6.1. Psychological aspects of oratory in the excursion

6.1.1. The value of oratory

Before achieving success in conducting an excursion, the guide very often goes through a difficult and thorny path erroneous actions. This often has a negative impact not only on the material condition of the tour desk, but also on his own morale. Optimism is lost, faith in one's own abilities. The theoretical knowledge gained seems worthless, divorced from practice. The demand for excursions is decreasing, the authority of the guide is lost in the eyes of not only sightseers, but also more successful colleagues. Excursion routes also lose, which, in terms of potential qualities, for example, uniqueness, originality and originality of excursion objects, can be extremely interesting in themselves. Therefore, the guide is the main integrating link, the general source information impact on the minds of tourists. The effectiveness, measure and quality of this impact directly depend on the degree of the guide's mastery of the principles of oratory. Possession of oratory is the key to the success of a novice guide. It is much easier to be armed with the elementary principles of oratory and achieve success through this than to come to it as a result of decades, gradually correcting your own mistakes. And the last - the path of disappointment and depression. Not every guide has the courage and courage to pass it with dignity. The professionalism of the guide as a speaker is manifested not only in observing the established rules, following the recommendations of experts in the field of oratory, but also in the systematic and consistent practical implementation of the entire set of forms of oratory.

The term "oratory" of ancient origin. Its synonym is the Greek word "rhetoric" and the Russian "eloquence", that is, the ability and ability to speak beautifully and convincingly. What is commonly understood by oratory in excursion activities?

N.V. Savina notes in her teaching guide on excursions that “oratory is a means of human cognition, a kind of work of art that affects both feelings and consciousness at the same time. Therefore, the activity of a guide, whose profession is constantly connected with speech, is unthinkable without a thorough knowledge of the principles and rules of oratory, without mastering the culture of speech. In this definition, it is interesting that it focuses on the logical and emotional impact of the excursion material. However, this definition suffers from a certain incompleteness in terms of excursion practice. Therefore, in this chapter, oratory will be understood as Firstly, a high degree of skill of the guide, and, Secondly, the art of constructing and conducting a tour in order to have the desired impact on the sightseers. However, before considering the relationship between oratory and excursion activities, let's find out what is meant by the professional skill of a guide in the traditional school of guided tours.

6.1.2. Tour guide basics

Leading domestic expert in the field of tour guide B.V. Emelyanov notes several qualities in understanding the professional skill of a guide. Firstly, is the sum of knowledge, practical skills, ideological and conviction. Secondly, it is understood as the art of skillful use of visual and oral propaganda and, third- the ability to prepare and conduct excursions.

B.V. Emelyanov distinguishes the following components of the guide skill:

Broad outlook, erudition, cultural level.
- Strong knowledge in a certain industry, a section on the specialty of a guide,
- Knowledge of the basics of excursion theory, methodology of excursion propaganda and methods of conducting excursions.
- Intuition of the guide. The guide's intuition finds its expression in the ability to:
1) determine the composition and needs of the audience;
2) use an unexpected phenomenon;
3) quickly draw conclusions;
4) respond correctly to the remarks of the tourists;
5) to get out of the conflict situation correctly;
6) give the right advice.
- Mastery of skills. Skill is a high degree of skill. All the skills of a guide can be divided into several groups:
1) skills of independent work;
2) skills of working with the excursion audience;
3) preparation skills for conducting the next excursion;
4) oral presentation skills;
5) skills of excursion showing and storytelling;
6) skills to use the "portfolio of the guide";
7) skills of listening to excursions. Based on the possibility of using the principles of oratory in the excursion, the guide must take into account the following requirements of the excursion methodology:
1) the correct organization of the display of objects;
2) targeting, differentiated approach;
3) priority of visual evidence;
4) taking into account the requirements for the story (specificity, objectivity, conciseness, sufficiency, functionality and expediency).
5) ensuring the continuity of the excursion as a process of learning, preventing the use of breaks to exchange impressions about the excursion;
6) the ability to overcome the attention crisis of sightseers that occurs at the 14th, 23rd, 31st minutes (for example, by accepting the novelty of the material or listening to sound recordings, showing transparencies or slides, using manuals from the "guide's portfolio");
7) the use of various indications (indications are: orienting to the observation of an object, recommending to compare the object with some other, offering to remember a historical fact or be silent for a while, think about what you saw and heard);
8) the development of acceptable manners, which are expressed in the way one behaves, in conversation with sightseers, in appearance, in clothes, in the presence or absence of bad habits.

The traditional school of excursion studies refers all these methodological recommendations to the components of the professional skill of the guide, leaving aside the main psychological basis for success in organizing and conducting excursions - the very personality of the guide.

6.1.3. Psychology of the personality of the guide

The personality of the guide plays a greater role in his professional success than deep knowledge. This truth is also true in the field of oratory. The personality of the guide is largely manifested in what speech abilities she has. In this regard, it is very interesting to get acquainted with the characteristics of individual speech types proposed by S.F. Ivanova. Each speech type corresponds to one of the four temperaments.

Rational-logical type. For tour guides of this type, emotions are often hidden from prying eyes, but their restraint does not at all mean a lack of emotionality. They are more inclined to analyze phenomena, to reasoning and strict argumentation of their own and other people's actions. Their preparation for conducting excursions is distinguished by a consistent selection and strict systematization of materials, reflection and development of a detailed plan. Tour guides of this type remember this plan and do not use it during the performance. They have a different problem: how to make their speech more vivid, emotional and what examples to choose to illustrate and argue the main idea in order to interest the tourists. Most often, “logicians” are people of a sanguine temperament.

Emotional-intuitive type. Tour guides of this type speak passionately and enthusiastically, often joke, but they cannot always follow the rigid logical sequence of speech and “make ends meet”. Without a strict plan, with limited time, they can “get carried away”, lose their thoughts and, as a result, negate the effect of their brilliant speech - the sightseers are left with the impression of emotional chatter. The plan of their performances is not always written, believing that it only fetters them. Cholerics most often belong to the emotional-intuitive type.

philosophical type. This type of tour guide is the hardest to describe. They are both emotional and prone to analysis. They can show organization, or they can, without any visible organization, surprise with deep knowledge or originality of the idea found. Despite private individual differences, such guides are united by the desire for research, a deep understanding of phenomena right in front of the sightseers, the desire and ability to involve the excursion audience in this process. The individuality of "philosophers" in speech is weakly manifested, since they can be both analysts and lyricists. Most often, "philosophers" are phlegmatic.

Lyrical, or artistic-figurative type. Such guides think more in images than in logical categories, although this does not mean at all that there is no logic in their reasoning. These guides are very impressionable and emotional. Lyricism, sophistication, excitement and penetration can be traced in their character. However, guides of this type can differ significantly from each other. Basically, this type is based on a melancholic character.

Professionalism of the guide- a special kind of skill, implying not only a high level of professional skills proper, but also pedagogical, oratory, communication skills, erudition, knowledge and skills.

Knowledge the guide, in turn, can be divided into two large parts: general knowledge (intelligence and erudition);

o special professional knowledge(methodological techniques, logic and psychology of conducting excursions, the basics of communication, oratory).

Skills the guide is his practical skills in building a route, story and show, the ability to present the text in an accessible way, to perform the duties of an organizer. The formation of professional skills requires deep knowledge and possession of special methodological techniques. One of the most important skills of a guide is the ability to quickly adjust the tour process depending on the characteristics of a particular audience.

Skills guides are formed on the basis of skills acquired and consolidated in practice. A skill is a practiced repeatedly productive action that becomes a habit and simplifies the process of the tour guide's activity. As a matter of fact, the whole excursion consists of realized skills (organization of a group, a combination of a story and a show, the use of optimal methodological techniques, establishing contact with a group). Thanks to a well-developed system of skills, the tour runs smoothly, bringing pleasure to all its participants. The guide, having brought the system of skills to automatism, controls the excursion process on a subconscious level, without thinking about every phrase.

For a high-quality excursion, the guide needs the following basic skills: skills in developing a topic for a new excursion, organizational skills, skills in showing objects, skills in a tour story, skills in applying methodological techniques, skills in displaying exhibits from the “guide’s portfolio”, skills in receiving “answers to questions”, skills introspection and self-improvement, etc.

To acquire and consolidate skills, a novice guide needs to study methodological developments and get acquainted with technological maps, conduct independent excursions, listen to excursions of more experienced colleagues, strive to objectively analyze their work.

Experienced guides constantly improve their skills, work on mistakes, set themselves specific tasks to correct skills to improve their professional level. The guide, even if he has been doing his job for many years, must keep up with the times, follow all the changes taking place around him, both spiritual and political, as well as economic.

The guide must objectively evaluate his work after each tour. How was the tour organized? Have I told you everything about the new objects correctly? Did the guests understand the peculiarities of the history of our city? Such questions will help not only to analyze and organize your work, but also to constantly improve your skills. For example, you can have a special notebook in which to write down your own impressions of the tour, mistakes and suggestions. Recordings always help to mobilize, clearly define goals and objectives for the future.

self control- an important component of the success of the guide. Proper self-control consists of three successive steps:

o self-analysis - assessment of one's own activity and its comparison with high-quality excursions of colleagues, rules and methodological instructions;

o self-criticism - identification of committed mistakes and the reasons for their commission, the ability to find a weak spot in one's own work;

o self-restraint in behavior - control over emotions, gestures, facial expressions, over all spoken phrases.

Intelligence And erudition - important indicators of the skill of the guide. The guide must have extensive knowledge not only within the narrow framework of one or two thematic excursions, but also on related problems and issues, and be able to apply them in practice. During the tour, its participants often ask questions that are far from the main topic of the story: about politics, urban problems, city development prospects, geographical or natural features of the region, etc. In addition, many sightseers - specialists in a narrow field are interested in the problems of their particular direction, and the guide must know the answers to their supposed questions. To maintain your professional uniform The tour guide should be constantly familiar with new literature, study reference books, visit sites on the Internet.

Ability to lead a group, to establish close contact with its members, to keep the attention and interest of the tourists throughout the process - an important component of the guide's skill. The main thing is to establish contact with the audience from the first phrase. Psychologists say that more than half of all impressions about a person are received by others in the first 2-3 minutes of acquaintance. The appearance of a guide in front of a group is a whole art. The ideal start - an elegant guide with a smile enters the bus (approaches the group), greets everyone loudly and charms everyone with a charming smile. This is followed by the second step - the introductory speech, and it must certainly be bright, short, understandable to everyone. During these few minutes, the guide, having established contact with the group, sets himself up and his listeners for the upcoming excursion, adjusting the methodological techniques and the route based on the characteristics and mood of the group.

The tour guide needs to have such basic types abilities, how:

o constructive - the ability to collect and process the material necessary for writing or improving the text of the excursion within a certain time frame. Within the framework of these abilities, the guide improves methodological techniques and the scheme (route) of the excursion; o organizational - the ability to organize a group of tourists, to activate the attention of the group on important objects, to choose the desired viewing angle. In addition, organizational skills allow you to maintain business relationship with other participants in the tourism process - methodologists, managers, drivers, guides-interpreters, employees of tour agencies and hotels. If necessary, the guide must organize changes in the route in such a way that none of the members of the group even guessed about it; o communicative - the ability to communicate not only with each member of the group, but also with everyone who organizes the excursion. During the tour, situations arise when the guide has to settle problems with museum workers, with the organizers of the cultural program for guests. The ability to communicate plays an important role in the excursion process; o analytical - the ability to objectively evaluate their work, both preparatory and basic. Analytical abilities allow you to identify the mistakes made, correct the methodological techniques used during the excursion process.

Ways to improve professional skills. The guide, like any other mental work specialist, can and should constantly improve his professional skills by:

about improving the methodological work of the tourist organization as a whole;

about the development of new and correction of old methodological developments and technological maps;

o continuous self-improvement;

about increasing knowledge in the field of general psychology, logic, psychology of communication;

about the development and implementation of innovative promising projects.

Role-playing and business games, special educational excursions, trainings and exercises are held at advanced training courses for guides. Each cycle of exercises is aimed at acquiring or consolidating a certain group of skills. So, to improve observation with guides, a simple psychological test: laid out on the table for 30 s various items, and then the guide should name what he saw, what objects especially attracted his attention, describe several objects that he liked the most. To acquire skills in using the comparison method, guides are invited to describe two similar objects and indicate the differences between them. To improve communicative qualities, the guide is invited to build a dialogue on a given topic with strangers, to play a small scene.

Similar exercises and trainings are carried out not only at advanced training courses, but also by the methodological departments of large excursion organizations.

The prestige of the tour guide profession. Prestige (from French prestige - charm, charm) of a profession is a certain place in society that it occupies. The profession of a guide is certainly prestigious. Its prestige is closely connected with the publicity of the profession, the opportunity to be in the spotlight, spend a lot of time outdoors, constantly move around and at the same time earn money. The profession of a guide is unique and original in its own way, it attracts beginners with its seeming ease at first glance.

IN modern society there is a positive image of the guide associated with his attractive appearance, high intelligence, the ability to be the center of attention and like people around.

Every profession is a kind labor activity which requires certain knowledge and labor skills from a person. These knowledge and skills are acquired through general or special education and in the course of daily practical activities worker.

Until 1960, the work as a tour guide was not professional, it was a kind of amateur occupation for groups of enthusiasts. The duties of the guide were carried out by specialists various industries knowledge without interruption from their main activities (teachers, researchers of museums, institutes, etc.). Only a few tour agencies and some museums had full-time guides. However, already at that time this work began to acquire professional features.

Appearance new profession associated with the measures taken by policymakers in 1969 to develop tourism and excursion business in the country. The change in the functions of excursions, their transformation from a form of recreation into a form of cultural and educational work in labor collectives, at the place of residence of workers and with tourists, into a large branch of public service contributed to an increase in the role of guides, the further formation of a new specialty. The guide, who in 1940 was defined as the leader of the excursion, in museums - an employee who shows the sightseers the objects on display and gives the necessary explanations, in the 1970s became one of those who are entrusted with bringing knowledge to people, the guide began to be considered as a teacher and educator. Tour guides began to be called employees of travel agencies and excursions, state and departmental museums, permanent exhibitions, art galleries, Sputnik, Intourist organizations, the Ministry of Education, which conduct tours showing monuments, places of interest, museum expositions. The title of "guide" was assigned to employees of these organizations who had the appropriate education, were trained in special courses or independently fulfilled all the requirements for persons who completed the training courses for guides. The requirements for a guide were determined by the “Job Instruction for a Guide of a Tourist and Excursion Organization”, approved in 1977. By the beginning of the 1990s, more than 70 thousand guides worked or collaborated as part-time guides in excursion establishments. The guide has become the central figure of the excursion business.

The process of becoming a guide profession is complex and multifaceted, it is necessary to distinguish four stages in it, which are presented in Table 1.

Table 1. Processes of formation of the profession of a guide

For those who have chosen the profession of a guide, she makes a number of requirements. Among them:

• - propensity to participate in cultural and educational work;
• - understanding the meaning of excursions and their role in the process of education; consciousness of one's duty;
• - the presence of good diction, certain knowledge on one or more excursion topics;
• - intolerance to shortcomings, lack of culture, remnants of the past in the minds and behavior of people;
• - continuous replenishment and improvement of their knowledge;
• - feeling new;
• - initiative and creative search in work;
• - deep study of interests and requests of tourists;
• - differentiated approach to service various groups population;
• - good manners, high culture in work and behavior, courtesy, tact in dealing with sightseers;
• - possession of the method of conducting excursions;
• - love for his profession.

Each guide must have knowledge not only of his specialty, but also knowledge of the basics of pedagogy and psychology. It is also very important that the guide be able to analyze his work, be able to give an objective assessment of the tour, show integrity and exactingness to himself.

The profession of a guide involves the possession of a certain range of practical skills. These skills allow him to select, formulate and effectively convey his knowledge to a wide audience.

Each employee who has chosen the profession of a guide should be able to: select the necessary factual material, study it, prepare an individual text for an excursion on a specific topic, draw up a methodological development, apply methodological techniques in practice, use visual materials of the “guide portfolio”, listen to guides in their field of knowledge and assist them, participate in the promotion of excursion possibilities of the region.

Practical knowledge and skills serve as the basis for the participation of the guide in methodological work, allow you to manage the methodological section, methodical office, to conduct classes in training and advanced training courses for guides, leaders of tourist groups, travel agencies, to assist novice guides. Possession of practical knowledge and skills is a solid basis for the skill of a guide.

The guide, due to the peculiarities of his profession, is placed in conditions conducive to the manifestation of an active life position. His task is to make the most of these conditions for his daily activities.

In the activities of the guide, all three levels of life position take place. A high level of life position is characterized by social activity, creative activity, good work, and a sense of moral responsibility. The average or low level of activity of the life position of an employee does not allow him to carry out excursion work in a quality manner. This is how these levels are characterized: the life position of the average level of activity is one-sided, does not go beyond the normative tasks - "from" and "to". The life position of a low level of activity is characterized by passivity, inexperience of the individual, lack of knowledge, skills, and abilities.

In addition to the three levels of activity of a person's life position, there are others: passive and negative life position.

A passive life position is formed on the basis of life failures and disruptions in work, moral instability.

A negative life position is characterized by activity in the interests not of the team, but of the individual, careerism, biased criticism, violation of labor and production discipline, and immoral behavior.

Development of the inclinations and abilities of the individual. Big role makings play in the formation of the personality of the guide.

Makings -- congenital anatomical and physiological features of the nervous system, brain. Inclinations form the natural basis for the development of human abilities.

The constant development of inclinations is one of the important foundations for improving the professional skills of a guide. A guide develops special abilities under the influence of practical activities. Abilities are defined as individual personality traits, which are subjective conditions for the successful implementation of a certain kind of activity. They are found in the speed, depth and strength of mastering the methods and techniques of any activity.

Everything that positively characterizes the guide (knowledge, skills) is primarily based on his ability to perform the work entrusted to him. Whatever it is about development new topic, preparing an essay, giving a lecture at a course, listening to an excursion on a route, selecting methodological techniques - the methodologist and the head of the methodological section proceed from whether this guide will be able to perform this work qualitatively, i.e. take into account the presence of certain abilities that are necessary for this. An important part of the guide's work is the preparation and conduct of the next excursion.

The preparation of the tour is divided into three parts:

• 1. Repetition of an individual text.
• 2. Recall the requirements of methodological development.
• 3. Restoring the route in memory.

The preparation ends with a self-examination, during which the guide asks himself several control questions: Where to start the story at the monument? How, for example, would a logical transition from the sub-topic "Theatrical life of the city" to the sub-topic "Everyone goes in for sports" sound? How the best way to use visual reconstruction when revealing the sub-theme "City in the days of fascist occupation"?

Regardless of how much the guide has mastered the topic, he prepares for it every time. The success of the preparation depends on the abilities of the guide, i.e. individual characteristics of the individual (speed and organization in the performance of all necessary operations). The concept of "preparation" also includes psychological preparation - strengthening self-confidence, that the next excursion will be held at a sufficiently high level, that the tourists will be satisfied with what they see and hear.

For the guide, as well as for the teacher, four types of abilities are characteristic: constructive, organizational, communicative and analytical.

Constructive abilities find their expression in the ability to select and correctly arrange the excursion material, present it clearly and convincingly, and, if necessary, rebuild the plan for the excursion, the scheme for using the methodological technique. This type of ability serves as the basis for the mental activity of the guide.

Organizational skills are expressed in the ability to manage the excursion group, direct the attention of tourists to the necessary objects, as well as the ability to ensure the implementation of the program of tourists and sightseers who have arrived from another city.

Communication skills are expressed in the ability to establish business relations with the group, maintain them for the entire period of communication with sightseers, build relationships correctly with the bus driver on the route, museum workers, exhibitions visited by sightseers, with methodologists of the bureau, head of the methodological section, other guides, leaders tourist groups, organizers of trips and excursions.

Analytical abilities serve as the basis for a self-critical analysis of their work, an objective assessment of the quality of the excursion, the effectiveness of the use of methodological techniques. Not all tour guides are equally skilled in these abilities.

An important role in the development of the abilities of the guide is played by studying in courses, work in methodological sections, independent studies near objects, deep assimilation of the methodology and technique of conducting excursions.

An integral quality of a guide as a person is conviction. When conducting an excursion, presenting a topic, the guide must be biased: clearly and purposefully formulate thoughts, correctly, from the standpoint of science, reveal events and phenomena, and be persistent in their interpretation.

The guide's tendentiousness is a clear direction in his views and actions, the desire to bring his point of view to the sightseers and not only to bring, but also to convince them of its correctness. He helps sightseers see what he sees himself, persistently directs their attention to those aspects of events and phenomena that should be reflected in their minds. An important role in this is played by the conviction of the guide. It is based on his knowledge, ideology and active life position. His conviction is a firm belief in the truth of the knowledge communicated, confidence in the correctness of their interpretation and the correctness of the path he has chosen to follow to the goal.

To conduct an effective excursion, the guide must have a temperament. The nature of the tour, its features depend on the temperament of the guide, which is manifested in his behavior and is characterized by greater or lesser strength of feelings, duration of experiences, stability or rapid change of emotions. Depending on the type of human temperament (sanguine, choleric, phlegmatic, melancholic), his behavior is characterized by a certain depth of emotions: ardor, irascibility, calmness, various reactions to stimuli.

Emotions arising from the guide under the influence of external and internal stimuli, his bad mood (too high or depressed) should not affect the course of the tour. The ability to pull yourself together, to ensure the right tone in the group is important integral part excursion skills.

Emotions and feelings of the guide must be objective, so that the emotions of the tourists acquire the character of empathy, personal involvement in the events that are shown and characterized in the process of revealing the topic.

The highest level of perception of the excursion material is achieved in cases where empathy is something common in the emotions of the tourists. Often the guide meets with the fact that in a group that is heterogeneous in composition, not all participants in the tour will have the same reaction to the same message. This happens because the emotions that arise depend on the individual characteristics of people, such as temperament, their mood, interest in the topic, and the motives that prompted them to take part in the excursion.

Depending on the topic under consideration, the guide must take into account the level of general education of people and their aesthetic development. Excessive explanation of the material and attempts to simplify it harm the appearance of emotions among tourists. Facilitating the mental activity of his listeners, the guide loses contact with them and thereby ruins the topic. Simplified material, hackneyed examples, lack of novelty in the reported knowledge does not evoke any emotions even in those cases when the guide tries to save the case with his personal emotions.

The perception of the material on the excursion is based on a combination of three types of mental processes:

• - cognitive (sensation, representation, thinking, imagination); emotional (experiences);
• - volitional (efforts to maintain attention, memory work, etc.).

These mental processes are closely interconnected and are determined by the properties of the individual, her mental state, as well as the external influences to which she is currently exposed.

The guide cannot be condescending to himself, his work, relationships with people, his own and their behavior. He should not forgive himself for a poorly conducted excursion, any deviation from the requirements of the methodology. The guide constantly controls himself, his actions. For example, during the tour, he asks himself questions: “Am I doing it this way? Am I showing the object well? Am I convincing enough about it?” After finishing the tour and parting with the group, he latently asks himself: “Did it work out? Were all requirements for the tour met?

At training and advanced training courses, in methodological sections and daily work with guides, it is necessary to instill in them the skills of self-control, i.e. the ability to organize independent regulation of one's behavior, its motives and motives.

Also, the self-assessment of the guide in the results achieved is a comparison of his activities and the labor process itself with certain standards that are established by instructions, regulations, methodological developments and other policy documents. The guide's self-assessment of his activities should be based on a comparison of the results he achieved with the results of other experienced workers. At the same time, it is important to avoid an overestimation of the results of one's activities, since such an assessment leads to high conceit and arrogance, an intolerant attitude towards criticism of one's shortcomings. Each guide needs to strengthen the sense of interest in identifying their shortcomings in the process of preparing and conducting excursions and activities included in the individual plan. He must not only see the existing shortcomings and errors in his daily work, but also identify and eliminate their causes, thereby contributing to the improvement of his individual skills.

The formation of the personality of the guide takes place throughout the formation of the profession of the guide. The process of becoming a person begins long before the guide goes to work in a travel agency, a museum, or an exhibition. The formation of a comprehensively and harmoniously developed personality occurs throughout a person’s life:

• - while studying at general education school, college or university;
• - in the team where his labor and social activities take place;
• - at home;
• - at the training courses for guides, in the course of relationships with tourists.

The obligatory quality of the guide's personality is optimism, cheerfulness, cheerfulness, desire and ability to see good, bright sides in the environment. The optimism of the guide finds expression in goodwill, friendliness, a kind smile, attention to people, the ability to create the right microclimate in the group of tourists, bring the spirit of festivity to the audience with his presence, and correct the bad mood of the audience. This is largely facilitated by the sound of the story (tone of the guide's voice), his conviction in the benefits of the knowledge communicated, possession of a sense of humor, faith in the success of the excursion.

Each person has his own individual characteristics that distinguish him from other people (speech, presentation style, gestures, facial expressions). Listening to the story of the guide on the route, you can catch that he sets out certain details, examples in his own way, uses other sayings, introduces certain specifics into the use of gestures and smiles. There may be other differences as well. One guide likes to refer to memoirs, another reads poems on the tour, the third reads documents, the fourth skillfully uses pauses. Tour guides with a long work experience develop their own individual manner of conducting excursions. It consists in the fact that each of them has his favorite tricks, which he masters perfectly and uses them with pleasure both separately and in combination with other tricks.

The individuality of the guide is characterized by the nomenclature of methodological techniques that he owns. This nomenclature is not the same for everyone. Some use in practice all or almost all known techniques, others are limited to two or three of the most popular techniques, others - beginners, as well as guides with poor professional skills - do not use techniques in excursions, which reduces the quality of excursions.

• - the authority of the position, which is determined by the fact that the guide is the leader of the excursion, leads the group of tourists and manages their activities;
• - the authority of his knowledge. In the overwhelming majority of cases, he knows the topic of the excursion more deeply than any of its participants, and this strengthens his authority;
• - skill authority. It is created by the guide's experience in conducting excursions (skills in using the methods and techniques of their conduct);
• - one of the important foundations of the authority of the guide is the culture of speech and non-verbal means of influence;
• - relationships with tourists, the ability to create the right microclimate in the group. The basis of the guide's authority in this regard is a high culture of behavior and speech.

To conduct an interesting and informative tour, the guide must have professional skills.

Guide skill is a kind of skill that, in addition to its specific professional basis, includes elements of other types of skill (pedagogical, lecturing, etc.). This skill finds expression in the level of implementation of those methodological recommendations that provide high quality presentation of excursion material.

The skill of the guide is inseparable from the possession of the main provisions of the excursion theory and methodology and their constant use.

The professional skill of a guide is a special kind of art, which is built on:

• - active use and skillful combination of show and story;
• - participation in the process of perception of the interaction of such components as a guide, a sightseer and sightseeing objects;
• - application of methodological methods of conducting excursions;
• - Possession of specific skills and abilities inherent in this profession.

This skill is learned from more experienced specialists, from oneself in the course of practical activities.

The skill of the guide is inseparable from the possession and constant use of the main provisions of the excursion theory. Main function guide not only to transfer knowledge to the group, but also to achieve their effective assimilation by the tourists. Therefore, an important component of the guide skill is the possession of a methodology that implies not only a thorough knowledge of the methodological methods of showing and telling, but also an understanding of their technology (i.e., the ability to manage the process during which the knowledge is acquired by the tourists).

An important feature of the guide's skill is the ability to lead a group, to establish and maintain the necessary contact with tourists throughout the entire excursion. The guide is faced with the task of overcoming the wariness that arises when meeting with sightseers. Here an experienced guide comes to the aid of intuition.

The guide, relying on his intuition, can determine their interests without preliminary surveys of the tourists and, on this basis, shorten or lengthen the introductory part of the story, change the content of the logical transition from subtopic to subtopic. The guide's intuition tells him which methodological technique is most effective in a given audience. No less important role is played by intuition in determining the mood of the tourists, their relationship to the observed objects. It allows the guide to avoid the standard of an "average" excursion and to approach the presentation of the material in a differentiated way.

From the foregoing, we can conclude that any profession is a kind of labor activity that requires certain knowledge and labor skills from a person.

For the guide, as well as for the teacher, four types of abilities are characteristic: constructive, organizational, communicative and analytical. They are discussed in detail in this chapter.

Knowledge and skills are acquired through general or special education and in the course of the daily practical activities of an employee.

It is important that the guide has a good command of pedagogical skills, which, as A. S. Makarenko noted, "can be brought to a great degree of perfection, almost to the degree of technology"

An integral part of the guide's skill is the possession of pedagogical equipment. Her constituent elements are:

1. Speech skills (the ability to speak correctly, understandably, beautifully). Expressively intotone your speech, express certain thoughts and feelings in speech.

2. Mimic and pantomic expressiveness, precise gestures, expressive looks, a smile.

3. The ability to manage your emotional state, to be friendly, benevolent.

4. Possession of elements of directing and acting skills. All this allows the guide to have an active verbal and non-verbal impact on the audience.

During the preparation and conduct of the tour, methodologists and guides must take into account such features of its participants as ability, character, temperament, as well as natural qualities - memory, observation, imagination and quick wits. When conducting an excursion, the guide focuses on a specific group based on the fact that the level of activity (increased or decreased) depends on the mental state of each of the excursionists.

The guide must take into account such a quality of attention as its easy distractibility. This is important when conducting tours along busy city streets, where the attention of participants is constantly distracted by foreign objects that are not objects of display (transport, passers-by, the unexpected appearance of a fire or ambulance). Distractibility usually occurs when the intensity of attention is low. Absent-mindedness on excursions also increases under the influence of such factors as the conversations of neighbors, external noises. Some sightseers easily shift their attention from object to object ("fluttering" attention).

The success of the excursion depends on the degree of concentration of attention. The concentration of attention even among the tourists of the same group is different - some, carried away by the topic, interested in objects and the guide's story, do not pay attention to the environment, others are distracted, prevent them from concentrating.

The guide needs to take into account the fatigue of people if they come on a tour after the end of the working day. Such sightseers become distracted, it is difficult to achieve the intensity of their attention. The excursion methodology requires that interest in the excursion, its topic and content be formed in advance before the start of the excursion and in the introductory speech of the guide.

The attention of sightseers depends on a number of circumstances: interest in the topic, skill of display, form of the story, preparedness of the audience, etc. Plenty of content, consistency, and an interesting form of presentation of the material contribute to maintaining attention to the subject of observation and the material presented.

Experience shows that the stability of the attention of sightseers decreases for a number of reasons: low quality of the story - monotony, poverty of the language, monotony of information, lack of necessary connection with the show. In addition, the abundance of reported information also leads to a weakening of attention.

An important place in the formation of interest in the topic is occupied by the introduction, which introduces the tourists to the content of the excursion. The stability of the attention of tourists largely depends on the object from which the tour begins and how the route will be completed.

It is important that the impression that the first object makes on the excursionist is the most striking. Surprise, novelty of visual material arouse interest, necessary emotions. This is facilitated by the guide's story, especially its beginning. As a result, a certain psychological mood is created in the excursion group, which determines the attitude towards the guide and the information he provides. And therefore, the show and the story must be organized in such a way that until the end of the excursion, the participants will be in high spirits, a special microclimate in the group.

Psychology requires taking into account the age characteristics of tourists. The lowest level of attention is observed at the age of 18 to 21 years old, the average - 22-25 years old, in the group where tourists are 26 years old and above, the level of attention increases.

The attention of the sightseers is also connected with the attitude of the guide to the group, to each sightseer, with his ability to keep the topic and subject of the presentation of the material, its composition in the field of his attention, to observe the logic of the presentation, to take into account the reaction of the sightseers. The guide should understand such psychological states of the individual as activity, cheerfulness, efficiency, satisfaction, fatigue, depression, etc. It is equally important to have an idea about the types of temperament (sanguine, phlegmatic, choleric, melancholic). All of the above makes it possible for the guide to build work with tourists more correctly.

Professional activity manager has a long history and deep traditions, reflecting the specific requirements for the manager's personality. The mass nature of the profession and its importance, along with the growing trend towards an increase in the dependence of the viability and success of organizations on the effectiveness of management, encourage us to clarify ideas about what a professional tourism manager should be like.

The tourism manager is the main figure of the organization. However, not all managers perform the same functions in the firm. This is due to the fact that tourism organizations differ from one another, and therefore the tasks and functions performed by managers are not identical. The main management functions of a tourism manager are: planning, organization, motivation, control. He performs the same functions as the manager of any other field of activity, but there are differences: he must have complete information about the tourism system and be able to process this information correctly. The formation of enterprise policy is carried out most often at the highest level of management.

Specifically, the planning function includes the following activities:

• · participation in the development of the goals set by tourism (i.e. finding out how real, understandable and controllable the goals are);
• current analysis of the competitiveness of the place (market, direct and indirect competitors, demand);
• · development of a strategy for the competitiveness of the region, its special position;
• · Implementation of the competitiveness of the region.

Thus, the planning function should be understood as a systematic, information-processed process of qualitative, quantitative and temporal determination of the future goals of the excursion company, means and methods of formation and development of the enterprise. Essentially, in the planning process, the tourism manager decides what the goals of the organization should be and what its members should do to achieve those goals.

Organizational management function for tourism activities- is the organization of tour programs, their promotion, implementation and execution. The manager analyzes the activities and decisions needed to achieve the objectives; groups processes and tasks into an organizational structure; selects people to manage these processes and to solve the tasks. A good prospective manager of a travel company should be able to be an organizer, and a friend, and a teacher, and an expert in setting goals, and a leader, and a person who knows how to listen to others ... and this is just for starters. He must know perfectly his subordinates (if it is top management), colleagues, their abilities and the ability to perform the specific work assigned to them. The manager must know the conditions that bind the enterprise and employees, protect the interests of both on a fair basis, eliminate the incapable in order to maintain the unity and correct functioning of the company.

With the most beautiful plans, effective organizational structure, modern equipment (means of collecting and processing information), but without motivating the work of employees of the company it is impossible to achieve the desired results: members labor collective will not be able to perform their duties.

Motivation is the work of a manager aimed at activating the employees of the company in terms of increasing the efficiency of their work in order to achieve both personal goals and the goals of the company. To motivate employees means to touch on their important interests, to give them a chance to realize themselves in the process of work. The manager maintains constant communication and motivation with his subordinates, colleagues and superiors. An experienced manager knows how to motivate himself, motivate the activities of his colleagues and, for this, there does not have to be a person who manages this entire process. Ordinary ordinary managers of a tourism company, by constantly supporting each other, by a positive climate in the team, can themselves create and maintain this work motivation necessary for successful development in the tourism services market.

Motivation to work is a significant factor in the success of any organization, and especially organizations in the tourism industry, which are more dependent on the effectiveness of interpersonal relations between the employee and the client. Although the quality of service is largely subjective, and its evaluation is carried out in terms of quality criteria in the sensations of the tourist himself, however, the client's dissatisfaction with the trip also depends on the service itself. After all, it is the client (tourist, excursionist) who is the catalyst for the professional activity of managers of tourism activities. Whoever, no matter how the client evaluates the managers of a particular company. For example, studies have shown that the main reason for whether a client returns to a travel industry organization or not is the level of service. The first time the consumer can be lured by good advertising, a rich interior, but the second time he comes, as a rule, thanks to professional work personnel and the availability of quality service previously received. A high level of motivation of employees of the tourist organization for their quality work is, therefore, not just desirable from an organizational point of view, vital, since it directly affects the efficiency of the entire organization.

The nature of the activity of a particular manager is determined by the composition of the powers delegated to him in decision-making. This composition is established in accordance with the system of division of labor and specialization of managerial personnel adopted in the company. A travel company can be managed by one (top management) or management can be carried out by all managers. Managers collectively establish their management model through constant meetings and discussions. Among the factors that determine the choice of management model:

• - the size of the firm;
• - the nature of the firm;
• the nature of the environment in which it operates.

From the point of view of the last factor, the following management models are distinguished:

• - a model of rational in-house management in a calm external environment;
• - management model in a fairly dynamic and diverse market;
• - a model adapted to spontaneous, unexpectedly occurring under the influence external environment firms problems .

Tourism firms are in the process of continuous constant search for their management model, as the firm itself and its environment change over time.

The functions of control are the quantitative and qualitative assessment and accounting of the results of the company's work. The manager analyzes, evaluates the results and reports them to the management, subordinates and colleagues. He must be able to correctly evaluate his achievements, results and understand whether it is beneficial for his company. This is an assessment of the success of the implementation of the plans outlined by the organization. The control system provides feedback between expectations - certain management plans and the actual performance of the organization. Top - manager, he should contribute to the career growth of people. The quality of working life is a set of conditions that contribute to the growth of staff. In most cases, the promotion of an employee is carried out by alternating vertical growth with horizontal, which gives a significant effect - a stepped career, but horizontal is more often used in practice [Chudnovsky A.A., Zhukova M.A.].

High-level managers spend most of their working time on planning and control functions; managers of a lower level (linear) are more busy with the selection of personnel and the organization of their work. However, at all levels of management, they to a certain extent use and perform all four management functions: planning, organization, motivation and control. The ability to manage, interact with people is the most important requirement for a manager. tourist services of any level, which contributes to the conclusion of profitable deals, profitable sales of tours, maintaining and replenishing the customer base and much more.

So, the tasks and functions of management are carried out through the activities of the managers themselves.

Ethical norms are of particular importance in the activities of a manager in tourism - this is the observance of norms, first of all business ethics, i.e. ethical standards of behavior of a manager in market economy, his moral principles and ideals. With regard to tourism activities, we should first of all talk about the following:

• - profit maximization should not be achieved at the expense of environmental destruction;
• - in competition, only “permitted” methods should be used, i.e. follow the rules of the market game;
• - fair distribution of benefits;
• - personal example of compliance ethical standards at work and at home;
• - discipline and moral stability.

For the successful implementation of tourism activities, a manager must know human psychology, understand the motivation for the desires of a client who comes to the company, without this it is impossible to build a tour correctly, offer the necessary tourist tour and offer it to the consumer market, and most importantly, satisfy the client’s desires, providing him with a purely positive tourist experience and emotions.

In addition, it is necessary to carefully study the patterns of human behavior in different situations, decision-making motivation, choice of preferences in types of recreation. And this, of course, is necessary for the professional activities of the manager of a travel company. The manager must see his client, understand what exactly he needs now, whether to offer him something extreme, or, seeing his psychological attitude, offer a more relaxing holiday. In the management of tourism activities, and indeed in management, there is a softer definition of the impact on subordinates - influence. Influence is the behavior of one individual that changes the behavior of another. Two large groups influences in management: emotional influence and rational influence [Wells S., 2004]. In the group of emotional means of influence, infection occupies the main place. Emotional contagion is characterized by an almost automatic, unconscious transmission of the emotional state of one person to another. Using the mechanism of infection, the manager can significantly increase the cohesion of the team, mobilize it to achieve the goals of the organization. The group of rational influence in the activities of a manager includes suggestion, persuasion. The effect of suggestion is achieved through the personal qualities of the manager: his recognition, authority, prestige. Suggestion is a one-sided influence. Many managers successfully influence people through suggestion.

Some managers easily and with pleasure use in their professional activities various ways positive influence on subordinates, colleagues, clients, others do it with with great difficulty, and the third simply cannot do it, which is to a certain extent connected with their temperament, character and professional qualities.

A capable manager has the ability to understand intonations, facial changes, postural dynamics, and behavioral contradictions. He feels the slightest movements of emotions, changes in the state of the interlocutor and the group, shades of relationships. He has the ability to guess the state of people by the minimum number of external behavioral signs, to more accurately assess the circumstances and factors preceding this state, and on the basis of an intuitive assessment of the characteristics of the personality of each person to predict his future behavior, to contribute to the restructuring of this behavior in the direction necessary for the manager - organizer . At the same time, the manager's activity remains focused on an actual, significant goal, without the implementation of which the existence of the group loses its meaning. However, if the social situation changes, a skilled organizer immediately rebuilds tactics, maintaining the chosen strategic line of behavior.

Of particular importance is such a psychological state of a person as reflection - this is reflection (reasoning) for another person, the ability to imagine oneself in the psychological situation of this person, as if to think for him, to reason “from his point of view”. The ability to reflect in oneself the way of thinking, the judgments of other people is an indicator of the high culture of thinking of a tourism manager.

It is very important for a tourism manager to master the technique of persuasion, especially when working with clients, based on the interests of the client, and not their own and the main means of influencing the team. The manager should, without forcing, be able to professionally harmlessly convince his colleagues, if necessary for the future travel company, be able to convince the client, but not force that it is this tourism product that needs to be purchased and that it is “our” company that is in many ways more professional and better " toy." Techniques and methods of psychological influence, both on colleagues and on the client, are largely determined by the preparedness of the manager, his competence, organizational skills and knowledge in the field of social psychology. Psychological methods of leadership require that at the head of the team there are people who are flexible enough, able to use various aspects of management. If the manager of the company wants to succeed, he, first of all, must clearly understand the goals of his work. The success of the manager's activity in this direction depends on how healthy interpersonal relationships are formed.

In the process of communication, a variety of information is exchanged - ideas, interests, ideas, and so on between the manager, his client or colleague. Interpersonal communication is based on skills that are constantly improved in the course of a manager's work. A tourism service manager should not underestimate interpersonal skills, without which the effectiveness of a travel company is impossible.

In the work of the manager of a travel company, not only interpersonal communication with the company's clients, but the manager must also have a culture of communication with colleagues at work. A professional manager should be able to professionally maintain a positive climate of communication with employees and try to avoid conflict situations in every possible way. The manager must also be able to handle such situations professionally and painlessly for the organization if they arise. On average, tourism business managers spend about 20% of their working time on conflict resolution.

the main task managers is to identify the conflict at the initial stage, so as not to waste money on it work time. It has been found that if the manager identifies the conflict at the initial stage, it is resolved in 92%; in the upswing phase - 46%, and at the "peak" stage, when passions are heated to the limit, conflicts are practically not resolved or are resolved very rarely. It should be noted that in certain situations managers themselves are the source of conflict. Many unwanted conflicts are generated by the personality and actions of the manager himself, especially if he is inclined to introduce a lot of petty things into the fundamental struggle of opinions, allows himself personal attacks, is vindictive, suspicious, does not hesitate to publicly demonstrate his likes and dislikes. The cause of conflicts can also be his vanity, harshness, rudeness in dealing with his colleagues, with the company's clients.

Many conflicts arise precisely through the fault of such managers, who do everything in their own way, do not take into account the opinions of their colleagues and clients. They do not show due exactingness to themselves, put personal interest at the forefront and create an atmosphere of permissiveness around them. The incontinence of the manager, the inability to correctly assess the situation and find the right way out of it, the inability to understand and take into account the way of thinking and feeling other people give rise to conflict. Of particular difficulty for a manager is finding ways to resolve interpersonal conflicts that may arise among managers themselves, with clients of a travel company. In the case of the client, the manager is interested in maintaining the relationship and prefers to get at least a minimal result. The presence of a certain number of conflict situations in a travel company can prevent the formation of a favorable climate in the company. A protracted conflict, regardless of the cause of its occurrence, negatively affects the morale in the team, leading to stress, anxiety and disappointment.

The sense of teamwork, or team spirit, in a travel company is due to the satisfactory relationship between employees who occupy an equal position and, such an environment can help employees to endure the occasional drop in demand for their services, seasonal work, customer complaints. The manager must strive to meet the needs of both his employees and his clients and be available to them.

Even in the most progressive and well-managed firm, there are situations and working conditions that cause stress. Stress is a state of tension that occurs in a person under the influence of a strong influence. For example, the manager of a travel company experiences stress when there is not enough time to complete the entire amount of planned work. He has a feeling of anxiety (stress) if the situation gets out of control. There is a problem and there is no alternative to it, but it needs to be solved urgently. This is also stress. A common cause of stress in a travel company is that a manager is overwhelmed by an inordinate amount of tasks to complete. In this case, he has a feeling of anxiety, hopelessness and material losses, especially, as you know, in travel companies, the payment system, how much he sold - he earned so much.

Uninteresting work is also a stress factor. People with more interesting work, show less anxiety and are less prone to physical ailments.

But different events in the life of a manager can also serve as a cause of stress. Both negative life events and positive ones can cause stress.

In the professional activity of a manager of a travel company, it is very important to be able to manage oneself in unforeseen situations, a manager should try to avoid conflict situations with other managers, not conflict with customers, and be able to find a compromise in relationships. To be able not to bring yourself to stressful situations, to get out of stress correctly is also a necessary professional quality for a manager of a travel company.

A manager who effectively manages the situation, who knows how to keep everything under control - this is the key to success, both in personal activities and in the activities of the company itself. The effectiveness of a tourism service manager is largely determined by the presence of individual traits of the manager corresponding to the roles that he must perform in a tourism organization. There is a more detailed and closer to Russian conditions classification of the roles of a travel company manager:

• 1) "thinker" - a general understanding of the state of affairs in his unit, the search for optimal ways to solve problems;
• 2) "staff worker" - processing of management information and preparation of documentation;
• 3) "organizer" - coordination of work of employees;
• 4) "personnel officer" - selection, placement, assessment of personnel;
• 5) "educator" - training and motivation of personnel;
• 6) "supplier" - providing the group with everything necessary for labor activity;
• 7) "social activist" - participation as a leader at meetings and meetings; work with public organizations;
• 8) "innovator" - the introduction of advanced labor methods and scientific and technical achievements in production;
• 9) "controller" - control over compliance with organizational measures and product quality;
• 10) "diplomat" - establishing relations with other institutions and representatives.

All these roles of a manager can be found in a modern, successfully developing travel company. Moving towards the post of leader (top management) tourist enterprise, the specialist begins his work activity from the lowest level positions. He can start working in such departments as financial and economic management, information systems and technology management, sales management and other departments provided for in the system of a tourist organization.

Thus, the whole complexity of the process of harmonization of relations and the need for special training, special knowledge of the managerial staff, and in some cases, the involvement of specialists, become visible.

The tourism industry is unique in that the employees of the travel company are part of the product (goods) that is provided to the tourist. Managers, who are in contact with the client, are part of the product being sold. Thus, even minor miscalculations can have a great impact on the quality of the goods and on the successful future of the company itself.

As you know, the potential of power in the activities of a manager is a powerful factor in influencing subordinates and colleagues. Endowed with power, the manager can demand from subordinates the strict implementation of their orders and instructions.

The success of a manager's professional activity also depends on the influence of the manager's personal authority.

The results of work in the tourism business largely depend on a number of psychological factors. The manager, knowing the characteristics of the behavior of each individual, can predict his behavior in the direction necessary for the team. The main criterion for a healthy psychological climate is the predominance and stability of an atmosphere of mutual attention, a respectful attitude of a person to a person, a spirit of camaraderie, combined with high internal discipline, adherence to principles and responsibility, with exactingness, both to others and to oneself. Insufficient attention to the social and psychological aspects of the professional activities of managers of tourism activities causes unhealthy relationships in the team, which reduces labor productivity. The ability to take into account the "human factor" will allow the manager to purposefully influence the team, create favorable working conditions and, ultimately, form a team with common goals and objectives.

It is such a manager, with knowledge in psychology, who will be most successful and sell on tourist market labor. Therefore, it is safe to say that a professional manager of tourist services needs to have knowledge in the field of psychology and sociology. Managers of any level can be evaluated according to two main criteria: performance (the ability to achieve the desired result) and efficiency (the ability to achieve this result at the lowest cost).

So, the main concepts related to tourism management, functions, methods and roles of an effective manager. But there are also certain problems in tourism enterprises. These problems are often unavoidable and a professional manager must be aware of these problems and take them into account. These include:

• 1. High staff turnover caused by low wages, monotonous, many hours of work, although, of course, there are exceptions;
• 2. Seasonality of demand means that most workers are employed on a temporary or permanent basis, which causes less responsibility and limits the ability to implement training programs;
• 3. Low qualification, low prestige of many jobs, which makes it difficult to recruit suitable personnel;
• 4. Low opportunities for career advancement, which does not attract highly qualified, motivated workers. This is largely due to the development of small businesses in the tourism sector;
• 5. Special requirements for employees, which is associated with working with clients - constant hospitality, goodwill. "The customer is always right" - this motto should work in any conditions, the employee should not violate the expectations of customers;
• 6. Low management experience, expressed in the fact that the management of tourism entrepreneurs does not have sufficient experience in applying the management concept by human resourses in a modern interpretation;
• 7. A small number of training programs for staff, improving their skills. In our country, only the formation of a system for training personnel for the tourism sector is taking place.

For any travel company, a staff of professionals is an extremely high value, inferior in importance only to the company's clients. Personnel management, and quality management - this is the most important function of the manager of a travel company. Line managers perform the entire scope managerial functions, including the selection and setting of goals and objectives, organization, regulation of the process of activity, control, analysis of stage and final results and development of new goals and objectives, as well as the selection and placement of personnel for the implementation of certain program projects - all this has been analyzed earlier, but what should be the manager himself, what professional qualities and skills should he have for effective interaction with colleagues and clients?

Managers are the main resource of the firm, but it is easily depreciated. The specificity of tourism activity as an object of management predetermines the nature of the work of managers and the requirements for their health, lifestyle, as well as volitional, intellectual, emotional spheres, and worldview.

A tourism manager in the process of professional activity masters the methods and means of action presented in the corresponding cross-culture, forming knowledge, skills and abilities, which are then included in individual subject activity, which makes it possible to accumulate individual experience. Based on these methods, he develops new methods and methods of activity. The consolidation of individual norms and values, the formation of a certain attitude towards the world around us means that he has his own, internal measure for assessing his own behavior and the behavior of other people. Having determined the values ​​and boundaries of his behavior, he is less dependent on situational opinions and assessments of others, independently chooses value-acceptable goals and behaviors that comply with the norms, becomes a socially mature, independent person.