Journal of Social Sciences and Humanities Research Fundamentals
78
9
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TYPE
Original Research
PAGE NO.
78-81
DOI
OPEN ACCESS
SUBMITED
14 March 2025
ACCEPTED
10 April 2025
PUBLISHED
12 May 2025
VOLUME
Vol.05 Issue05 2025
COPYRIGHT
© 2025 Original content from this work may be used under the terms
of the creative commons attributes 4.0 License.
The Formation and
Development of
Management Psychology
in The Field of Law
Enforcement
Tillashayxova Xosiyat Azamatovna
Doctor of psychological sciences, associate professor at Tashkent State
Pedagogical University, Uzbekistan
Abstract:
The article discusses the prospects and
directions for the development of legal psychology, the
criminalization of personality and the mechanisms
behind the formation of criminal behavior, as well as the
causes and conditions contributing to the development
of deviant behavior among adolescent and youth social
groups. It also addresses the risks of an emerging digital
society, information threats, and the need to ensure the
informational and psychological security of individuals.
Additionally, the article highlights risk management of
violence, current issues in conducting various types of
forensic psychological examinations, the application of
psychological methods to identify criminal intent and
forecast criminal behavior within integrated security
systems, as well as the specifics of professional
psychological selection of candidates for law
enforcement service. The study outlines directions for
improving the professional training of law enforcement
personnel, including their readiness to operate under
special conditions, psychological support for staff and
their families, and ensuring professional health of
personnel.
Keywords:
Moral and psychological support of law
enforcement
activities,
deviant
behavior,
criminalization of personality, informational and
psychological influence, psychological support of law
enforcement.
Introduction:
Management psychology is a branch of
psychological science that studies management
processes in various areas of social practice using its
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Journal of Social Sciences and Humanities Research Fundamentals
own tools and methods. Both psychology and
management have already developed independently
as fully established scientific disciplines, each with its
own distinct history
—
or, more precisely, its own
trajectory.
As the name suggests, management psychology stands
at the intersection of two independent sciences:
psychology and management. However, this does not
mean it merely combines elements of both in a
mechanical fashion. Such a reductionist view of any
interdisciplinary field would be fundamentally
incorrect. In this case, we are dealing with a
psychological discipline whose subject of study is the
processes of management.
Traditionally, psychologists explore those areas of
social practice where the human factor is a defining
element. In law enforcement, not only is the human
factor ever-present, it is doubly emphasized:
management processes in this field are executed by
people and serve to meet the needs of other people
—
namely, the population. From this perspective, the
relevance of psychology becomes evident: where
human factors exist, effectiveness depends on
understanding the psychological patterns behind
them. Among those patterns, psychology holds a
central, if not dominant, role
—
not only in resolving
immediate situational problems but also in addressing
strategic goals, as will be further demonstrated.
If we set aside ideologically shaped terminology, we
are left with the core: the subject of management
psychology is the activity of leaders. The emphasis on
activity as the central category is vital, as it allows the
tools of the psychological theory of activity (notably
A.N. Leontiev’s framework) to be applied to a new field
of labor. A.I. Kitov, a prominent figure in the field,
remained a steadfast supporter of this view
throughout his life.
Some unresolved issues remain, such as: The nature of
the activity
—
should management psychology focus
solely on current managerial activities or on long-term
strategic actions as well? The scope of subjects
—
does
it concern a single leader and their individual actions,
or a group of officials leading collectives?
The role of executive activity in management
psychology. On the latter point, A.I. Kitov gives a clear
answer: “All activity is object
-
oriented” (a core
principle
in activity theory). “The object of a manager’s
activity is the activity of the performer
—
their labor.
The true criterion of managerial activity is the final
product of the entire organization’s work, in which the
results of both managers and performers are
organically interconnected.” [6]
It should be noted that A.I. Kitov’s position, despite its
clarity and relevance to any practical leader, is not
universally accepted in psychological and managerial
literature. For example, T.S. Kabachenko asserts that:
“The object of an administrator’s labor should be
considered
information.
The
leader
receives
information regarding both the system as a whole and
its individual processes or subsystems. They then
transform this information, giving it a qualitatively
diffe
rent nature.” [7]
As a result of such purely "informational work," the
state of the managed system changes
—
though what
exactly constitutes this “state” remains somewhat
unclear. Accordingly: “The product of a manager’s
activity is not the volume of output per se, but the
optimization of the functioning of the system that
produces that output or performs other tasks.” [8]
The role of information in management cannot be
overstated
—
it has become axiomatic. The real
question, however, is whether working with
information is an end in itself
—
the main subject of a
manager’s activity—
or whether it is merely a means to
access a deeper reality, which is the actual subject. We
argue that information is a tool that enables the
manager to form an accurate understanding of the state
of affairs in the systems under their control. The
purpose of informational support is to connect the
manager to the managed reality, not to enclose them
within an informational space.
It is true that, in some contexts, information itself may
be the object of management
—
for example, ensuring
the accurate and efficient flow of truthful information
across departments. However, the ultimate and central
reality to be managed is the activity and performance of
subordinates, as well as their results. Information
supports the achievement of this managerial goal, but
should not become the goal itself.
In the work of A.M. Stolyarenko, there is an attempt to
apply a systems approach to identifying the range of
psychological problems that constitute the content of
management psychology as both a scientific discipline
and a practical field. Methodologically, this is
represented in terms of three primary subsystems
("layers") of the management system within a law
enforcement agency:
Managerial-legal subsystem
Managerial-material subsystem
Managerial-human subsystem
While all three subsystems require management and
are systemically interrelated, it is the human subsystem
that holds primary interest for psychological analysis.
This subsystem is qualitatively distinct from the others
due to the inherent complexities of human behavior and
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Journal of Social Sciences and Humanities Research Fundamentals
activity. The psychological phenomena, patterns, and
mechanisms inherent to this subsystem play a crucial
role in the effective functioning of law enforcement
agencies and therefore require targeted management.
According to A.M. Stolyarenko, this task is fulfilled
through a specific component of management,
referred to as the psychological function of
management. Recognizing the significance of this
function is essential for a deeper understanding of
both the subject matter of management psychology
and the discipline itself. The author describes it as
follows:
“The human, behavioral, activity
-related, and
psychological phenomena, patterns, and mechanisms
operating within a legal organization, and their
essential role, justify the need for the existence and
implementation of the psychological function of
management, in unity with other managerial
functions. This function is designed to ensure the
proper operation of psychological phenomena,
mechanisms, and cause-and-effect relationships of
human behavior and activity.” [7]. All psychological
elements within the activity of the management
system, subject to regulation through this function, are
referred to by the author as "psychological
systemicity".
The concept of psychological systemicity, setting aside
debates over the appropriateness of the term itself,
encompasses
an
extremely
broad
class
of
psychological realities
—
phenomena, mechanisms,
patterns, deep-seated and situationally activated
processes, and more. According to the author, its
formation occurs on two primary levels: the level of
organizational management and that of current,
situational management. Of these, the organizational
management level serves as the core “psychologic
al
structural framework.”
“In overcoming this multiplicity,” the author
concludes, “it is convenient to distinguish four
substructures in the organization of management:
value-purpose substructure, organizational relations,
informational-communicative,
and
managerial
influence.” [8]
These ideas can serve as a foundation for further
development of problems in management psychology.
The main conclusion drawn by A.M. Stolyarenko from
his theoretical justification of management and the
role of psychological reality within it is the following:
“... The management of a law enforcement agency
represents the unity of efforts to improve
organizational management and optimize current
managerial activities.” [10]
The author does not explicitly state a definition of the
subject of management psychology, but based on the
above, it is logical to infer that Stolyarenko views this
subject as the psychological support of organizational
management and current managerial activities.
From our perspective, the core task of leaders at any
level is the constant awareness of how the performance
of specific managerial functions leads to tangible
outcomes. Understanding how the implementation of
these functions contributes to the efficiency of
employee performance should serve as the guiding
thread throughout the activities of any manager and the
entire management system.
There is only one reliable foundation for real managerial
effectiveness: the ability of leadership (or the
management system) to assess the actual processes
carried out by various categories of employees. Any real
breakthrough in the process of management is
impossible without an understanding of the actual work
of subordinate staff
—
including front-line employees
and heads of subordinate departments. A leadership
style that bypasses such analysis may rightfully be called
“bureaucratic management.”
As Peter Drucker observed, managers often
demonstrate an unwillingness to study the real
conditions in their subordinate units. The management
literature frequently refers to supporting functions (e.g.,
advisory or assistance roles), but all these stem from the
underlying management philosophy of the leader, their
official position, and their level of professional and
intellectual development.
The formulation of the subject of management
psychology
—
a science located at the intersection of two
independent disciplines
—
cannot be reduced to a single
analytical framework to which psychological analysis
could be appended. Most importantly, functional
analysis of management is not the only valid approach
to the analysis of management as a whole.
In more academic terms, the subject of management
psychology consists of the psychological phenomena
and regularities involved in how a management div
(whether an individual or a group) influences the
activities of an organization to achieve its designated
goals. Naturally, these goals are not confined within the
organization itself, but refer to the expected outcomes
of its activities in the external environment. Therefore,
the object of activity of the management div is the
activity of the entire organization, including the
operation of its management structures. Thus, the
subject of management psychology involves the
psychological patterns underlying the process of
organizational management.
At present, two distinct trends are clearly visible within
the field of management psychology (or psychology of
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Journal of Social Sciences and Humanities Research Fundamentals
management): The organizational-industrial approach,
which emphasizes the study of large collectives and the
psychological aspects of social processes, and is widely
applied in the planning of large-scale personnel
strategies. The clinical-consultative approach, which
focuses on working with individuals, making it
particularly effective in personalized employee
selection. [9]
As noted further: “Bot
h directions, of course, are
inextricably linked and constitute a unified science. No
serious psychologist would underestimate the
enormous influence
—
both positive and negative
—
that a single individual can exert on the overall morale
of a collective. At the same time, even the most fervent
advocate of an individual approach cannot deny that
the proper organization of labor, which reasonably
balances the freedom of the individual with the needs
of the collective, is the key to cultivating a healthy
psycholog
ical climate.” [10]
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