FEATURES OF SELF-MANAGEMENT AND SELF-DEVELOPMENT OF HEADS OF STATE ENTERPRISES

Abstract

The purpose of the article is to reveal the features of self-management and self-development of managers of state-owned enterprises in modern conditions. To achieve this purpose, a systematic approach to examining phenomena was used; as well as monographic, bibliographic analysis ‒ to identify approaches to interpreting the concept of "self-management"; abstract-logical ‒ to formulate one's own vision of the essence of this concept and conclusions from the conducted research; graphic ‒ to clearly display the results of the research.

The article is devoted to highlighting the features of self-management and self-development of managers of state-owned enterprises. The interpretation of the concept of "self-management" by various authors is presented, as well as in a narrow and broad sense in the author's vision.

In a narrow sense, self-management is the process of managing one's own skills and applying certain techniques that help a person effectively perform work duties, achieve set goals in the professional sphere and increase productivity. This involves the rational use of time, management of tasks, priorities, self-discipline, stress control and maintaining work capacity. In a broad sense, self-management is the process of managing one's own activities, which covers all areas of a person's life: professional, personal, social. In this sense, it includes such aspects as time management, setting life goals, self-development, emotional intelligence, work-life balance, adaptation to change, health and well-being. This is a global approach to organizing one's own life to achieve satisfaction, harmony and success in the professional, personal and social spheres.

The main areas of self-management are outlined (time management, goals, team, resources, impressions, motivation, space, etc.).

The stages of developing self-management strategies for a manager are characterized.

The key skills of a manager necessary for achieving personal and professional effectiveness are formed.

It has been established that the features of self-management of a state-owned enterprise manager include: orientation to the public interest; the need to comply with regulatory and legal restrictions; emphasis on efficiency; work in a bureaucratic environment; the need to balance interests; staff motivation in a context of limited resources; self-development and professional training; increased attention to reputation (personal and organizational image).