The Relationship of Thinking Style and Motivation Features of Sales and Advertising Managers.

Alla Belousova,Yulia Mochalova

doi:10.3390/bs10030068

Alla Belousova, Yulia Mochalova

Open Access

https://doi.org/10.3390/bs10030068

Copy DOI

Abstract

The thinking of a manager is conditioned by their motivational features which determine their personal professional success and the effectiveness of the organization’s activities. In this study, we assumed that two groups of sales and advertising managers had differences in the relationships between thinking style and their motivational qualities, as well as their individual need for achievement. We used the following sources: The methodology of A. Belousova for the diagnosis of thinking styles, the “scale of control over action” by J. Kuhl, and “the need for achievement” by Yu.A. Orlov. The selection consisted of 61 people, 25 to 30 years of age, of which 41 were men and 20 were women, from organizations engaged in the sale of a technical group of goods (also known as Group A) and advertising services (also known as Group B), in Rostov-on-Don. The Spearman rank correlation method was used for quantitative data processing. In group Group A, the analysis showed the presence of statistically significant connections. A critical style of thinking has a significant relationship with the level of clarity about the need for achievements and practical thinking is statistically significantly interrelated with control over action in a situation of failure. Whereas, in Group B, an initiative, managerial, and practical style of thinking has a significant correlation with the need for achievement.

Highlights

Modern production is based on using new technologies which require high level training of workers
Analyzing the data given in the table, we note the presence of statistically significant relationships
The critical thinking style has a significant relationship with the level of expression of the need for achievement (r = 0.468, rcr = 0.47, and p = 0.01)

Summary

Introduction

Modern production is based on using new technologies which require high level training of workers. In this context, the need for specialists that are capable of organizing and managing the production process has been increasing. There is an acute shortage of professional managers, top managers who are able to understand the basics of a market-based economy and orient themselves in financial, legal, psychological issues, and especially in relationships with staff [1]. A manager is a new type of director whose main task is to efficiently organize the work of the enterprise staff. A manager is a professional supervisor (occupying a permanent position, with people under their control) who is called upon to carry out a large amount of work that they can do only with the help of other people. A modern manager is a supervisor, a diplomat, an innovator, and a person who personally reacts to whatever is happening in their organization [2]

Objectives

Methods

Results

Conclusion