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The profile of an effective manager |
Ручка "Помада". 
Брелок LED "Лампочка" классическая. he ma ager Ma agers work i a orga iza io . herefore, before we ca ide ify who ma agers are, i is impor a o clarify he erm orga iza io . Robbi s S.P. (1991) defi es a orga iza io as: “a sys ema ic arra geme of people o accomplish some specific purpose”. We ca divide orga iza io al members i o wo ca egories1: opera ives or ma agers. Ma agers differ from opera ives, by he fac ha hey direc he ac ivi ies of o hers. here are wo big classifica io s of ma agers2: he horizo al classifica io o ly looks a he respo sibili ies. We ca dis i guish he fu c io al ma ager a d he ge eral ma ager. he fu c io al ma ager is respo sible for a whole of similar ac ivi ies, for example, fi a cial direc or, commercial direc or While he ge eral ma ager is respo sible for differe fu c io al areas, he is of e co ce ra ed o o e busi ess ac ivi y a d ac s as a produc ma ager or a divisio ma ager. I he ver ical classifica io , we eed o differe ia e firs -li e ma agers, middle ma agers, a d op ma agers. he differe ce be wee hese hree groups is based o he s a u e of subordi a es.Fur hermore, we should pay a e io o he differe ce be wee a successful a d a effec ive ma ager. As Lu ha s F. (1988) proved, a successful ma ager is o ecessary a effec ive ma ager. he former is a ma ager, who has bee promo ed rela ively quickly, while he la er has sa isfied, commi ed subordi a es a d high performi g u i s. I ge eral, we could say ha a effec ive ma ager is o e who a ai s he orga iza io al goals. Ma ager’s job I was He ry Fayol, i he early par of his ce ury, who was he firs o give a global view abou he job of ma ager. He observed ha ma agers performed 5 ma ageme fu c io s: hey pla , orga ize, comma d, coordi a e a d co rol. I he mid-1950s, hese ma ageme fu c io s were reduced o he basic four k ow as he ma ageme process. Figure 1 shows ha he asks of a ma ager co sis s of pla i g, orga izi g, leadi g a d co rolli g.Figure 1: Ma ageme Fu c io s Source: Ma ageme , By: Robbi s, S.P., 1991, , Pre ice-Hall, I c, p. 4 he pla i g compo e e compasses defi i g he goals, es ablishi g appropria e s ra egies, a d developi g differe pla s o coordi a e he ac ivi ies. Fur hermore, ma agers are respo sible for desig i g a orga iza io ’s s ruc ure, which clarifies wha mus be do e a d by whom. As he job of ma ager implies direc i g ac ivi ies of o hers, he leadi g fu c io is very impor a . I co sis s of mo iva i g subordi a es, resolvi g co flic s a d selec i g effec ive commu ica io cha els. Eve ually, a ma ager has a co rolli g fu c io . He has o e sure ha he assumed goals will be achieved. herefore he ma ager has o mo i or he differe ac ivi ies. Also keep i mi d ha a effec ive ma ager mus be able o perform all four ac ivi ies simul a eously.O ly rece ly has his classical view of ma agers bee challe ged based o he observa io s of five CEO’s. Mi zberg H. (1971) co cluded ha he ma ager’s job co sis ed of ma y brief a d disjoi ed episodes wi h people i side a d ou side he orga iza io . I addi io o hese i sigh s, Mi zberg provided a ca egoriza io scheme for defi i g wha ma agers do based o ac ual ma agers o he job.
Mi zberg shows ha ma agers play differe bu highly i errela ed roles3.Formal au hori y gives rise o he hree i erperso al roles (figurehead, leader, a d liaiso ), which i ur gives rise o he hree i forma io al roles (mo i or, dissemi a or, spokesma ). hese wo se s of roles e able he ma ager o play he four decisio al roles. We should also me io ha he impor a ce of ma agerial roles varies depe di g o he ma ager’s level i he orga iza io . A o her bes k ow moder view of ma agerial work is provided by Joh Ko er which is based o his observa ory4 of 15 successful ge eral ma agers. Ko er s a ed ha ma agers spe d mos of heir ime i erac i g wi h o hers a d co cluded ha ma agers spe co siderable ime i mee i gs ge i g a d givi g i forma io . By ob ai i g releva a d eeded i forma io from his e work, he effec ive ma ager is able o impleme his or her age da. Cri ical skills rela ed o ma agerial compe e ce I he ‘70s, researcher Rober Ka z ried o fi d a a swer o he ques io : Wha are he cri ical skills ha are rela ed o ma agerial compe e ce? He discovered ha ma agers should possess 4 cri ical ma ageme skills. hose skills ca be ca egorized i wo big groups5: ge eral skills a d specific skills. here seems o be overall agreeme ha effec ive ma agers mus be proficie i four ge eral skills areas6: Co cep ual skills: he abili y o a alyse complex si ua io s a d o provide he ecessary k owledge o facili a e he decisio -maki g. I erperso al skill: as a ma ager you should be able o direc o hers, so mo iva io , commu ica io a d delega io skills are absolu ely eeded. ech ical skills: he abili y o apply specialized k owledge or exper ise Poli ical skills: he abili y o build he righ rela io ships wi h he righ perso s. hose co ec io s resul i higher cha ces of ge i g addi io al resources a d power. he propor io s i which hose skills are ecessary vary wi h he ma ager’s level i he orga iza io . Co cep ual skills become more a d more impor a as we grow i he hierarchy of he orga iza io , while ech ical skills become less impor a . I erperso al skills are ecessary o every level, because a ma ager always works wi h people. Research has also ide ified six se s of specific skills ha explai 50% of ma ager effec ive ess: Co rolli g he orga iza io ’s e viro me a d i s resources Orga izi g a d coordi a i g Ha dli g i forma io Providi g for grow h a d developme Mo iva i g employees a d ha dli g co flic s S ra egic problem solvi g I ‘ he Ge eral Ma agers” (1983), Joh Ko er, co cluded ha effec ive ma agers have s ro g specialised i eres , skills, k owledge a d rela io ships. hese specialised perso al asse s allow hem o behave i ways ha fi he dema ds of heir specific si ua io s. Such specializa io seems o have bee ce ral o heir abili y o cope wi h he of e huge dema ds placed upo hem by heir jobs. he ma y perso al charac eris ics ha helped co ribu e o good performa ce were developed over he e ire period of he ma ager’s life. I erms of basic perso ali y we ca observe7: eeds/mo ives: like power, eed for achieveme , very ambi ious emperame : emo io ally s able a d eve , op imis ic Cog i ive orie a io : above average i ellige ce, modera ely s ro g a aly ically, s ro g i ui ively I erperso al orie a io : perso able a d good a developi g rela io ships wi h people, u usual se of i eres ha allows hem o rela e easily o a broad se of busi ess specialis .
I forma io : very good k owledge abou he busi ess a d orga iza io Rela io ships: coopera ive rela io ships wi h a large umber of people i he orga iza io Ko er co cluded ha i he s ipula io for bei g a effec ive ma ager, here should be a ma ch be wee he dema ds of he job a d he i dividual charac eris ics. So for orga iza io s i is a challe ge o pu he righ ma o he righ place. Depe di g o he role a ma ager has o play i a orga iza io , we eed a i dividual wi h o her charac eris ics. For example, Ko er fou d ha i jobs where he rela io ships were more dema di g a d accomplishi g hi gs more difficul , he ge eral ma ager was someo e wi h a s ro g perso able s yle, skill a developi g rela io ships, a liki g of power, a emo io ally eve emperame , a abili y o rela e o a diverse group of busi ess specialis , a d ex e sive rela io ships i heir orga iza io a d i dus ry. he mai charac eris ics of he effec ive ma ager I he followi g par we will discuss some of he mai ma ager’s charac eris ics based o he heories which were discussed i he firs par of our paper. We have summarized differe visio s a d fou d ou ha all heories amed he followi g impor a charac eris ics: Decisio maki g skills Co flic Ma ageme skills Flexibili y a d crea ivi y Developi g of ma agerial k owledge a d ma ager’s eachi g role Mo iva io of employees Commu ica io skills Developi g rus i side he orga iza io We will give a descrip io of each charac eris ic i cludi g some impor a heories. Decisio Maki g Skills Ma gers are a he same ime he decisio s makers. I is easy o make decisio s, bu maki g he righ o e is difficul . Wha cri eria should a effec ive ma ager have upo he decisio -maki g aspec ? Le ’s s ar wi h a simple review of he decisio maki g process. Decisio -maki g is formally defi ed as he process of ide ifyi g a d solvi g problems. he process co ai i g 2 major s ages: problem ide ifica io a d problem solu io . Accordi g o he ra io al approach, here are 8 s eps for each s age:8 Figure 2: Decisio -maki g process he poi of ra io al approach is ha ma ager should ry o use sys ema ic procedures o arrive a good decisio s. Ac ually i prac ice, here are ma y u cer ai ies whe applyi g his model o make decisio s due o he followi g ype of i forma io co s rai s imposed up people:9 Limi ed a e io Limi ed memory Limi ed comprehe sio Limi s o commu ica io hese, plus o her fac ors, have give rise o he o io ha ra io al process i decisio is bou ded. Herber Simo , i his regard, has proposed ha , “wi hi bou ded ra io ali y, i dividuals a d groups of e base heir decisio s o sa isfyi g he search for wha is good e ough i he circums a ces, ra her ha op imizi g.”10Of e , ma agers have o face vas umber of i forma io a d required o make a decisio i a shor ime, i is impossible for him o a alysis each problem a d weigh each al er a ives from he limi ed me al capaci y. 11 herefore here is a limi o how ra io al a ma ager ca be. Ma y models are buil upo he u cer ai y of he solu io searchi g s eps, while i all ac uali y ma agers are o maki g he decisio i a vacuum. hey ca use formulas or models o aid heir decisio maki g process.
Whether you are setting up a system for use just by your self, sharing it among a family of five, or even working with a machine that has to handle several thousand different users, it is important that you understand how to effectively assign user permissions and lock down the areas you want to protect. Equally important is the ability to fine-tune user access rights, to enable people to do what they need to do, and not necessarily what they want to! Managing users includes managing home directories and settings that are unique to each user. You also have to examine how much of the overall system to which you want to give the users access, as well as establish good pass word practice. This chapter covers all these tasks, as well as others that teach you how to effectively manage the users of your system. It also takes a look at the super-user account so that you can understand why it is so important and also how to let others access some, if not all, of the super-user's power. User Accounts Every Fedora installation typically contains three types of accounts: the super user, the day-to-day user, and the system user
1. The effect of light intensity on the amount of chlorophyll in “Cicer arietinum”
2. What strategy are most effective in the conditions of globalization
3. The Economy of Great Britain
4. Роль СМИ в современном мире (The mass media in the life of Society)
9. The Impact of the Afghan War on soviet soldiers
11. The Economy of Great Britain
12. Особенности ведения бизнеса в Китае (The peculiarities of marketing strategy development in China)
13. Династия Тюдоров (essay the house of Tudor)
15. The history of Old English and its development
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19. The role of art in our life
20. Raskolnikov and Svidrigailov: on the brink of suicide. Ф.М. Достоевский, Преступление и наказание
21. The History of Alaska (история Аляски)
25. Особенности ведения бизнеса в Китае (The peculiarities of marketing strategy development in China)
28. The teaching of Hugo Gratius
29. THE EVOLUTION OF AMERICAN NATIONAL SECURITY POLICY SINCE THE END OF SECOND WORLD WAR
30. The City of London and its role as a financial centre
31. The National Emblem of the Republic of Kazakhstan
3D-пазл "Рождественский домик 3" (с подсветкой). 
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Складная силиконовая вставка для горшка Potette Plus, голубая. 33. The 8th of March
34. The protection of the environment
36. The commonwealth of Australia
37. The Commonwealth of Australia
41. Why was Washington made the capital of the United States?
43. Eyck, Jan van: The Adoration of the Lamb
44. The main fault of The 70s or the years of “might-have-been hopes”
45. The economy of KOREA - Looking Ahead to the 21st Century
48. The development of computers in the USA
Ручка перьевая "Silk Prestige", синяя, 0,8 мм, корпус черный/хром. 
Средство для мытья посуды Finish "All in 1 Shine&Protect", (лимон), 65 штук. 
Головоломка "Шар-лабиринт 138 шагов", диаметр 19 см. 49. The system of english tenses
50. The Future of American Youths
51. The making of the collection
52. For the Beauty of the Earth
53. The Adventures of Huckleberry Finn
57. The development of the drama. The theatres and actors
58. The Society of Travelling Art Exhibitions
60. Economy of the Republic of Ireland
61. HOW SIGNIFICANT WAS ALEXANDER DUBCEK IN THE DEVELOPMENT OF REFORMIST COMMUNISM?
62. Islam in the eyes of the West
Матрёшка "Колобок" (7 персон). 
Планшетик "Маленький всезнайка". 
Свечи чайные в гильзе (100 штук). 65. Formation and development of political parties in the Republic of Belarus
66. Oscar Wilde "The picture of Dorian Gray"
67. Stylistic analysis of the part of the novel "Rebecca" by Daphne Du Maurier
68. The development of sustainable tourism in Turkey
69. The explaining of the meaning of neologism
73. The marking of the Russian Revolution
74. The origins of the International Socialists
75. The Participation of American and British Youth in Political Life of Their Countries.
76. The place of “Macbeth” among Shakespeare’s tragedies
77. The problems of oral translation
79. The system of English verbs
80. Historical measurement of the science of governing
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Жидкое средство для стирки детских вещей "Meine Liebe", 800 мл. 
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83. Speeches workers Grodno province in 1905-1907 and the emergence of trade unionism
84. The Radicalism of the American Revolution
85. The collection of French art in the Hermitage
89. American Literature: An Overview Of The Development From The 17th To The 20th Centu-ries
90. The manager as a teacher: selected aspects of stimulation of scientsfsc thinking
91. The United Kingdom of Great Britain and Northern Ireland
92. История Советсткого флота (History of the Soviet fleet)
93. Comparison of the Renaissance and Enlightenment (Сравнение Ренессанса и Просвещения)
94. Going public and the dividend policy of the company
95. The fastest computers of the world
96. Three Waves of Alvin Toffler. The Basic Points
Настольная игра "Скоростные колпачки". 
Игра интерактивная "Супер магический Джинн". 
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99. Ways of exploring the world
Совок большой. 
