The type of interaction in which communication occurs between

two or more people of a certain

social group or organization is called...

a) interpersonal communication;

b) functional-role communication;

c) group communication;

d) intergroup communication.

Communication models

225. According to the sign systems used, communications are divided into:

a) verbal;

b) non-verbal;

c) straight lines;

d) indirect.

Forms of communication

226. Conferences, meetings, reports, presentations are _______

form of communication in an organization.

a) oral;

b) written;

c) non-verbal;

d) special.

Forms of communication

227. Letters, memorandums, reports, notes, orders, electronic

Email is the _________ form of communication in an organization.

a) oral;

b) written;

c) non-verbal;

d) special.

228. Non-verbal means of communication include:

a) visual;

b) auditory;

c) tactile;

d) olfactory.

e) sound.

Methods (means) of communications

229. Facial expressions, gestures, body movements, features of gait,

poses, posture, gaze directions, hiding features

physique refers to __________ means of non-verbal

communications.

a) visual;

b) auditory;

c) tactile;

d) olfactory.

Methods (means) of communications

230. Everything that is connected with the touch of the interlocutors to each other

Shaking hands, hugging, kissing, clapping on the shoulder refers to

Means of non-verbal communication.

a) visual;

b) auditory;

c) tactile;

d) olfactory.

Methods (means) of communications

231. Pleasant and unpleasant smells of the surrounding space,

as well as natural and artificial human odors

refer to _______ means of non-verbal communication.

a) visual;

b) auditory;

c) tactile;

d) olfactory.

12.4 Basic means and forms of business communication

Forms of business communication

232. A form of business communication that involves discussion

business situations and problems for the purpose of collective search

the most appropriate ways to resolve them is ...

a) business conversation

b) meeting;

c) business negotiations;

Forms of business communication

233. A form of business communication that provides for the meaningful desire of one person, by means of words, to arouse a desire in another for action that changes the situation, or establishing new relationships between participants, is ...

a) business conversation

b) meeting;

c) business negotiations;

d) speaking in front of an audience.

Business meeting types

234. Types of business meeting:

a) problematic;

b) instructive;

c) operational (control room);

d) unpopular.

Topic 13. Team building technology

13.1 Features of a high-performing team

Team Efficiency

235. For a team to be effective, its members

must have the following types of skills:

a) professional;

b) leadership;

c) communicative;

Team size

236. The best teams have no more than:

a) 40 50 people;

b) 70 - 80 people;

c) 10 - 12 people;

d) 30 - 40 people.

Team Efficiency

237. The effectiveness of a team is its ability to achieve

the following goals:

a) introduction of innovations;

b) performance improvement;

c) ensuring the high quality of goods and services;

d) meet the needs of employees;

e) expand the organizational structure.

13.2 Social roles of team members

Role types

238. Role directly related to official

duties of a team member and covering

professional competence is called:

a) functional;

b) command;

c) main;

d) direct.

Role types

239. Role, reflecting the way in which one contributes to the work and

The relationship between team members is called:

a) functional;

b) command;

c) main;

d) direct.

13.3 Team development

Team development stages

240. The stages of team development are

a) formation;

b) discord, close combat;

c) normalization;

d) efficiency;

d) long range combat.

Team development stages

241. Determining work schedule and achieving cohesion

commands correspond to the stage -

a) formation;

b) discord, close combat;

c) normalization;

d) efficiency;

Team development stages

242. Orientation, establishing contacts, establishing

intra-group interaction and setting goals for the team

corresponds to the stage

a) formation;

b) discord, close combat;

c) normalization;

d) efficiency;

Team development stages

243. Cooperation, solving work problems, maintaining

team spirit, focus on achieving

collective goals of the team corresponds to the stage -

a) formation;

b) discord, close combat;

c) normalization;

d) efficiency;

Topic 14. Social and psychological climate of the team

14.1 The concept of the psychological climate of the team

The concept of the team

244. A set of individuals interacting in a certain way

with each other, aware of their belonging to this community

and recognizing it as members from the point of view of others is called ...

a) society;

b) a team;

c) union;

d) union.

Types of teams

245. A team consisting of a small number of people between whom

are established not only for business relationships, but also for relationships

based on their individual characteristics is…

a) primary;

b) secondary;

c) tertiary;

d) subsequent.

Types of teams

246. A team consisting of people between whom there is almost no

emotional relationships, their interaction is determined

striving to achieve certain goals is ...

a) primary;

b) secondary;

c) tertiary;

d) subsequent.

Emotional mood

247. Relatively stable general emotional mood, which

arises in a group in the process of joint labor activity

called...

a) social and labor climate;

b) socio-psychological climate;

c) social and cultural climate;

d) social and moral climate.

Socio-psychological climate

248. Psychological climate acting for a person in character

those relations that develop between members of the team in everyday life acts as -

a) an objectively observable phenomenon;

b) subjectively experienced state;

c) psychological disorder;

d) social and hygienic condition

249. Style and methods of personnel management, attitudes towards employees,

cohesion of the managerial level, ethics of interaction

managerial and executive level refer to __________

team climate.

a) economic;

b) managerial;

c) psychological;

d) legal.

Factors that determine the state of the socio-economic climate

250. The system of remuneration, the timeliness of its receipt, the establishment

salary limits in accordance with labor costs, benefits, bonuses,

allowances refer to ____________ factors that determine

the state of the socio-psychological climate of the team.

a) economic;

b) managerial ;

c) psychological;

d) legal.

Factors that determine the state of the socio-economic climate

251. The relationship of employees among themselves, the level of conflict,

state of interaction between departments, group

opinions, norms and traditions of behavior refer to _____________

factors that determine the state of socio-psychological

team climate.

a) economic;

b) managerial ;

c) psychological;

d) legal.

Topic 15. Conflicts in the team and ways to overcome them.

Social tension in production.

15.1 conflicts in the team

Collision between team members

252. An open clash between members of a collective that

characterized by their confrontation based on opposite

directed motives or judgments are ...

a) a battle

b) conflict;

d) confrontation.

Structure of the conflict

253. Internal motivating forces that push the members of the team

to conflict is...

a) the subject of the conflict;

c) the motives of the conflict;

d) parties to the conflict;

Structure of the conflict

254. The display of the subject of the conflict in the minds of the members of the team is ...

a) the subject of the conflict;

b) the image of the conflict situation;

c) the motives of the conflict;

d) parties to the conflict;

e) the positions of the conflicting parties.

Structure of the conflict

255. What causes conflict is

a) the subject of the conflict;

b) the image of the conflict situation;

c) the motives of the conflict;

d) parties to the conflict;

e) the positions of the conflicting parties.

Structure of the conflict

256. What people say to each other during a conflict or negotiation

processes are...

a) the subject of the conflict;

b) the image of the conflict situation;

c) the motives of the conflict;

d) parties to the conflict;

e) the positions of the conflicting parties.

15.2 The concept of social tension and the causes of social -

labor conflicts

Factors of social tension

257. The causes of social tension are:

a) internal;

b) external;

c) created;

d) virtual.

Types of labor relations

258. In economic terms, there are a number of types of labor relations:

a) profit is achieved at the expense of the interests of employees;

b) profit is formed in a combination of the interests of the employee

and employer;

c) profit is obtained by harmonizing interests and

self-government systems;

d) profit is achieved independently of the worker and

employer.

Form of collective labor disputes

259. Simultaneous concerted and organized shutdown

in order to force the employer to comply with the requirements of employees

workers are...

b) clarifying the relationship;

c) strike;

d) demonstration.

Topic 16. Social control in the organization

16.1 The concept of social control

The main elements of social control

260. The main elements of social control:

a) social norms;

b) social sanctions;

c) social guarantees;

d) social benefits.

Types of social control

261. Social control exercised by the authorities

and the team itself is called ...

A ) external;

b) internal;

c) parallel;

d) interested.

Ways to exercise social control

262. Ways of exercising social control in production:

a) effective education;

b) coercion;

c) establishing the responsibility of the employee to the organization

d) constant monitoring.

Varieties of control

263. In management practice, the main varieties are used

control:

a) preliminary;

b) current;

c) subsequent;

d) final.

264. Incompetence, when a person is “out of place” is..

b) afunctional behavior;

c) conservative behavior;

d) imitative behavior

Forms of destructive behavior

265. Behavior in which true egoistic goals

camouflaged by pseudo-activity - this is ...

A). illegal behavior;

b) afunctional behavior;

c) conservative behavior;

d) imitative behavior

Forms of destructive behavior

266. Behavior that counteracts innovation is

a) unlawful conduct;

b) afunctional behavior;

c) conservative behavior;

d) imitative behavior

Types of deviant behavior

267. Violation of the rules and norms of behavior of societies on the verge

violations of the law, socially disapproved by the team and

society is...

a) deviant behavior;

b) delinquent behavior;

c) ambitious behavior;

d) unconscious behavior.

16.2 Work discipline as a condition for the successful operation of the organization

Types of labor disciplines

268. Main types of labor disciplines

a) labor discipline;

b) technological discipline;

c) production discipline;

d) corporate discipline.

Types of labor disciplines

269. Labor discipline includes:

a) performance discipline;

b) active discipline;

c) self-discipline;

d) natural discipline.

16.3 Basic methods of labor discipline management

Discipline management

270. In the process of discipline management, the levels of state are distinguished:

a) stable;

b) developing;

c) degradation;

d) out of control

Topic 17. The human factor of innovative processes in the organization

17.1 Innovation and innovation as an object of management

Types of innovation

271. Types of innovations according to the degree of novelty:

a) fundamentally new;

b) fundamentally old;

c) partial;

d) local;

e) imitation.

Types of innovation

272. Types of innovations by factors of social production:

a) labor force;

b) means of production;

c) salary;

d) product of labor;

e) labor process

Types of innovation

273. Types of innovations by purpose:

a) improvement;

b) addition;

c) substitution;

d) beautification;

e) displacement.

Types of innovation

274. Types of innovations by level of development and dissemination:

a) state;

b) regional;

c) personal;

d) industry;

d) branded.

17.2 Essence and main tasks of innovation management

Types of organizational innovation strategies

275. Modern types of innovative strategies of the organization:

a) offensive;

b) defensive;

c) imitation;

d) virtual.

The main tasks of innovation management

276. Tasks not solved by innovation management

a) ensuring the optimal functioning of the system

production;

b) synchronization of the activity of functional subsystems;

c) improvement of personnel management;

d) solving routine tasks;

e) exercising control.

277. In the role of ____________________ innovation management

may be one person or a group of workers who

provide functioning and problem solving

innovative development of a controlled system.

a) the subject;

b) object;

c) the subject;

d) funds.

Element of innovation management

278. ____________ of innovation management are innovations,

innovation processes, as well as economic relations,

arising between participants in the innovation market.

a) the subject;

b) an object;

c) subject;

d) means.

17.3 Innovative workforce management

Functions of innovative personnel management

279. Functions of innovative personnel management:

a) resource planning;

b) recruitment and selection of personnel;

c) assessment of employees and their work activities;

d) training of leading personnel;

e) hiring and dismissal of personnel

Topic 18

280. An employment contract is an agreement between an employee and an employer under which the employer is not required to:

a) provide the employee with work according to the stipulated labor function;

b) ensure working conditions;

c) ensure career growth;

d) pay wages to the employee on time and in full.

Registration of labor relations

281. In accordance with the employment contract, the employee is obliged (2 answers):

a) personally perform the labor function determined by this agreement;

b) to remain calm and self-possessed in stressful work situations;

c) comply with the internal labor regulations in force in the organization;

d) ensure interchangeability at the workplace in the absence of another employee.

Registration of labor relations

282. Main types of employment contracts:

a) unlimited;

b) urgent;

c) urgent-perpetual;

d) limited duration.

Registration of labor relations

283. When concluding an employment contract, a person applying for a job does not present to the employer:

a) passport or other identity document;

b) an insurance certificate of state pension insurance;

c) medical records in case of chronic diseases;

d) a document on education, qualifications or the availability of special knowledge - when applying for a job that requires special knowledge or special training.

Registration of labor relations

284. An employment contract comes into force (2 answers):

a) from the date of its signing by the employee and the employer;

b) from the moment of submission of documents to the personnel department;

c) from the date of the actual admission of the employee to work with the knowledge or on behalf of the employer or his representative;

d) the next day after the interview with an authorized employee of the personnel department.

Registration of labor relations

285. When issuing a work book, it is allowed:

a) strikethrough of erroneous and incorrect entries, erasures and corrections in the text, entries like “corrected believe”;

b) footnotes and entries in the lower or upper margins;

c) entering the details of the order to change the position of the employee;

d) use of ink other than black, blue or violet.

Incompetence is a concept that is most often used in the business sphere of life and denotes a complete or partial discrepancy between the level of skills, knowledge, skills and other significant qualities of an employee, the requirements of his position or his status. At the same time, the meaning of incompetence is significantly expanded due to its many types: they include professional, intellectual, emotional, physical, social and ethical incompetence. Let's consider some of them.

Professional incompetence

In some areas, such as healthcare, the level of incompetence is especially important. The management of the company is called upon to ensure that the incompetence of employees is either eliminated or, better, not allowed.

With regard to career growth based on the concept of incompetence, the so-called “Peter Principle” was put forward, which states that in a hierarchical system, each employee rises to the level of his incompetence.

According to the Peter principle, any person working in any kind of hierarchical system will climb the corporate ladder until he occupies a high place where he will not cope with his duties. That is, to the level of their incompetence. It is at this level that a person will be stuck until they quit, retire, etc. despite the outward harmlessness, such a principle hints at the incompetence of any leader in any system built on the principle of hierarchy. Based on the fact that private firms can be considered as a hierarchical system, state. enterprises, the army, various institutions, including educational and medical, the scope of this principle is very wide.

Lawrence Peter put forward his theory on the basis that all competent employees, as a rule, are promoted, while incompetent employees remain in place, not demoted (often due to the unwillingness of the manager to admit his mistake). Peter's system has been repeatedly criticized, but at the same time it has quite a few followers.

Communicative incompetence

This type of incompetence speaks of the inability to build relationships with other people. There can be many reasons for this kind of incompetence, let's consider some typical ones:

1. Stereotypes, that is, simplified opinions about people and situations, which as a result blocks the understanding of situations and people.
2. Prejudice, a tendency to reject everything unusual, different.
3. The habit of neglecting the facts, and the desire to draw any conclusions without suitable grounds.
4. Errors in the construction of phrases - inaccurate selection of words, illogicality, weak persuasiveness.
5. Wrong choice of general strategy and tactics of communication.

Often, all these phenomena lead to the fact that a person cannot normally contact others, which often interferes both in his personal life and in the professional sphere.

Emotional incompetence

There is also such a thing as emotional incompetence, which describes the lack of skills or their extremely low level of development in managing emotions. It entails committing human interaction with other people without the slightest regard for the emotional context.

A vivid example of such a situation is a despotic boss who is used to raising his voice to employees, being rude, etc. Emotional incompetence leads to a loss of respect from employees and interferes with building any kind of relationship - both at work and in personal life.

The research center of the recruiting portal site () decided to find out what annoys managers in the behavior and character of their employees and what, in turn, most irritates subordinates in the bosses.

As it turned out, the most annoying factors for bosses are laziness and stupidity of subordinates (15% and 11%). Another 7% of company representatives reported that they lose their temper due to the non-performance of employees.

The irresponsibility and dishonesty of the staff irritate 5% of managers each: “In subordinates, I am most annoyed by their lies. I prefer to know the true reason for their non-fulfillment of my instructions ... "; "Fear of responsibility"; "Dishonesty and deceit."

4% of bosses do not tolerate incompetence, unprofessionalism and indifference of employees to work. The slowness and lack of independence of subordinates irritate 3% of employers.

2% of managers are indignant because of the excessive self-confidence of employees, their unwillingness to learn and grow professionally, manifestations of negligence in work and disorganization.

Insolence, quarrelsomeness, "inability to work in a team", obsession, the manner of "knocking" on colleagues and many other features of employees that irritate them were noted by 23% of bosses.

And only 4% of the heads of Russian enterprises see no reason to be irritated with their subordinates. “The behavior of subordinates depends on the leader. If a leader gives a reason to subordinates, then he does not work well with personnel”; “There are no bad subordinates, there are bad leaders,” they rightly believe.

As for the employees themselves, most often they are annoyed by incompetence, lack of knowledge and experience (6%). “A flagrant discrepancy between the business and professional qualities of the position held”; “Absolute incompetence in business. The man is out of place!" - the respondents are outraged.

Disrespect on the part of managers and their unwillingness to delve into the problems of subordinates infuriate 5% of respondents. Another 4% of respondents are annoyed because of the arrogance, imbalance and stupidity of bosses: “Incomprehensible nervous breakdowns”; "Always trying to demonstrate his status as a boss."

According to 3% of employees, they are especially nervous about the greed of the boss: “I have never met such stingy people!”

2% of the respondents each indicated such traits and manners of leadership that irritate them, such as rudeness and bad manners, softness, a tendency to give empty promises and the habit of delaying salaries, inability to listen to others, inability to clearly formulate tasks, inconsistency and omniscience.

The same number of study participants (2%) admitted that absolutely everything in their immediate supervisor makes them nervous: “The fact that he exists in nature at all”; "Everything is annoying."

Among other annoying factors noted by employees (23%) are the cynicism and suspicion of superiors, untidy appearance and unpleasant timbre of voice, slowness, secrecy and lack of punctuality.

Surprisingly, there are not so few employees who are not at all nervous about their managers - 24%. According to the respondents, there is nothing in the behavior of their bosses that could be annoying. Moreover, for many of them the leader is a role model: “Nothing irritates”; “What can be annoyance? You need to do your job well, and if necessary, reasonably defend your point of view”; "My boss is a wonderful person!"

Time: December 14-19, 2010
Target population: managers
Sample size: 500 respondents

Question:
“Please indicate what annoys you the most in your subordinates?”

"Laziness" - 15%
"Laziness"; "Doing Nothing"; "Looking for a reason not to do anything"; "Reluctance to engage in routine"; “There is no desire to work and earn money”; "Lack of desire to work."

"Stupidity" - 11%
“Stupidity. As a rule, it is “inherited” from the predecessor ... When I recruit staff myself, I don’t take such people ... ”; "Ignorance"; "Unwillingness to think about what they say"; "Insurmountable stupidity."

"Non-executive, optional" - 7%
“A real leader will always find an approach to a subordinate, if, of course, it is possible and necessary to achieve a specific result from this subordinate. If it is impossible to get a result from a subordinate, then it is better to say goodbye to him. Non-executive employees are annoying”; "Failure to fulfill orders on time"; “Failure to perform work under the pretext that they did not understand the task”; "Fuzzy execution of the order."

"Irresponsibility" - 5%
"Irresponsibility"; “Rejection of responsibility for the committed act and carelessness”; "Fear of Responsibility"

"Lies, dishonesty" - 5%
"Lies"; “The thing that annoys me the most about subordinates is their lies. I prefer to know the true reason for their non-fulfillment of my instructions ... "; "Dishonesty"; "Deception"; "Dishonesty"; "Propensity to deceive."

"Incompetence" - 4%
"Incompetence at work"; "lack of competence".

"Nothing annoys" - 4%
“If something irritates in subordinates, then this is a flaw in the leader. Subordinates are a reflection of the leader”; “Nothing irritates me in subordinates”; “Nothing annoys me, you need to communicate correctly and have an approach to people, that’s why the boss exists”; “The behavior of subordinates depends on the leader. If a leader gives a reason to subordinates, then he does not work well with personnel”; "Nothing. I don’t get annoyed, I always try to understand or suggest”; "There are no bad subordinates, there are bad leaders."

"Unprofessionalism, lack of qualifications" - 4%
"I never get annoyed, but I don't like non-professionals"; "Dilettantism"; "Low level of qualification"; "Lack of proper qualifications."

"Indifference, indifference to work" - 4%
"Indifference to the assigned tasks"; "Indifference to work"; "Work without interest, showing off at work"; "Indifference to work."

"Slowness" - 3%
"Slow reaction..."; "Slowness"; "Inability to think quickly"; "Low speed".

"Lack of independence" - 3%
"Lack of independence"; “Lack of independence, inability to make decisions”; "Infancy".

"Self-confidence, conceit" - 2%
"Self-conceit"; "Self-confidence and exorbitant ambitions"; "Self-confidence in the absence of professional skills"; "Megalomania"; "Inadequate self-esteem!"; “Inconsistency of requests with the results of work and potential”; "Ignorance of one's place!"

"Lack of desire to learn" - 2%
"Reluctance to develop"; “Lack of desire to learn, to understand what is being done and why. I learned a long time ago to weed them out."

"Indiscipline, disorganization" - 2%
"Indiscipline"; "Disorganization"; "Incompetence in the performance of the task"; "lack of discipline"; "Laxity".

"Negligence, sloppiness" - 2%
"Disregard for customers!"; "Sloppiness"; "Negligence".

"Other" - 23%
"Unpunctuality, lateness"; "Lack of initiative"; "Gossip, empty talk"; "Personal affairs at work"; "Incontinence"; "Flattery, fawning"; "Passivity"; "Inattention"; "Frequent smoke breaks"; "Misunderstanding of the tasks"; "Envy"; "Friendship in the workplace to the detriment of work"; "Initiative in the absence of brains"; "Sometimes simplicity is worse than theft"; "Untidy appearance"; "Provision of unverified information"; "Squabbling"; "Fear"; "Squealing"; "Frequent gatherings in the kitchen"; “The desire to shift their immediate responsibilities to another employee”; "Obsessiveness, getting into the field of view of the authorities beyond measure"; "Impudence"; "Irrational approach to the work performed"; "Inability to work in a team"; "Inability to listen"; "Unpredictability"; "Cynicism, rudeness"; "Illiteracy"; "Insolence"; "Illiteracy and tediousness"; "Unwillingness to listen and hear"; "Uneducated"; "Contempt"; "Lack of dedication."

“I find it difficult / do not want to answer” - 4%

Location of the survey: Russia, all districts
Time: December 14-15, 2010
Study population: economically active population of Russia over 18 years old with a permanent job and a direct supervisor
Sample size: 1800 respondents

Question:
“What annoys you the most about your immediate supervisor?”

The answers of the respondents were distributed as follows:

"Nothing is annoying" - 24%
“In my current leader, almost nothing annoys me”; "Everything suits me"; “Everything is fine, there is no negativity”; “Oddly enough, literally everything suits! This is the second case in my 27-year labor practice”; “What can be annoyance? You need to do your job well, and if necessary, reasonably defend your point of view”; "He doesn't annoy me"; “My current one is perfect!”; “My leader is a wonderful person”; “The manager does not annoy me, the attitude is quite healthy.”

"Incompetence, lack of knowledge and experience" - 6%
“Absolute incompetence in business. The man is out of place!”; "His incompetence in the profession"; “The qualifications of the manager do not meet the requirements of the position held!”; "Ignorance of the basics of work"; "Incompetence in some matters"; "Incompetence. Yesterday he was a simple manager. And today - the general director, who knows nothing and cares only about pleasing the owner of the company ... "; “Lack of the required level of specialized knowledge for the position held”; “A flagrant discrepancy between the business and professional qualities of the position held.”

"Indifference, indifference, disrespect for employees" - 5%
"Disregard for employees"; "His indifference to employees"; "Unwillingness to delve into the problems of subordinates"; “Unwillingness to defend the rights of their subordinates in front of higher leadership”; "Remote from staff"

Arrogance - 4%
"High conceit"; "Always strives to demonstrate his status as a boss"; "Heightened self-esteem"; "Arrogance"; "Megalomania"; "Arrogance".

"Stupidity" - 4%
"Stupid than me"; "Weak mental abilities"; "Stupid!"

"Unbalanced" - 4%
"Illogical tyrant"; "Incomprehensible nervous breakdowns"; "Nervous"; "Incontinence"; "Unbalance, irascibility"; "Mood swings"; "Self-foolery"; "Scream".

"Greed, stinginess" - 3%
"Stingy, greedy"; “I have never met such stingy people!”

"Irritates a lot of things, literally everything" - 2%
“The fact that it exists at all in nature”; "Everything is annoying."

"Rudeness, bad manners" - 2%
“Rudeness, rudeness, a constant desire to humiliate people!”; "Rudeness, rudeness, irritability"; "His rudeness"; "Lack of upbringing".

"Unprofessionalism" - 2%
“Unprofessionalism, lack of analytical skills, narrow outlook”; "Lack of professionalism."

"Delay / non-payment / no increase in employees' earnings" - 2%
"Delay in payment of wages"; “Doesn't want to initiate the issue of salary increase”; "Insolvency"; "Untimely payment of salaries"; "We need to pay more"; "Saving money on employee salaries and paying taxes."

"Softness" - 2%
"Inability to ask a tough question to higher management"; “In the immediate – spinelessness…”; "Excessive tolerance"; "Softness"; "Lack of authoritarianism"; "Weakness".

"Optional, prone to giving empty promises" - 2%
"Non-obligation and idle chatter"; "Failure to fulfill obligations in relation to employees"; "Does not keep promises"; "Promises, but does not fulfill the promise."

"Inability to listen to others" - 2%
"Unwillingness to listen to subordinates"; “Does not listen to more experienced employees”; "Doesn't want to listen to anyone"; “Unwillingness to listen to an opinion different from his own”; "Unwillingness to listen to the opinion of subordinates."

“Inability to clearly formulate tasks” - 2%
"Fuzzy formulated tasks and goals"; "The inability to accurately set the task"; “The inability to clearly and exhaustively set the task”; "Lack of clarity in setting the task."

"Omniscience" - 2%
“Knows everything and always”; “When she, not knowing the essence of the issue, imposes her opinion, not being interested in yours”; "Monopoly on truth"; “Management is always right, but I am not. Even if he realizes he's wrong."

"Inconsistency" - 2%
"Inconsistency of actions"; "Inconsistency, spontaneity"; "No hard line."

“I find it difficult / do not want to answer” - 7%
"Such things do not say!"; "I just got a job, I don't know yet."

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Every fourth employee sees no reason to be annoyed with his boss

The research center of the recruiting portal site (http://www.site) decided to find out what irritates managers in the behavior and character of their employees and what, in turn, most irritates subordinates in the bosses.

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