Жамият ва инновациялар –
Общество и инновации –
Society and innovations
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Scientific and methodological foundations of the influence of the
social and psychological properties of the manager on
managerial decisions
Azamat NAZAROV
1
International Islamic Academy of Uzbekistan
ARTICLE INFO
ABSTRACT
Article history:
Received March 2021
Received in revised form
20 March 2021
Accepted 15 April 2021
Available online
20 May 2021
The article describes the psychological characteristics of the
decision-making process in management activities and the
results of experimental work in this area, gives psychological
advice to improve the efficiency of the management decision-
making process. In the process of developing management
decisions, the basics of the importance of personal qualities and
features of the manager’s business behavior are described. It is
proved that the organizational and socio-psychological aspects
of management make it possible to organize the manager's
knowledge of the personnel management mechanisms, the
action of the means that influence the behavior of the individual,
the regulation and organization of the labor activity of
subordinates.
The development of effective solutions in the modern
conditions of the economy of Uzbekistan is the basis for the
competitiveness of products and the self-sufficiency of the
organization in the market, the formation of rational
organizational structures, the implementation of proper
personnel policy and work, the regulation of social and political
relations, and the creation of a positive image.
2181-1415/© 2021 in Science LLC.
This is an open access article under the Attribution 4.0 International
(CC BY 4.0) license (https://creativecommons.org/licenses/by/4.0/deed.ru)
Keywords:
personality,
staff,
manager,
individual personality traits,
management,
making decisions,
conscious choice,
determinism,
indeterminism.
1
Lecturer, International Islamic Academy of Uzbekistan Tashkent, Uzbekistan.
E-mail: a.nazarov.80@mail.ru.
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Раҳбарнинг ижтимоий-психологик хусусиятларини бошқарув
қарорларига таъсирининг илмий-методологик асослари
АННОТАЦИЯ
Калит сўзлар:
шахс,
персонал,
менеджер,
шахснинг идивидуал
хусусиятлари,
менежмент,
қарор қабул қилиш,
бошқарув қарорлари,
онгли танлов,
детерминизм,
индетерминизм.
Мазкур мақолада бошқарув фаолиятида қарор қабул
қилиш жараёнининг психологик хусусиятлари ва бу борада
олиб борилган тажриба-синов ишлари натижалари
бошқарув
қарорларини
қабул
қилиш
жараёни
самарадорлигини оширишга хизмат қилувчи психологик
маслаҳатлар баён этилади. Бошқарув қарорларини ишлаб
чиқиш жараёнида менежернинг шахсий фазилатлари ва
ишбилармонлик
хатти-ҳаракатлари
хусусиятларининг
аҳамияти асослари берилган. Менежментнинг ташкилий ва
ижтимоий-психологик жиҳатлари менежернинг кадрларни
бошқариш механизмлари, шахснинг хулқ-атворига таъсир
этувчи воситаларнинг ишлаши, бўйсунувчиларнинг меҳнат
фаолиятини тартибга солиш ва ташкил этиш тўғрисидаги
билимларини ташкил этиши исботланган.
Ўзбекистон иқтисодиётининг замонавий шароитида
самарали ечимларни ишлаб чиқиш маҳсулотларнинг
рақобатбардошлигини ва бозорда ташкилотнинг ўзини
таъминлашнинг асоси рационал ташкилий тузилмаларни
шакллантириш, тўғри кадрлар сиёсати ва ишларини амалга
ошириш, корхонада ижтимоий-сиёсий муносабатларни
тартибга солиш, ижобий имидж яратиш ҳисобланади.
Научно-методические
основы
влияния
социально-
психологических свойств руководителя на управленческие
решения
АННОТАЦИЯ
Ключевые слова:
личность,
персонал,
менеджер,
индивидуальные
особенности личности,
менеджмент,
принятие решений,
управленческие решения,
осознанный выбор,
детерминизм,
индетерминизм.
В статье изложены психологические особенности
процесса
принятия
решений
в
управленческой
деятельности и результаты экспериментальной работы в
этой области, даны психологические советы по повышению
эффективности
процесса
принятия
управленческих
решений. В процессе выработки управленческих решений
описываются основы важности личных качеств и
особенности делового поведения менеджера. Доказано, что
организационные и социально-психологические аспекты
менеджмента позволяют организовать знание менеджером
механизмов управления персоналом, действие средств,
влияющих на поведение личности, регулирование и
организацию трудовой деятельности подчиненных.
Разработка эффективных решений в современных
условиях экономики Узбекистана является основой
конкурентоспособности продукции и самодостаточности
организации на рынке, формированием рациональных
организационных структур, реализацией надлежащей
кадровой
политики
и
работы,
регулированием
общественно-политических
отношений,
созданием
положительного имиджа.
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INTRODUCTION
Today’s social events are reflected in the human mind. Science, as a form of social
consciousness, reflects the characteristics of its time. In this sense, there is a turning point
in the development of modern psychology. Until recently psychology, with its emphasis on
theoretical issues, has now taken a number of practical steps. Such tasks are, in the end,
connected with the creation of new comfortabilities for the benefit of the people. The
modern history of the Republic of Uzbekistan is based on the formation of a democratic
state. Active participation of the people in this important process has crucial influence in
the process of democratic reforms in all spheres of social life of the country. Uzbekistan as
an independent state is transforming its management system in line with its national
development in the process of transition to a market economy, with the emergence of a
new form of ownership, economic relations and ownership. The main direction of the
reform of the management system was “Raising the effectiveness of the management
system to a new level, significantly improving the quality of decision-making and forming,
moreover introducing an effective mechanism for controlling their implementation”.
Proper preparation and decision making in modern management creates
opportunities for achieving managerial effectiveness in all areas of socio-political, socio-
psychological and economic life.
Decision-making process is a specific type of labor activity that requires a high level
of professionalism and experience. Generally, management decisions are directed towards
a particular purpose, and a certain rule is implemented within specific actions.
The relevance of exploring the democratic basis of decision making in public
administration is related to a number of objective reasons:
First of all, consistent study of the decisions taken in the field of public
administration, taking into account the main reforming role of the state in the ongoing
reforms in the country, is a requirement of the time.
Secondly, the adoption of managerial decisions aimed at improving the efficiency of
public administration is becoming a necessity today.
Third, the analysis of the essence of managerial decisions made in our country over
the independence period allows us to understand the essence of the socio-political and
socio-psychological processes in Uzbekistan and identify promising areas.
Fourth, public awareness and control over the decision-making process and their
participation in governance will contribute to further community accountability.
It is desirable to use the achievements of world science and the experience of
developed countries, as well as national traditions of national governance in the effective
implementation of reforms. Whether it is strategic reform or decisions made in day-to-day
activities, it is important to take them into account when making those decisions, as well
as ensuring that the expected, or more precise, results are achieved. A well-thought-out
situation can be said to be half the way to achieve the outcome of decisions that have been
made without thorough analysis. That is, making the right decision increases the chances
of achieving the goal.
Indeed, it is worth recalling the words of Amir Temur: “I did all my tasks with
counsel and accomplished them with the right method. Before I started something,
I worked out ways of dispensation. I would end it with the right action, determination,
patience, perseverance and cautious far-sightedness”.
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It is well known that one of the key aspects of managing an organization is making
managerial decisions and enforcing them. Management decisions are expressed in terms
of bringing an object in the organization from one state to another for the intended
purpose. Therefore, management decisions are one of the key socio-psychological and
economic factors that determine the future of the organization. In this regard, efforts are
being made on socio-economic science to make decisions in management and the socio-
psychological characteristics of the made decisions.
Knowledge of the psychological aspect of the decision-making process allows us to
make existing steps more effective. The point is that in order to make the right decision
and implement it effectively, the leader must follow certain psychologically relevant
actions. The main point of this event is that as the leader collects information about the
problem, he begins to create an initial picture of the problem - an information model. The
relevance of this model to reality and the current situation depends on the completeness
and variety of the information received.
Thus, the foregoing considerations are first and foremost a human factor in decision-
making, and secondly, to determine each individual's inner capacity, ability to think
through and make critical decisions and the ability to perform in the face of difficult
situations that arise in his or her work. It is worth noting that our research work on this
topic is relevant.
LITERATURE REVIEW
Models, technologies, socio-political and socio-psychological characteristics of
decision-making in management, and the term “decision-making” was first used by
American scholars in the 1930s, by C. Bernard, E. Stein and etc. They used the term to
describe decentralization of social and organizational processes. In the 1960s, this theory
was developed by G. Simon and D. Marks. Various aspects of this theory are currently being
developed within the theory of social processes modeling in economics, sociology, political
science, and social psychology.
The decision-making process, the adoption of rational and effective legislation, and
the preparation of other documents have long attracted the attention of scientists. Ancient
philosophers such as Plato, Kautilya and Shan Yan contributed greatly to the theory of
public administration. However, it is Aristotle who, in fact, developed the first theory of
decision-making. Aristotle described a set of categories that characterize the decision-
making process and developed a theoretical framework for the process. In his analysis, he
derived from the notions of “reasoning” (phronesis) and “conscious choice”. According to
Aristotle, man's ability to think is manifested in two forms: theoretical wisdom and
practical reasoning. Consequently, when the basis of fundamental science is theoretical,
the practical knowledge is based on practical reasoning.
The second basic concept is that the “conscious choice” refers to the voluntary
nature and ambiguity of human activities in pursuit of a particular goal. Aristotle noted
that decisions do not only cover the ultimate goal, but also give greater attention to the
means by which they are implemented. Thus, according to Aristotle, managerial decision-
making is an analytical and practical activity and is a discipline primarily focused on the
rational and conscious choice of appropriate means; and second, to find the most effective
ways to achieve the goal in the context of uncertainty, voluntariness and free choice.
Its known from the sources, that the issue of rational and expedient decision-making
by government decisions has been consistently studied by Renaissance thinkers
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(N. Maciavelli, J. Boden and others) and educators (T. Gobbs, B. Spinoza, J.J. Russo, etc.).
Specifically, sorting out state decisions, N. Makiavelli and T. Gobbs discuss the rulers’
advisers and their advice. B. Spinoza and J.J. Rousseau analyze the specifics of voting in
representative bodies and public assemblies, and J. Boden emphasizes the need to consider
social conditions in decision-making. The opinions of these authors are still relevant today.
The psychological analysis of the decision-making process, above all, aims at
improving the performance of the manager or executor. In this regard, there is a need to
examine the socio-psychological and personal characteristics that impede the
management and staff, the tendency to fulfill them, and the choice of optimal path in
decision-making activities.
World science has a prestigious scientific potential associated with management
decision-making. In particular, V.N. Spitsnadel’s Theory and Practice of Effective Decision-
Making, Theory and Methods of Decision-making by O.I. Larichev, and E.A. Smirnov’s
Theory of Decision-Making have included a great deal of theoretical insight and practical
guidance on decision-making.
A.I. Solovyov “Political Science, Political Theory, Political Technology”, V.I. Korring
“Theory, Practice and Art of Management”, D.P. Zerkin and G.G. Ignatov “Fundamentals of
Public Administration Theory”, The essence and features of managerial decision-making
in the works of G.V. Pushkareva “Political Management”, by local scientists E.G. Goziev
“Management psychology”, I. Makhmudov “Management psychology” and N. Boymuradov
“Leader psychology” revealed.
However, it is evident that the socio-psychological aspects of decision-making in
management are insufficiently studied today in the world psychology.
1.
Before delving into the theory of decision-making, it is advisable to comment on
the concept of “decision”, in particular, the concept of “management decision”. Generally,
decision-making refers to a particular type of human activity that seeks to choose the best
of alternatives. There are different definitions of the word “decision”. In other words, the
solution is to choose a specific way of doing things. In other words, the solution is to come
to a stop or think in choosing a particular path.
“The decision”, writes E. Smirnov, “is the product of the mental activity of the person,
the conclusion that leads to a particular action. The decision is for a specific purpose and
may be aimed at achieving a short- or long-term task, continuing or stopping the process”.
Therefore, the decision is the product of mental activity, planning and regulating its
activities.
Decision-making is a complex process of thinking, understanding the problem,
setting an adequate goal, and choosing the means to achieve it.
Decision-making refers to a particular type of human activity that seeks to choose
one of the alternatives – especially, the best one. This approach assumes that there are
three elements to the selection process:
–
The problem which must be solved;
–
the person or team that makes the decision;
–
More options for choosing.
Without any of these elements, the process of choice will not occur. This does not
mean, however, that decisions are not made, but that decisions are made differently than
those that are conscious. Depending on how management decisions are perceived as
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different (individual or organizational) process, four models of decision making can be
distinguished [Table 1].
Table 1
Management decision-making levels
“PERSONAL LIMITED RATIONALIZATION”
MODEL
(personal satisfaction)
RATIONAL MODEL
(organizational activation)
POLITICAL MODEL
(individual activity)
“ORGANIZED LIMITED RATIONAL”
MODEL
(organization’s satisfaction)
The way the leader makes decisions. Lacking the ability to positively solve problems,
a leader can control the development of the organization he or she leads, but can not bring
it to the highest level. A creative thinker can handle the situation. The leader’s exploration
of team’s feedback and decision-making approach for solving problems is as follows:
1.
Scientific validity of the decision. Decisions should be made based on the analysis
of specific production conditions, based on the economic, social and other modern
scientific achievements.
2.
Unity of decisions. Usually, you have to deal with minor issues as well as major
issues.
3.
Fairness, validity of decisions. Decisions can only be made with the authority
given to managers.
4.
Proper decision-making. Every decision should be clear to the executors and also
to whom it is intended.
5.
Complexity of decisions. Compact, precise decisions are taken to save time.
6.
Timeliness of decisions. Supervisors should clearly state to their subordinates the
timing of their tasks.
Speed of decisions. Such decisions can be made in a matter of minutes, when
production conditions require it.
Management decisions are the final conclusions that have different meanings on
various issues in governance. That is, the management decisions are a legal document
adopted by the head, aimed at implementing certain measures to achieve certain results.
Management decisions can be revealed in the forms of decisions, decrees, orders and other
documents.
RESEARCH METHODOLOGY
As it is known, the effectiveness of decision-making in problematic situations largely
depends on the individual and psychological characteristics of the decision-maker. Based
on this, we sought to examine the personality and individual-psychological characteristics
(temperament, character, relationships) of higher education management personnel. To
do this, we used A. Kettel’s 16 Factor Personality Survey. The questionnaire consists of
16 factors. In particular: Imaginative versus practical, Worried versus confident, Forceful
versus submissive, Calm versus high-strung, Spontaneous versus restrained, Flexible
versus attached to the familiar, Controlled versus undisciplined, Discreet versus open,
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Abstract versus concrete, Conforming versus non-conforming, Self-sufficient versus
dependent, Tender-hearted versus tough-minded, Uninhibited versus shy, Impatient
versus relaxed, Suspicious versus trusting, Outgoing versus reserved.
ANALYSIS AND RESULTS
Based on the results of R. Kettel’s method of identifying managerial decision-
makers’ characteristics, a number of aspects of personality traits which may improve
decision-making process in higher education have been shown:
Factor 1. A. The leader’s “Outgoing versus reserved” is one of the key factors in his /
her preparation for the activity. This feature of respondents created a positive correlation
with “boldness” (4.92). It is observed that the growth in communication and leadership in
decision-making (6.47) can lead to increased courage and courage in working directly with
subordinates and business contacts.
2.
B – factor. The low Intelligence indicator in higher education management staff
(3.46) contributes to “increased emotional instability (5.21), while” intellect increases the
dominance of relationships. The rise of “Intellect” index, in turn, can be seen in the
formation of a trustworthy internal connection in the manager. Decrease in intelligence
can lead to lower efficiency in decision-making in troubled situations. [Table 2].
Table 2
Characteristics of personality in respondents by R. Kettel’s test occurrence (in percent)
FACTORS
PERSONAL AND SOCIAL BASED FEATURES
INDICATORS
Low
High
The accuracy of the test
True or false
46,7
53,3
А
Outgoing versus reserved
4,92
6,47
В
Intellectual ability
3,46
5,21
С
Emotional instability versus emotional stability
6,92
6,96
Е
Forceful versus submissive
6,89
7,22
F
Calm versus high-strung
6,68
7,10
G
Spontaneous versus restrained
8,46
6,61
H
Uninhibited versus shy
5,98
7,19
I
Tender-hearted versus tough-minded
6,84
6,49
L
Suspicious versus trusting
8,50
5,08
M
Imaginative versus practical
4,76
4,26
N
impudence versus diplomacy
4,88
5,14
O
Worried versus confident
6,56
7,74
Q
1
Conservatism-radicalism
5,86
6,30
Q
2
Flexible versus attached to the familiar
3,86
4,18
Q
3
Self-control low or high
5,63
6,52
Q
4
Stress disposition high and low
9,80
7,53
TOTAL:
100%
100%
3.
C – factor. Emotional instability increases the susceptibility of managers to
emotional activity (6.92), and that certain managerial activities increase the dependence
on performance and decision-making, and reduce self-control. Emotional stability reflects
the probability of developing a strong control over their behavior (6,96).
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4.
E – Factor. Submissive versus forceful (6,89–7,22) is reflected in the increase of
“diplomacy” in relations.
5.
Factor F. The Calm versus high-strung feature F (6,68-7,10%) reported that
respondents had anxiety and rigidity, characterized by their enthusiasm and general
behavior.
6.
E-Factor indicates that a person has these qualities, while demanding for their
own behavior (6,56–7,22), independence and leadership, and also indicates that they have
low self-esteem and tend to subordinate to the circumstances and situation.
7.
N – factor. impudence versus diplomacy points to the strong development of some
of the managerial activities (5.14 – 4.88%), the manifestation of emotion, the difficulty in
communicating, the inability to understand the inner world of people, rudeness.
8.
Q4 – Factor of Stress inclination and Stress resistance – Q4 (9,80–7,53) indicates
that respondents have symptoms of tension.
9.
M – factor. Practicality in the process of action. The results of factor M (4,26–4,76),
which contribute to the analysis of M characteristics, indicate that respondents have
symptoms of abstraction, avoidance of specific situations and reality, and excitement.
10.
Q1 – factor. Conservatism-radicalism (5,86–6,30) points to the fact that the
manager has low elasticity, the power to give in to a situation or circumstances.
11.
Q2 – factor. Respondents' level of independence (4.18–34.83%) showed a high
degree of community dependence.
12.
Q3 – factor. Self-monitoring of behavior (6.52–54.53%) indicates low
respondents’ internal conformation, irresponsibility in the implementation of established
social and legal requirements.
In the analysis of personality traits, we found that performance indicators (A, B, C,
L, M, N, O, Q1, Q4) were significantly lower than those of management personnel. Such a
development of personality traits can lead to the conclusion that management can not only
influence the formation of key performance characteristics, but also impede future
achievement in this area. In addition, managerial activities showed a lack of certainty in
certain activities, lack of consensus, and clear direction.
It was also observed that some of those involved in management activities had low
tolerance to emotional factors, lack of self-confidence, rapid excitement, and nervous
system weakness. When analyzing such activities, we see a great deal of disagreement and
controversy in their interpersonal relationships. Of course, they are more likely to be
isolated from their teammates, colleagues and other people than to have family or friends.
From the foregoing, it can be noted that the individual-psychological traits that are
inherent in the personality of managers involved in their management influence their
system of interpersonal relationships and the effectiveness of managerial activities.
CONCLUSIONS AND SUGGESTIONS
Prospects for improving the management decision-making process are becoming a
topical issue today. As country and public governance is built on democratic principles and
the modern market economy, it is imperative that management decisions be drafted in
accordance with these laws, and in turn, achieve better governance. It is also important to
identify the specifics of management decisions, to improve them, and to train modern
management personnel in the field, to develop skills and competencies in making wise
management decisions.
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Based on the above, we consider it is advisable to take into account the following
socio-psychological aspects of management decisions:
1.
Knowledge of the psychological aspect of the decision-making process allows
more efficient implementation of existing steps. In order to make the right decision and
implement it effectively, the leader must adhere to certain criteria even psychologically.
2.
It is necessary to carry out research (both psychological and pedagogical) in the
process of making managerial decisions that can serve as a basis for accelerating reforms
in the modernization of the country.
3.
Ensure that the decision-making process combines theoretical knowledge with
the creative imagination and foresight, and that the applied technologies are balanced with
practical skills and qualifications.
4.
Experience and observations show that some of the person in managerial
activities have low tolerance to emotional factors, lack of self-confidence, excitement, and
nervous system weakness. Ergo these persons are required to increase their self-
confidence, social and psychological activity.
5.
The decision-makers' creative skills in relation to the objects studied in the
decision-making process, such as the direct acquisition of knowledge, the choice of
behavioral and heuristic methods of problem solving in non-standard situations,
contribute to the success of the decision.
6.
Taking into account a number of socio-psychological characteristics of
managerial decisions: the psychology of demographic, ethno-psychological characteristics
of national composition, accounting for specific socio-psychological consciousness of
persons with certain values, managerial decision-making skills, level of socialization,
mentality and focusing on human factor should be formed and taken into account.
7.
At any level, a leader must imagine their rights and responsibilities. The leader
must also have managerial skills and skills that are specific to the democratic and national
ethno-psychological values of decision-making and implementation.
8.
While the human factor is valued high in decision-making, it is advisable to
encourage, create proper conditions and increase the level of professionalism of the key
participants, decision makers and experts (staff, experts).
9.
Emphasis on the positive impact of the team's psychological environment on the
work, and the involvement of specialist psychologists. In other words, to study the socio-
psychological aspects of management decisions by comparing Uzbekistan and the world,
and expanding the scope of research in this area.
10.
The role and influence of the character and temperament of the individual in
decision-making are obvious.
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