TY  - JOUR
TI  - Subject and object as social roles in managerial andc onsultative interaction
T2  - Organizational Psychology
IS  - Organizational Psychology
KW  - subject of management
KW  - оbject of management
KW  - social roles
KW  - organizational paradigms
KW  - limits of responsibility and authority
KW  - personality traits
KW  - practical psychology and academic psychology
AB  - Purpose. Based on the experience of management consulting, describe and analyze all possible options for managerial and advisory interaction, in which participants act as subjects and objects, in organizations of different types. Methodology. The subject and the object of management are consideredas social roles, that is, the expectations that employees have in relation to people who occupy certain roles and positions in the organization. In addition to the traditional role-based approach, the article uses the tradition of social psychology of the individual, from the point of view of which the readiness and ability of an employee to fulfill the social role assigned to him by the group is analyzed. Results. In closed organizations, the subject of management sets the goals and boundaries of responsibility and authority of employees. In open-type organizations with subject-subject interaction, the boundaries are not rigid and can change depending on the situation and the tasks to be solved. The analysis show sthat in closed organizations both subject-object and object-object interactions are possible and can be effective. Object-subject interaction in closed organizations, as a rule, turns out to be conflicting. Subject-subject interaction assumes a sufficiently long time to agree on management decisions and boundaries of authority and responsibility. With prolonged subject-subject interaction, synchronicityarises, and an open organization can become closed. The value of the results obtained. Diagnostics of  the nature of the type of interaction adopted in the organization, identification of subjects and objects of joint activity is necessary when conducting research on teamwork and employee loyalty to the organization. In management consulting, such diagnostics is necessary when choosing a methodology of work, since a number of consulting approaches involve partner, subject-subject interaction as aprerequisite, and such interaction is not possible in all organizations and not with all employees.
AU  - Mikhail Ivanov
UR  - https://orgpsyjournal.hse.ru/en/2020-10-3/401685079.html
PY  - 2020
SP  - 50-68
VL  - 10