International Journal of Pedagogics
104
https://theusajournals.com/index.php/ijp
VOLUME
Vol.05 Issue03 2025
PAGE NO.
104-106
10.37547/ijp/Volume05Issue03-30
Management Activities: Problem, Approaches Methods
and Methods
Makhmudov yusup ganievich
Professor of termez state pedagogical institute, doctor of pedagogical sciences, Uzbekistan
Allaerov dzhura khaikalovich
Senior lecturer of the department of special professional sciences of the institute for advanced training of personnel of the ministry of
internal affairs of the republic of Uzbekistan
Received:
28 January 2025;
Accepted:
27 February 2025;
Published:
21 March 2025
Abstract:
This article examines the activities of a supervisor: the problem, approaches, methods and techniques;
what personality traits a supervisor should possess. It is also said that the ability to unleash the mental
(intellectual) potential of one's team is the highest indicator of a leader's managerial skills.
Keywords:
Leader, activity, problem, approach, method, method, team, goal, action, interest, character,
intelligence, feeling, will, freedom, quality, non-standard, status, image, interest, talent.
Introduction:
In the management process, the leader
works within a specific team. Leadership results are
created through joint efforts aimed at achieving
common goals. The interests of the leader and the
team do not always coincide.
One of the most important tasks of the leader and the
team as a whole is to create favorable conditions for
the coordination of the interests of the team and the
individual. The creation of a rational system of internal
procedures, rules and norms that fully meet the
interests of each individual and society as a whole, a
single social organism. The success of the team's
activities largely depends on the conditions created for
its prosperity and development, as well as on the
degree of satisfaction of the needs of each of its
members.
However, an employee has a need to express himself,
to prove his uniqueness, his individuality, to stand out
among other people in the team with his unique
characteristics.
A
person,
understanding
the
requirements imposed on each member of the group,
and observing the moral and ethical requirements of
society, can from time to time have a mood or attitude
that runs counter to the general principles.
What personal qualities should a leader have?
Personal and leadership qualities have always
interested employees. In 900, a famous treatise on this
topic was published by the great Eastern thinker Abu
Nasr al-Farabi. The Persian theologian Abu Hamid
Muhammad Ghazali in his views set out the
requirements necessary for the successful activity of a
leader.
Issues of
public
administration,
the
development of a system of goals and methods of
influencing the masses were examined in detail in the
book "The Ruler" by the Italian Niccolo Machiavelli
(1469-1527). His unique paradoxical conclusions
continue to arouse the interest of modern scientists.
The concept of "person" is multifaceted. Usually, when
we say "official", we mean a strong, authoritative
person with qualities that deserve special respect.
However, in ancient times, the concept of "personality"
had a broader meaning, denoting the totality of the
div, appearance and spiritual qualities of a person. A
person is always in a state of development, renewal,
striving to find his unique image, that is, "a person is a
person striving to be himself."
The qualities of character, intelligence, emotions, will
and freedom are the necessary basis for the socio-
psychological state of a non-standard personality. It is
easily subject to change, but it is precisely this that
determines the professional qualities and talents of a
International Journal of Pedagogics
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International Journal of Pedagogics (ISSN: 2771-2281)
leader. A leader, a creative person must have many
qualities, the most important of which (although not
always present) are a sense of personal pride, high
spirituality and a strong sense of morality. Although
nobility and commitment to ethical principles may
seem outdated to someone, they are always noticed by
employees and involuntarily evoke deep respect.
In the popular 1970s work "The Course for
Management Staff", the main qualities of management
personnel include patience, strong nerves and
determination, the ability to think logically and
rationally, quickly understand the essence of the
problem and quickly solve it; accepting responsibility
for management decisions and actions; Be sincere,
friendly, polite, but firm in communication with
employees; The importance of such qualities as the
ability to clearly and distinctly express one's thoughts
both in writing and orally is especially emphasized [1;
Page 97.].
In general, we are talking about the intellectual abilities
of the worker, which in a sense are an internal quality
that cannot be taught; about a high level of
purposefulness; about the surprise of others when he
uses the methods necessary to achieve goals and
complete tasks; about the pursuit of a goal that unites
others into a loyal community; We can talk about hard
work and enthusiasm that arise from satisfying one's
desires and a creative approach to one's work.
A talented leader can always be an example for his
subordinates, colleagues and even superiors. Specific
management methods and techniques, as well as
norms of behavior, are difficult to convey through
conversations and advice. On the contrary, this
happens more effectively through behavior and actions
that can be consistently observed in production
relations.
The famous formula of W. James [2; Page 411.] should
also be taken into account. This formula establishes a
connection between personal pride (LP), the success
achieved by a person (M), and his ambitions (T), i.e.
LP=M/T.
A unique, individual person will, of course, have a
unique, individual way of thinking. For this, the speed
of processing the information received, the uniqueness
of the decisions made, and a highly developed ability to
analyze and synthesize are important.
This is called creative thinking (or creative, lateral) - a
special type of thinking that is a great legacy left to us
by our ancestors or formed during life. Its main
characteristic is a well-developed internal perception,
that is, thinking activity that occurs "in the depths" of
the mind.
Well-developed common sense is based on the
employee's life experience and is often formed from a
variety of information coming from all the senses and
is immediately sorted, analyzed and summarized in the
form of decision making. Often the employee cannot
explain why he made a particular decision, on what
criteria or what influenced his conclusions based on his
understanding, for example: "This employee cannot be
trusted" or "This is a risk worth taking."
Intuition has always been an important component of
management practice, and its role in predicting events
–
from planning and hypothesizing to decision making
–
is critical.
There is another spiritual phenomenon that is no less
important than understanding. This is reflection, that
is, interaction and acceptance. One of its
manifestations is understanding the thoughts of the
interlocutor during a conversation or understanding
the mood on his face. Reflection is characteristic of
leaders, lawyers, teachers, commanders, speakers, that
is, all professionals who are engaged in interpersonal
communication. The ability to think creatively gives a
leader a certain advantage over colleagues [3; Page
67.].
A technique called brainstorming, or collective creative
thinking, can be very helpful.
The main thing is to achieve the set goal by presenting
the most unexpected, “unusual” ideas to team
members unsystematically, but by expressing and
developing any plan that will help solve the set task or
get closer to it. This method allows you to have several
options for solving the problem, some of which at first
glance may even seem very strange.
Typically, a team of like-minded people and consultants
can offer hundreds of alternative ways to solve a
problem in 1.5
–
2 hours of research, and the manager
has the opportunity to choose the most convenient of
them.
The ability to unleash the intellectual potential of your
team is the highest indicator of leadership qualities. If
a leader organizes his activities in this way, then
ultimately the effectiveness of the team will depend
more on his employees than on the leader [4; Page
411.].
Another important factor in increasing motivation for
work is a clear understanding of this goal, the
development of a person's life program and tactical
options for its implementation. It is no coincidence that
the principle of purposefulness is one of the main
principles of management.
It is amazing how many employees do not know what
they need to do, what they should devote themselves
International Journal of Pedagogics
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International Journal of Pedagogics (ISSN: 2771-2281)
to and what goals they need to achieve. Such a person,
like a leaf falling into a river, involuntarily submits to his
fate, floats with the flow, sometimes lingering for years
in a quiet place and consoling himself with the thought:
“I just live like everyone else.”
An active, talented and ambitious employee does not
want to submit to such circumstances, he has a clear
goal and seeks ways to achieve it, striving for them with
all his strength and determination.
A clearly defined goal is the most important goal, with
which the achieved results are compared and it is
determined what else needs to be paid attention to,
what to direct one’s energy and mind to. The goal itself
is one of the important motives of life. The goal is to
determine the future in advance, to be able to see the
future. It embodies the methods of achieving goals that
have not yet been fully revealed. Niccolo Machiavelli
says this: “In order to achieve something small, it is
necessary to strive for something greater. An
experienced archer does the same: he estimates the
distance to the target and how far the arrow can fly,
and places the target above the mark. He does this not
simply to shoot the arrow high, but also to aim high and
bring down the prey” [5; Page 83.].
The goal system should take into account the
employee's real capabilities. When setting goals, it is
important to consider not only their potential, but also
their feasibility. If an employee sets a difficult, usually
unachievable goal and does not achieve it, he or she is
subjected to a "spiritual test". For example, an athlete
2 мwants to win in high jump, but
cannot reach this
level in all competitions because he or she does not
have the necessary physical strength! If 1,8 мhe or she
had set a goal, he or she would probably have won.
Firstly, the difference between 2 мand 1,8 мis not that
great.
Setting goals means focusing the vision, the goal, and
all the energy and activity of the team on what needs
to be achieved. The goal reflects the end result.
Without goals, there are no evaluation criteria, so goals
are important for evaluating the results achieved. The
ability to set goals is a management skill. Without goals,
it is impossible to control the progress and result of the
process. Without goals, the employee's work has no
basis. It is important to always remember this: the first
goal is to set these goals.
If the management process, leadership and
organizational strategy are not defined and large-scale
goals are not set, it will be as ineffective as sailing on
the open sea without a compass. But in any situation
and activity, you have to find hundreds of quick, instant
solutions to problems. Management skills consist of the
ability to select the most important and urgent tasks
from among a number of tasks and focus on them.
CONCLUSIONS
1.
Formation and development of high morale
and potential of the personnel of public
administration bodies.
2.
The product (result) of the implementation of
management relations is the organization of
production, joint labor activity and individual
activity of individual performers.
3.
The manager must correctly define the main
goal of the personnel management process
and develop a strategy and methodology for its
implementation.
4.
Mastering modern methods and techniques of
influencing,
persuading
and
engaging
employees and teams, as well as making
targeted management decisions.
5.
A leader does not have to be a high-ranking
person, but must master the art of
communication, persuasion and conversation,
have a uniquely sharp mind and have
significant experience in all areas of natural
sciences.
6.
The personality of the leader and his
spirituality, first of all, influence the behavior of
the management personnel, and secondly, the
team.
7.
The manager must create favorable conditions
for reconciling the interests of the team and
the employee.
REFERENCES
Course for senior management personnel. Textbook. -
M., 1970, - 97 p.
Knorring V.I. Social management: state, collective,
individual. Textbook. - M.: Exam, 2008. - 411 p.
Knorring V.I. Theory and practice of management art. -
M.: Norma. 2001. - 67 p.
Knorring V.I. Social management: state, collective,
individual. Study. - M.: Exam, 2008. - 411 p.
Machiavelli N. -M.: State, 1992. - 83 p.
