Подписан: Ушвицкий Лев Исакович Дата: 2021.11.17 13:07:30+03'00' MINISTRY OF SCIENCE AND HIGHER EDUCATION OF THE RUSSIAN FEDERATION Federal State Autonomous Educational Institution of Higher Education "NORTH CAUCASIAN FEDERAL UNIVERSITY" APPROVED And about. director institute economics and Management L. I. Ushvitsky 19.05.2021 THE WORKING PROGRAM OF THE DISCIPLINE Time management and personal effectiveness of the leader (ELECTRONIC DOCUMENT) Direction of training 38.03.02 Management Focus (profile) Business management in an international environment Graduate qualification Bachelor Full-time form of education Start year of study 2021 Studied in semester 3 Stavropol 2021 1. The purpose and objectives of mastering the discipline The purpose of mastering the discipline "Time management and personal effectiveness of the leader" is to prepare stu- Human Resource Management Cross-cultural management Comparative management Fundamentals of Social Entrepreneurship 4. Relationship with subsequent disciplines Strategic management Business fundamentals Strategic development of a non-profit organization 5. The list of planned learning outcomes in the discipline correlated with the planned results of mastering the educational program 5.1 Name of competencies Code The wording UK-6 Able to manage his time, build and implement a trajectory of self-development based on the principles of education throughout life Able to develop well-grounded organizational and managerial decisions, taking into account their social significance, to promote their implementation in a complex and dynamic environment and assess their consequences; OPK-3 5.2 Knowledge, abilities, skills and (or) experience of activities that characterize the stages of the formation of competencies Competency code and name Indicator code and name Learning outcomes UK-6 Able to manage his time, build and implement a trajectory of self-development based on the principles of education throughout life UK-6.I-1 Adequately assesses time resources and constraints and makes efficient use of these resources Know: general concept of time management, time resources and limita tions, main time absorbers; methods of managing your time; methods of ef fective time planning; time planning processes at the personal, team and corporate level, indicators of the effectiveness of the use of time resources Be able to: apply the principles and techniques of organizing time, saving time efforts; apply planning and time management techniques; evaluate the efficiency of using time resources Own:skills in managing time resources, choosing the best way to solve the problem, based on taking into account the available time resources and lim itations, assessing the effectiveness of time use; application of accounting and inventory systems UK-6. AND 2 Know: the essence of self-management; the content of the main functions Builds and implements a of self-management; the basics of self-motivation and self-control of the personal trajectory of contin- individual; the basics of resource management of activity, efficiency and uous education and self-de- education, forming a personal trajectory of continuous education and selfvelopment based on it and development; business career management content; criteria for assessing takes steps to implement it the success of an individual; effective ways of self-study; Be able to: identify potential strengths and weaknesses of the personality; draw up long-term and short-term plans for continuing education and selfdevelopment; analyze meaningful (existential) problems and set priorities); to form internal motives for self-improvement and self-development; plan your personal trajectory of continuous education and self-development, identify obstacles that prevent you from achieving success; Own: skills to build and implement a personal trajectory of self-development based on the principles of education throughout life; business career management; methods of improving attention, memory, thinking, speech. Know: the main types and models of making organizational and manage OPK-3 Able to developOPK-3.I-2... Develops options for manrial decisions. well-grounded organizaagement decisions based on Be able to: substantiate, develop and implement organizational and man tional and managerial deciknowledge of basic manage- agement decisions; sions, taking into account ment theories, analysis of a Own: skills in collecting and processing data necessary to substantiate or their social significance, toproblem situation, evaluates ganizational and managerial decisions promote their implementa-the quality and effectiveness tion in a complex and dy-of management decisions. namic environment and assess their consequences; 6. The volume of the discipline Astr. hours 108.00 Scope of classes: Total s.e 4.00 Including classroom Of them: Lectures Practical lessons Independent work 54.00 Control Test 33.25 3 semester Exam 3 semester 27.00 27.00 20.25 7.The content of the discipline, structured by topics (sections), indicating the number of hours and types of classes 7.1 Thematic plan of the discipline 5 semester 1 The meaning and essence of time management and the personal effectiveness of the leader 2 Components of Time Management and Personal Effectiveness of a Leader and His Functions 3 Time Management Concepts and Leader's Personal Effectivenessa 4 The components of effective time management and personal effectiveness of the leader 5 Time Inventory Methods 6 Choosing the priorities of the manager 7 Defining life goals eig Making decisions about priorities ht nin Planning the manager's personal work. e Delegation of authority ten Information support of the manager's work ele Methods of rationalizing the personal work of ven a leader 12 The art of persuasion 1.50 1.50 UK-6; OPK-3 1.50 1.50 UK-6; OPK-3 1.50 1.50 UK-6; OPK-3 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 UK-6; OPK-3 UK-6; OPK-3 UK-6; OPK-3 UK-6; OPK-3 UK-6; OPK-3 UK-6; OPK-3 UK-6; OPK-3 UK-6; OPK-3 Independent work, hours UK-6; OPK-3 Group consultations Contact work of students with a teacher, hours Laboratory works Implemented competencies Practical lessons Chapter (topic) discipline Lectures No. UK-6; OPK-3 UK-6; OPK-3 13 Career planning fou Manager's workplace rtee n 15 Business conversation 16 Hygiene of mental work and psychological preparation for management activities 17 Analysis and assessment of the level of organization of labor of management personnel eig Public speaking htee n 19 Exam preparation TOTAL for 5 semester including control TOTAL No. Themes of the discipline UK-6; OPK-3 UK-6; OPK-3 UK-6; OPK-3 UK-6; OPK-3 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 27.00 1.50 1.50 27.00 20.25 33.75 27.00 27.00 7.2 Name and content of lectures Name of discipline topics, their summary 1.50 Clock volume 54.00 Interactive form 5 semester 1 Meaning and essence of time management and personal effectiveness of the leader * 1. The concept of "Time management and personal effectiveness of the leader", its components2. Content of the main functions Time management and personal effectiveness of the leader a3. The meaning of time management and the personal effectiveness of a leader in professional activities 1.50 Multimedia lecture 2 Components of Time Management and Personal Effectiveness of a Leader and His Functions 1. Features of managerial work. The composition of management personnel 2. Concept, content and tasks of NOUT. The principles of the scientific organization of managerial work. 3. The principles of searching for reserves in management. The value of goal setting. 1.50 Multimedia lecture 3 Time Management Concepts and Leader's Personal Effectivenessa * 1. Formulation of life goals 2. Life plan 3. Search technology for life goals. 1.50 4 The components of effective time management and personal effectiveness of the leader 1. Adaptation in the team. Distinctive features of working with colleagues, bosses, mentors, subordinates, clients and customers. 2. Mastering a new job. Consolidation of success. 1.50 5 Time Inventory Methods * 1. The value of the time factor. Typical mistakes of managers 2. Principles of effective use of time. Rules for personal organization and self-discipline. 3. Methods of accounting for the use of the manager's time. 1.50 6 Selection of priorities for the manager's activity * 1. The meaning, features and types of decisions made. The Pareto principle as a basis for making your own decisions about priorities. 2. Identifying priorities using ABC analysis. 3. Implementation of solutions based on the Eisenhower principle. 1.50 7 Defining life goals * 1. The value of goal setting. Technology for finding life goals. 2. Formulation of goals. 1.50 eight Making decisions about priorities 1. The meaning, features and types of decisions made. Decision making methods 2. Pareto principle as a basis for making your own decisions. 3. Identification of priorities using ABC analysis. Implementation of solutions based on the Eisenhower principle. 1.50 nine Planning the manager's personal work. Delegation of authority 1. The origins of effective time management 2. The system of planning the personal work of the leader 3. The technique of planning the personal time of the leader. Work plan and schedule 1.50 ten Information support of the manager's work 1. The value and role of information in the work of a manager. Types of official documents 2. Requirements for official documents. Document text. 3. Organization of work with documents. The use of computers in working with documents. 1.50 eleven Methods of rationalizing the personal work of a leader 1. Work on the text. Memory training. Manager's notebook 2. Ability to listen to the interlocutor. Manager's notebook. 1.50 12 The art of persuasion 1. Methods of controlling the interlocutor 2. Basic rules in the art of persuasion. Types of persuasive influences 1.50 13 Career planning 1. Self-marketing. Influence of personal characteristics on career choices. 2. Professional career management 1.50 Manager's workplace 1.50 fourteen Multimedia lecture Multimedia lecture Multimedia lecture 1. Organization of workplaces. Workplace planning 2. Technical equipment of workplaces. Improving working conditions 15 Business conversation 1. Preparing and conducting a business conversation 2. Rules for conducting negotiations 3. National styles of negotiating. 1.50 16 Hygiene of mental work and psychological preparation for management activities 1. Hygiene of mental work of the head 2. Psychological preparation of the head for work 1.50 17 Analysis and assessment of the level of organization of labor of management personnel 1. Criteria for assessing the level of organization of labor of management personnel 2. Methods for assessing the organization of managerial work 3. Indicators of economic efficiency of improving the scientific organization of managerial work 1.50 Public speaking 1. Preparation for the performance 2. Technique of performance 1.50 eighteen Total for the semester Total 27.00 27.00 6 6 * - using distance educational technologies 7.3 Name of laboratory work Not provided by the curriculum 7.4 Name of practical lessons No. Themes of the discipline Name of topics for practical lessons Clock volume Interactive form 3 semester Topic 1. Meaning and essence of time management and personal effectiveness of the leader 1 Meaning and essence of time management and personal effectiveness of the leader * 1.50 Solving multilevel and problematic task Topic 2. Components of Time Management and Personal Effectiveness of a Leader and His Functions Components of Time Management and Personal Effective1.50 2 ness of a Leader and His Functions Topic 3. Time Management Concepts and Leader's Personal Effectivenessa 3 Time Management Concepts and Leader's Personal Effectivenessa * 1.50 Topic 4. The components of effective time management and personal effectiveness of the leader The components of effective time management and personal 1.50 4 effectiveness of the leader Topic 5. Time Inventory Methods 5 Time Inventory Methods * 1.50 Solving multilevel and problematic task Topic 6. Choosing the priorities of the manager 6 Analysis of lost working time * 1.50 Topic 7. Defining life goals 7 Time management as a management system * 1.50 Topic 8. Making decisions about priorities eight Causes and consequences of time pressure 1.50 Topic 9.Planning the manager's personal work. Delegation of authority nine Time management techniques 1.50 Topic 10. Information support of the manager's work ten Time planning. 1.50 Topic 11. Methods of rationalizing the personal work of a leader eleven Scheduling manager's personal time 1.50 Topic 12. The art of persuasion 12 The essence of methods of delegation of authority 1.50 Topic 13. Career planning 13 Human health resource management 1.50 Topic 14. Manager's workplace fourteen The essence of methods of delegation of authority 1.50 Topic 15. Business conversation 15 Modern theories of motivation and their application 1.50 Solving multilevel and problematic task Topic 16. Hygiene of mental work and psychological preparation for management activities Groups and group dynamics 1.50 training 16 Topic 17. Analysis and assessment of the level of organization of labor of management personnel Problems of activating the processes of personality self-de1.50 17 velopment. Leadership theory. Topic 18. Public speaking eighteen Efficiency and its dynamics. Factors affecting the performance of a person Total for the semester Total 1.50 27.00 27.00 6 6 * - using distance educational technologies 7.5 Technological map of independent work of students Volume of hours, including Codes of realizable competences Activity of students UK-6 OPK-3 Test preparation Independent study of literature Independent problem solving Exam preparation The final product of independent work Assessment tools and technologies CPC Contact work with the teacher Total 3 semester UK-6 OPK-3 UK-6 OPK-3 UK-6 OPK-3 abstract Test 14.25 0.75 15.00 abstract Interview 7.84 0.41 8.25 abstract Test assignment 3.56 0.19 3.75 Exam Exam questions 25.00 1.50 27.00 Total for the semester 50.65 Total 50.65 2.85 2.85 54.00 54.00 eight.Fund of assessment tools for ongoing monitoring of progress and intermediate certification of students in the discipline 8.1The list of competencies with an indication of the stages of their formation in the process of mastering the EP. Valuation funds fund passport Assessed competency code Competence formation stage (Theme #) Name of the appraisal tool Exam 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1 3 4 5 6 7 8 9 10 11 Test preparation 12 13 14 15 16 17 Set of tasks 18 Interview questions UK-6 OPK-3 UK-6 OPK-3 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 2 3 4 5 7 8 9 10 11 12 13 14 15 16 17 18 Exam Type of control, Assessment tools Control type certification and technologies Intermediate Oral Exam questions Current Current Current Intermediate Test preparation Current Set of tasks Current Interview questions Current Writing Oral Oral Oral Test Test assignment Interview Exam questions Writing Oral Oral Test Test assignment Interview 8.2 Description of indicators and criteria for assessing competencies at various stages of their forma- tion, description of assessment scales Levels of competence formation Descriptors Indicators 2 points 3 points 4 points UK-6 Base UK-6.I-1 Ade- Knows not in full volquately asume general concept of sesses time re- time management, time sources and resources and limitaconstraints and tions, main time abmakes efficient sorbers; methods of use of these re- managing your time; Knowsgeneral concept Knows in general genof time management, eral concept of time time resources and limi- management, time retations, main time ab- sources and limitations, sorbers; methods of main time absorbers; managing your time; methods of managing methods of effective your time; methods of 5 points sources Own Elevated methods of effective time planning; time effective time planning; time planning; time planning processes at time planning processes planning processes at the personal, team and at the personal, team the personal, team and corporate level, indica- and corporate level, incorporate level, indica- tors of the effectiveness dicators of the effectors of the effectiveness of the use of time retiveness of the use of of the use of time resources, but allows in- time resources sources accuracies in the answer Doesn't know how to do Smarter: not systemic Knows how: generally it in full identify poten- : identify potential successful, but probtial strengths and weak- strengths and weaklematic skills identify nesses of the personal- nesses of the personal- potential strengths and ity; draw up long-term ity; draw up long-term weaknesses of the perand short-term plans for and short-term plans for sonality; draw up longcontinuing education continuing education term and short-term and self-development; and self-development; plans for continuing edanalyze meaningful (ex- analyze meaningful (ex- ucation and self-develistential) problems and istential) problems and opment; analyze meanset priorities); to form set priorities); to form ingful (existential) internal motives for internal motives for problems and set prioriself-improvement and self-improvement and ties); to form internal self-development; plan self-development; plan motives for self-imyour personal trajectory your personal trajectory provement and self-deof continuous education of continuous education velopment; plan your and self-development, and self-development, personal trajectory of identify obstacles that identify obstacles that continuous education prevent you from prevent you from and self-development, achieving success; achieving success; identify obstacles that prevent you from achieving success; Does not fully possess Owns Owns the skills to build and generally successful but in general, with the implement a personal not systemic skillsbuild skills to successfully trajectory of self-devel- and implement a per- build and implement a opment based on the sonal trajectory of self- personal trajectory of principles of education development based on self-development based throughout life; busi- the principles of educa- on the principles of eduness career managetion throughout life; cation throughout life; ment; methods of im- business career manage- business career manageproving attention, mem- ment; methods of im- ment; methods of imory, thinking, speech. proving attention, mem- proving attention, memory, thinking, speech. ory, thinking, speech. UK-6.I-1 Adequately assesses time resources and constraints and makes efficient use of these resources Knows: time resources an constraints and makes eff cient use of these resourc Is able to: make use of tim resources and constraints make efficient use of thes sources Owns: skills independent evaluate time resources a constraints and make effi use of these resources UK-6. AND 2 Knows not in full the Knows the essence of Knows in general the Builds and im- essence of self-manage- self-management; the essence of self-manageplements a per- ment; the content of the content of the main ment; the content of the sonal trajectory main functions of self- functions of self-man- main functions of selfof continuous management; the basics agement; the basics of management; the basics education and of self-motivation and self-motivation and of self-motivation and self-develop- self-control of the indi- self-control of the indi- self-control of the indi- ment based on vidual; the basics of re- vidual; the basics of re- vidual; the basics of reit and takes source management of source management of source management of steps to imple- activity, efficiency and activity, efficiency and activity, efficiency and ment it education, forming a education, forming a education, forming a personal trajectory of personal trajectory of personal trajectory of continuous education continuous education continuous education and self-development; and self-development; and self-development; business career manage- business career manage- business career management content; criteria ment content; criteria ment content; criteria for assessing the suc- for assessing the suc- for assessing the success of an individual; cess of an individual; cess of an individual; effective ways of self- effective ways of self- effective ways of selfstudy; study; but is inaccurate study; in the answer Knows how to identify potential strengths and weaknesses of an individual in a non-systematic way; draw up longterm and short-term plans for continuing education and self-development; analyze meaningful (existential) problems and set priorities); to form internal motives for self-improvement and self-development; plan your personal trajectory of continuous education and self-development, identify obstacles that prevent you from achieving success; Elevated UK-6. AND 2 Builds and implements a personal trajectory of continuous education and self-development based on it and takes steps to implement it Is able to identify potential strengths and weaknesses of the personality; draw up longterm and short-term plans for continuing education and self-development; analyze meaningful (existential) problems and set priorities); to form internal motives for self-improvement and self-development, but finds it difficult to correctly plan his personal trajectory of continuous education and self-development, to identify obstacles that prevent success; Is generally able to successfully identify potential strengths and weaknesses of an individual; draw up long-term and short-term plans for continuing education and self-development; analyze meaningful (existential) problems and set priorities); to form internal motives for self-improvement and self-development; plan your personal trajectory of continuous education and self-development, identify obstacles that prevent you from achieving success; Knowsthe essence of management; the conte the main functions of management; the basic self-motivation and self trol of the individual; th sics of resource manage of activity, efficiency an ucation, forming a per trajectory of continuous cation and self-developm business career manage content; criteria for asse the success of an indivi effective ways of self-stu Knows how identify pote strengths and weaknesses the personality; draw up l term and short-term plans continuing education and development; analyze me ingful (existential) proble and set priorities); to form ternal motives for self-im provement and self-devel ment; plan your personal jectory of continuous edu tion and self-developmen identify obstacles that pre you from achieving succe Owns skills to build and i plement a personal trajec of self-development base the principles of educatio throughout life; business reer management; method improving attention, mem thinking, speech. OPK-3 Basic OPK-3.I-2. Knows not in full main Knows the main types Knows the main types Develops op- types and models of or- and models of making and models of making tions for ganizational and man- organizational and man- organizational and manmanagement agerial decision-making agerial decisions, but is agerial decisions inaccurate in the answer decisions based on knowledge of Doesn't know how to do Knows how to justify Knows how, in general, it in full substantiate, but has difficulty in to justify, develop and basic mandevelop and implement development and im- implement organizaagement the- organizational and man- plementation of organi- tional and management ories, analy- agement decisions; zational and manage- decisions; sis of a probment solutions; lem situation, Does not fully possess Possesses the skills of Possesses in general the evaluates the the skills of collecting collecting and process- skills of collecting and quality and and processing data ing data necessary to processing data neceseffectiveness necessary to substanti- substantiate organiza- sary to substantiate orof manage- ate organizational and tional and managerial ganizational and manment deci- managerial decisions decisions, but admits in- agerial decisions accuracies in the answer sions. Elevated OPK-3.I-2. Develops options for management decisions based on knowledge of basic management theories, analysis of a problem situation, evaluates the quality and effectiveness of management decisions. Knows the main types models of organizationa managerial decision-mak Knows how substantiate velop and implement or zational and managemen cisions; Possesses the skills of col ing and processing data n sary to substantiate organ tional and managerial dec sions Description of the grading scale Within the framework of the rating system, the progress of students in each discipline is assessed during the current control and intermediate certification. Current control Rating assessment of student knowledge P/p No. Activity of students Deadlines Number of points 3 semester 1 2 abstract Practical lesson 6 1 6 25 15 Practical Lesson 13 3 13 Total for 3 semester: Total: 15 55 55 The maximum possible score for the entire current control is set equal to 55. The current control event is considered passed if the student received for it at least 60% of the maximum score set for this control. The rating score given to a student for the current control event, handed over by the student within the timeframe established by the control events schedule, is determined as follows: Control task performance level Great Good Satisfactory Unsatisfactory Intermediate certification Rating score (in% of the maximum score for the control task) 100 80 60 0 Intermediate certification in the form of an exam provides for a mandatory examination procedure and is es timated at 40 points out of 100. If a student's rating score in the discipline at the end of the semester is 60, the program automatically adds 32 bonus points and scores "excellent". A student's positive answer on the exam is assessed by rating points in the range from 20 to 40 (20 Sex 40), a score of less than 20 points is considered unsatisfactory. The scale of correspondence of the rating score of the exam to the 5-point system Discipline rating score 35 - 40 28 - 34 20 - 27 Score on a 5-point system Fine Good Satisfactorily The final grade for the discipline studied in one semester is determined by the sum of the points gained for the work during the semester and the points received when passing the exam: Scale of recalculation of the rating score by discipline in the assessment on a 5-point system Discipline rating score 88-100 72-87 53-71 <53 Score on a 5-point system Fine Good Satisfactorily Unsatisfactory 8.3 Typical control tasks or other materials necessary to assess knowledge, skills, skills and (or) expe- rience of activities that characterize the stages of the formation of competencies Know Exam questions (3 semester) Questions (task, task) to check the level of training Basic level 1. The concept of "personal management", its purpose and functions2. Personal management technique: techniques, methods and the achieved result 3. Directions of the scientific organization of labor in Russia and abroad 4. Factors determining the level of human aspirations in labor activity 5. Stages of a person's business life. 6. Essence and types of ca- reers 7. Search technology and definition of personal goals 8. Job search technology 9. Adaptation in a team: essence, goals, objectives 10. Principles of approval as a leader 11. Leader's time and efficiency of its use 12. Planning the manager's personal work 13. Implementation of planned activities, limiting factors 14. Personal control over the implementation of planned activities 15. Communication in the work of the head 16. The Art of Persuasion 17. Public speaking 18. Business communication 19. Preparing and conducting meetings 20. Listening skills 21. Ability to conduct telephone conversations 22. The role of non-verbal communication in the work of a manager. Ways to improve them 23. Manager's workplace 24. Information support for the work of the head 25. Ways to rationalize the personal work of a leader 26. Working on the text 27. Memory training 28. Attention training 29. Business trip 30. Professional development 31. Health and emotional-psychological state of the leader 32. Ways to improve the physical and psychological state of the manager 33. The concept of a manager's image. Components of the image 34. The process of creating and improving the image 35. Assessment of the quality of a manager's work 36. Methods for determining the level of self-organization of a manager 37. Advantages, which a person can get from studying and using the principles of personal management in their activities38. Relationship Between Service and Outsourced Activities of a Manager Advanced Level 1. Career motives and value orientations of the manager: general approaches, motivation, need, sources of managerial development, value orientations of the manager. 2. Six steps for developing a methodology for managing oneself. 3. Making career decisions. Types of career decisions 4. External and internal impact on career decision making. 5. Personal work technique 6. Self-organization of personal health. 7. Personal organization and discipline. 8. Manager's working hours 9. The relationship between the official and non-official activities of the head. 10. Self-control of the activity process and the result. 11. Analysis and assessment of the level of organization of labor of management personnel. 12. Personal characteristics of a manager and a career: personal prerequisites for career success, will, emotions, behavior, attitude towards oneself, the physical and moral state of the manager. Manager's personality development model 13. Significant events in the management path. 14. Delegation of authority 15. Delegation technology. 16. Effective delegation. Be able to own Task 1. Analyze the situation, develop a mechanism for criticism. Your deputy is a very experienced specialist, he really knows the job like "the back of his hand", he is practically irreplaceable, when he is around, you are sure that everything will be fine. However, you know that he is an insensitive person and does not interest him in any "human" problems. Because of this, the team has recently become anxious, some colleagues are going to apply for resignation, as he offended them. You tried to discuss this with him in an informal conversation, but he does not even understand what you are talking about, he is only interested in the plan and profit. How should you influence your deputy to change the style of his interaction with staff? What will you do? Task 2. Make a daily plan for the week ahead using the techniques discussed in the workshop, including: The Pareto principle, the Eisenhower matrix, the contextual planning technique. Task 3. Determine the parameters of your own work style, their analysis for work efficiency. Identify your own life priorities for career growth Task 4. Analyze your usual day and distribute all the tasks according to their importance and urgency (important and urgent; urgent but not important, important but not urgent; not important and not urgent) in percentage ratio so that the total is 100%. Task 5. Formulate your own rules for the effective use of time and offer a step-by-step method for implementing these rules in the enterprise. Task 6. Perform the timing of the student's working day according to the methodology discussed in the practical classes Task 7. Carry out your own analysis of the means available to achieve your own medium-term goal. Objective 8. Formulate goals in all areas of your activity for a period of 5 years. Check them against the SMART principle. Structure goals and prioritize. Using the tree of goals, break them down into tasks. Problem 9. A “newbie” comes to your “friendly” team. He is considered an excellent specialist and his qualities correspond to most of the best qualities of a manager. Over time, this is confirmed, but it turns out that when performing urgent tasks that require high organization and punctuality, the quality of his work decreases. You invite him to a conversation and say: ... Problem 10. Having hired a manager, you hoped for more effective work, but as a result you are disappointed, as it does not correspond to one of the most important qualities of a manager - self-discipline. He is not required, not collected, does not know how to refuse. But nevertheless, he is an excellent profes- sional in his work. How do you resolve this situation? Task 11. You are asked to fill out a questionnaire on the benefits of time management and personal effectiveness of the leader. Which of these advantages are the most important and which ones have the greatest impact on the formation of the manager's life goal? What will you write down as a definition in the column “Organization?” Task 12. Based on the model of the manager's qualities, the art of personal management, managing one's own vital activity, consists of 7 blocks of qualities. List these blocks and give a brief description of each of them. Task 13 Analyze the situation, develop a mechanism for criticism. An employee subordinate to you, a talented creative type, aged, has status and personal achievements, is very popular with business partners, solves any problems and interacts perfectly. However, you do not have a good relationship with this employee. He does not perceive you as a leader, he behaves quite self-confident and ambitious. You found some flaws in his work and decided to criticize him, but your previous experience indicates his negative reaction to criticism: he becomes irritable and wary. How to behave Task 14. Make a daily plan for the week ahead using the techniques discussed in the workshop, including: Pareto Principle, Eisenhower Matrix, contextual planning technique. Problem 15. Determine the parameters of your own style of work, their analysis for the effectiveness of work. Identify your own life priorities in relation to career growth. Task16. Conduct your own analysis of the available funds to achieve your own medium-term goal. Task 17. Formulate your own rules for an effective person and offer a step-by-step method for putting these rules into practice. 8.4 Methodological materials defining procedures for assessing knowledge, abilities, skills and (or) experience of activities that characterize the stages of formation of competencies The exam procedure is carried out in accordance with the Regulations on the current monitoring of progress and intermediate certification of students in higher education programs at NCFU - bachelor's programs, specialist programs, master's programs - at NCFU. The exam ticket includes 2 basic level questions, 1 advanced level question and a task. For ticket preparation, 40 minutes are allotted for ticket preparation. In preparing for the answer, the student is given the right to use the calculator When checking a practical assignment, the following are assessed: consistency and rationality of implementation. The current control of students is carried out by teachers conducting practical classes in the discipline in the following forms: interview, test assignment, preparation of test work nine.Methodical instructions for students on mastering the discipline At the first stage, it is necessary to get acquainted with the work program of the discipline, which considers the content of the topics of the discipline of the lecture course, the relationship of the topics of lectures with practical exercises, topics and types of independent work. For each type of independent work, certain forms of reporting are provided. To successfully master the discipline, you must perform the following types of independent work, using the recommended sources of information P/p No. Recommended sources of information (Source no.) Types of independent work The main Preparation for the lecture Preparation for practical work Test preparation Independent study of literature Independent problem solving 1 2 3 4 5 123 123 123 123 123 Additional 123 123 123 123 123 Methodical 12 12 12 12 12 Internet resources 3142 3142 3142 3142 3142 10. Educational-methodical and informational support of the discipline 10.1. The list of basic and additional literature necessary for mastering the discipline 10.1.1. List of main literature: 1 Arkhangelsky, G.A. Corporate time management / G.A. Arkhangelsky: a practical guide Electronic resource. - Corporate time management, 2019-08-31: Alpina Publisher; Moscow, 2017 .-212 p. - The book is in the basic version of the EBS IPRbooks. - ISBN 978-5-9614-5899-2 2 Basics of self-management Electronic resource / Zaporozhets D.V., Nazarenko A.V., Kenina D.S., Zvyag intseva O.S., Babkina O.N., Isaenko A.P.: study guide. - Stavropol: SSAU, 2018 .-- 120 p., Unlimited copies 3 Time management. Complete course Electronic resource: study guide / T.V. Telegin / M.A. Lukashenko / S.V. Bekhterev / G.A. Arkhangelsk; ed. G.A. Arkhangelsky. - Time management. Complete course, 2020-08-31. - Moscow: Alpina Publisher, 2017 .-- 311 p. - The book is in the basic version of the EBS IPRbooks. - ISBN 978-5-96141881-1, unlimited copies 10.1.2. List of additional literature: 1 2 3 Parakhina, V.N. Self-management: Textbook / Parakhina V.N. - Moscow: Moscow State University named after M.V. Lomonosov, 2012 .-- 368 p. - The book is in the basic version of the EBS IPRbooks. - ISBN 978-5-211-062542, unlimited copies Ryabikova, N.E. Personal management Electronic resource / Ryabikova N.E .: a textbook for students in the educational program of higher education in the direction of preparation 03.03.02 management. - Orenburg: OSU, 2019 .-138 p. - t. - ISBN 978-5-7410-2372-3, unlimited copies Self-management: a tutorial / S.V. Pozdnyakova, N.Yu. Donets, P.V. Pozdnyakov, V.A. Morozov; Ministry of Agriculture of the Russian Federation; Federal State Budgetary Educational Institution of Higher Professional Education; Department of Management in Agroindustrial Complex. - St. Petersburg: SPbGAU, 2015 .-- 55 p. : table., diagrams. http://biblioclub.ru/. - Bibliography. in book, copies unlimited 10.2. The list of educational and methodological support for independent work of students in the discipline 1 2 Methodological instructions for students on the organization and conduct of independent work in the discipline "Time management and personal effectiveness of the leader" for students in the direction of training 03.03.02 Management - [Electronic version] Methodological instructions for the implementation of practical work in the discipline "Time management and personal effectiveness of the leader" for students in the direction of training 03.03.02 Management - [Electronic version] 10.3. The list of resources of the information and telecommunication network "Internet" necessary for mastering the discipline: 1 http://ecsocman.hse.ru/ (Site of the federal portal "Economics. Sociology. Management"). 2 http://fcior.edu.ru/ (Site of the federal center for information and educational resources). 3 http://grebennikon.ru/ (site of the electronic library of the Publishing House "Grebennikov"). 4 Electronic library system "University library online" http: //www.biblioclub 11. The list of information technologies used in the implementation of the educational process in the discipline, including the list of software and information reference systems When giving lectures, computer technology is used, demonstration of multimedia materials. In seminars, students present presentations they have prepared during their independent work hours. Information reference systems: Information-reference and information-legal systems used in the study of the discipline: 1. Professional database of Rosstat // Access mode: http: //www.gks.ru/wps/wcm/connect/rosstat_main/rosstat/ru/statistics/databases/ 2. Information reference system ConsultantPlus. // Access mode: http://www.consultant.ru 3. Information reference system GARANT.RU // Access mode: http://www.garant.ru/ 4. Federal educational portal "Economics Sociology Management" - // Access mode: http://ecsocman.hse.ru Software 1. Operating system: Microsoft Windows 8: 2013-02 (3000). Perpetual license. Contract No. 01-ea / 13 dated 25.02.2013. Free support ends - 2023-01 Updates: Definition 1.203.2523.0 from 08/19/2015; Definition 1.227.706.0 from 08/29/2016; Definition 1.249.918.0 from 08/11/2017; Definition 1.273.1346.0 from 14.08.2018; Definition 1.299.822.0 from 02.08.2019 2. Basic software package Microsoft Office (Word, Excel, PowerPoint). Microsoft Office Standard 2013: contract No. 01-ea / 13 dated February 25, 2013, Microsoft Office Licensing https://support.microsoft.com/ru-ru/lifecycle/search/16674 Lifecycle start date 09/01/2013 Office updates set 2013 Service Pack 1 (start of life cycle 02/25/2014, end of support 04/11/2023) Updates: version number 15.0.4693.1002 from 02/10/2015; 15.0.4745.1002 of 08/11/2015; version number 15.0.4849.1003 dated 08/09/2016; version number 15.0.4953.1001 dated 07/27/2017; version number 15.0.5059.1000 dated 08/14/2018; version number 15.0.5163.1000 dated 08/13/2019 12. Description of the material and technical base necessary for the implementation of the educational process in the discipline Marketing and Management Laboratory. Classroom for lecture-type lessons 21-403 Marketing and Management Laboratory. Classroom for conducting seminar-type classes 21-403 Marketing and Management Laboratory. Classroom for group and individual consultations 21-403 Marketing and Management Laboratory. Classroom for monitoring Laboratory equipment: - specialized furniture. - technical teaching aids serving to present educational information to a large audience, a set of demonstration equipment: magnetic marker board; Dell personal computer; multimedia projector EpsonEB-536Wi, - laser printer; - photo-video camera; - game aids (simulators). - teaching aids in the form of thematic presentations, corresponding to the work program of the discipline Laboratory equipment: - specialized furniture. - technical teaching aids serving to present educational information to a large audience, a set of demonstration equipment: magnetic marker board; Dell personal computer; multimedia projector EpsonEB-536Wi, - laser printer; - photo-video camera; - game aids (simulators). - teaching aids in the form of thematic presentations, corresponding to the work program of the discipline Laboratory equipment: - specialized furniture. - technical teaching aids serving to present educational information to a large audience, a set of demonstration equipment: magnetic marker board; Dell personal computer; multimedia projector EpsonEB-536Wi, - laser printer; - photo-video camera; - game aids (simulators). - teaching aids in the form of thematic presentations, corresponding to the work program of the discipline Laboratory equipment: - specialized furniture. 21-403 Marketing and Management Laboratory. Classroom for intermediate certification 21-403 Audience for independent work of students 21-812, 21-709 - technical teaching aids serving to present educational information to a large audience, a set of demonstration equipment: magnetic marker board; Dell personal computer; multimedia projector EpsonEB-536Wi, - laser printer; - photo-video camera; - game aids (simulators). - teaching aids in the form of thematic presentations, corresponding to the work program of the discipline Laboratory equipment: - specialized furniture. - technical teaching aids serving to present educational information to a large audience, a set of demonstration equipment: magnetic marker board; Dell personal computer; multimedia projector EpsonEB-536Wi, - laser printer; - photo-video camera; - game aids (simulators). - teaching aids in the form of thematic presentations, corresponding to the work program of the discipline Specialized furniture. Computer equipment: personal computer with the ability to connect to the Internet and provide access to the electronic information environment of the organization 13. Features of mastering the discipline by persons with disabilities Students with disabilities are provided with special textbooks, teaching aids and didactic materials, special technical teaching aids for collective and individual use, the services of an assistant (assistant) who provides students with the necessary technical assistance, as well as the services of sign language interpreters and typhoid language interpreters. The mastering of the discipline by students with disabilities can be organized together with other students, as well as in separate groups. The development of the discipline by students with disabilities is carried out taking into account the characteristics of psychophysical development, individual capabilities and health status. In order to make it possible to obtain higher education according to the educational program for persons with disabilities, when mastering the discipline, the following is provided: 1) for people with visual impairments: - the presence of an assistant, who provides the student with the necessary technical assistance, taking into account individual characteristics (helps to take a workplace, move around, read and complete the task, including recording under dictation), - written assignments, as well as instructions on the procedure for their implementation, are made out in enlarged type, - special textbooks, teaching aids and didactic materials (with large print or audio files), - individual uniform illumination of at least 300 lux, - if necessary, the student is provided with a magnifying device to complete the task; 2) for people with hearing disabilities: - the presence of an assistant, who provides the student with the necessary technical assistance, taking into account individual characteristics (helps to take a workplace, move around, read and complete the task, including recording under dictation), - the availability of sound-amplifying equipment for collective use is ensured, if necessary, the student is provided with sound-amplifying equipment for individual use; - is provided with appropriate sound means of information reproduction; 3) for persons with disabilities with disorders of the musculoskeletal system (including those with severe impairment of motor functions of the upper limbs or the absence of upper limbs): - written assignments are performed on a computer with specialized software or dictated to an assistant; - at the request of the student, tasks can be performed orally.
