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A correctly defined and successfully applied management style allows the most successful use of the potential of all employees of the enterprise. With the help of an established management style, job satisfaction and employee productivity are achieved.

Management style is the way in which a leader manages subordinate employees, as well as a pattern of behavior of a leader that is independent of a specific management situation. Through an established management style, job satisfaction can be achieved and employee productivity is encouraged. At the same time, there is no optimal management style, and it is possible to speak about the advantage of one or another management style only for a certain management situation.

There are the following management styles:

Task Oriented, which must be completed, while, according to Bisani, the leader:

condemns insufficient work;

encourages slow-working employees to put in more effort;

emphasizes the volume of work;

guides with an iron hand;

draws attention to the fact that its employees work with full dedication;

encourages employees through pressure and manipulation to even greater efforts;

requires more performance from low-performing employees.

Research by Halpin-Wiener and Peltz shows that such leaders:

are often more positively characterized by their superiors than personality-oriented leaders;

are positively evaluated by their employees if the managers have influence "at the top".

Learner-Centered in which the focus is on employees with their needs and expectations. According to Bisany, Head:

pays attention to the health of employees; takes care of good relations with his subordinates; treats his subordinates as equals;

supports its employees in what they do or should do;

stands up for his employees.

A leader who manages on the basis of personality cannot, however, immediately count on the full satisfaction of his employees. For this, the influence and respect of the leader "at the top" are important, on the basis of which he is able to protect the interests of employees.

Management style has three problems:

1. The results to be achieved with a management style have several components that cannot be put together.
2. Absolute management style is seen as a way to increase productivity.
3. The situation of management is considered as unchanged, while over time it can change and the manager must accordingly change his attitude towards individual employees.

Control styles can be single or multidimensional. The management style is one-dimensional if one evaluation criterion is considered. One-dimensional are authoritarian, corporate and other styles of management, and the first and second styles are diametrically opposed to each other.

Authoritarian management style. With this management style, production activity organized by the leader without the participation of subordinates. This style of management can be applied in solving current problems and involves about a greater distance in education between the leader and the subordinate, as well as the material motivation of employees.

Supervisor by virtue of his legitimate authority governs his subordinates and expects obedience from them. He makes decisions without justifying them to subordinates, while proceeding from the fact that, unlike his subordinates, he has about greater understanding and knowledge of the matter, which, of course, should not be. The decisions of the head have the character of orders that must be unconditionally carried out by subordinates, otherwise they may expect sanctions in relation to themselves;

The leader keeps a distance in relations with subordinates, informs them of the facts that they must know in order to fulfill their tasks. He controls whether his orders are followed and to what extent. Signs that emphasize the position of a person in the eyes of the people around him (for example, a car) support the reputation of a leader with power.

high awareness;

high self-control;

foresight;

good decision making ability;

penetration ability.

subordinates- addressees of orders. According to "theory x and xy:

the average person is lazy and, as far as possible, shirks from work;

workers are unambitious, afraid of responsibility and want to be led;

pressure on subordinates and sanctions against them are necessary to achieve the goals of the enterprise;

strict management of subordinates and private control over them are inevitable.

With this style of management, the motivation of subordinates is often limited, because the leader separates socially, transfers, as a rule, less interesting work subordinates and maintains in them the fear of threatening sanctions. Subordinates become indifferent to the leader, as well as to the enterprise. They get information because of the information barriers set by the head in unofficial ways.

recognition of the head by the sole authority;

recognition and implementation of orders of the head;

lack of desire to possess the right to control.

disadvantages authoritarian style lie in a weak motivation for the independence and development of subordinates, as well as in the danger of erroneous decisions through excessive demands from managers regarding the quantity and (or) quality of work.

Corporate management style. With a corporate style of management, production activities are organized in the interaction of a manager and a subordinate. This style of management can be used when the creative content of the work prevails and assumes an approximately equal level of education of the manager and subordinates, as well as non-material incentives for the employee.

Typical signs of a corporate management style:

Supervisor manages subordinates, including them in the decision-making process for which he is responsible. He expects concrete help from his subordinates, makes decisions taking into account their suggestions and objections. He delegates his powers as far as possible, and orders only when necessary. At the same time, he recognizes the abilities of subordinates and realizes that he cannot know everything and foresee everything. Only the result of the work is controlled, self-control is allowed.

The manager not only informs in detail about the actual state of affairs, which must be known to complete the tasks, but also provides other information about the enterprise. Information serves as a means of control. The leader does not need signs that emphasize his position in the eyes of the people around him.

Requirements for a corporate managing director, according to Shtopp:

openness;

trust in employees;

waiver of individual privileges;

ability and willingness to delegate authority;

official supervision;

results control.

subordinates are seen as partners capable of doing the "day-to-day work" relatively independently. When evaluating subordinates with this leadership style, they most often proceed from the "theory at theories hu, according to which:

the unwillingness to work is not inborn in nature, but the result of poor working conditions, which reduce the natural desire to work;

employees take into account the target settings, have self-discipline and self-control;

the goals of the enterprise are achieved in the shortest possible way through monetary incentives and the provision of opportunities for individual development;

with a favorable experience, employees are not afraid of responsibility.

The active position of subordinates increases their motivation, which leads to improved work results.

Requirements for corporately managed subordinates, according to Shtopp:

desire and ability to bear personal responsibility;

self-control;

use of control rights.

The advantage of corporate style is the adoption of appropriate decisions, high motivation of employees and unloading of the manager. In addition, the development of employees is supported. Disadvantage - corporate management style can slow down decision making.

Managing the method of delegation of authority. Such management is a technique in which competences and responsibility for actions are transferred, as far as possible, to employees who make and implement decisions. Delegation can be directed to any field of activity of the enterprise. However, one should refuse to delegate typically managerial functions leadership, as well as tasks with far-reaching implications. When delegating authority, the burden is removed from the manager, the employees' own initiative is supported, their labor motivation and readiness to bear responsibility are strengthened. In addition, employees must be given the confidence to make decisions on their own responsibility.

In order to successfully apply delegation management, you must:

delegation of tasks to employees;

delegation of competencies to employees;

delegation of responsibility for actions to employees;

exclusion of the possibility of recalling delegated powers or transferring them from one employee to another;

establishing the procedure for regulating exceptional cases;

exclusion of the possibility of intervention by the manager with the correct actions of the employee;

obligatory intervention of the head in case of an error and obtaining results, settled in a special manner;

acceptance by the manager of responsibility for leadership;

creation of an appropriate information system.

The transferred tasks should correspond to the abilities of the employees, be predominantly homogeneous, complete in form. Delegated competences and responsibility for actions should correspond to each other in scope.

Advantages delegate method control:

leader unloading;

the ability to quickly make informed decisions; employees are transferred competences and responsibility for action;

promoting the development of one's own initiative, work motivation at employees.

Disadvantages of managing the delegation method:

the leader delegates as few interesting tasks as possible;

hierarchical relationships can be asserted;

strong focus on tasks, not on employees;

establishment of hierarchical relations "horizontally".

Why do managers not delegate enough authority?

1. Fear that subordinates are not competent enough to carry out orders (make mistakes).
2. Distrust in relation to the competence of subordinates.
3. Fear that subordinates acquire high competence too quickly.
4. Fear of losing one's value and its attendant benefits.
5. Fear of losing one's own authority or status.
6. Fear that the manager himself will lose control over this issue.
7. Fear of risk.
8. Unwillingness to give away work that the manager himself is good at.
9. Inability to advise subordinates and manage them.
10. Lack of time to advise and manage subordinates.

Why are subordinates not ready to take responsibility?

1. Lack of self-confidence.
2. Lack of information.
3. Fear of possible criticism.
4. Insufficient positive response to successfully completed assignments.
5. Insufficient employee motivation.
6. Negative workplace atmosphere.

How to delegate?

1. Carefully select the tasks to be delegated.
2. Carefully choose the person to whom to delegate.
3. Delegate predominantly "final results" instead of the exact methods of completing the task.
4. Be prepared for the fact that mistakes will be made and that they need to be forgiven.
5. Give enough authority to complete the task to the end.
6. Inform others what is delegated and to whom.
7. Delegate gradually and complicate delegated tasks.

The application of a particular style, as well as its results, depend on many factors. This is, first of all, complete mastery of one of the leadership styles, the predisposition of the team to the perception of the style of management and leadership sometimes imposed on it from above. When mastering the science of management, it is very important to avoid mistakes. Analysis of the activities of managers different levels and various enterprises allowed experts to identify the most common mistakes allowed by managers. The ten main mistakes in personnel management in an enterprise can be formulated as follows;

1. The desire to do everything yourself.
2. The tendency to let things take their course.
3. Prejudice against certain workers.
4. Frozen, schematic or doctrinaire installations.
5. Excessive susceptibility to a different, including critical, opinion.
6. Self-satisfaction or arrogance.
7. Immunity to the suggestions of employees.
8. Obvious disrespect for the personality of the employee, for example, the permissibility of criticism in front of others.
9. Explicit distrust of employees.
10. Insufficient consistency in actions.

Conversely, the experience of successful enterprises has shown that the leaders of these enterprises to a much greater extent:

1. value knowledge of the matter;
2. treat people as equals;
3. reward fairly;
4. detect errors objectively;
5. reliable and loyal;
6. listen to opinions that differ from their own;
7. appreciate progress;
8. have the authority of experts in the field;
9. devoid of bias;
10. endure criticism;
11. are capable of change than the heads of low-success enterprises.

The style of management or leadership is the most important factor in the management of an enterprise. Correctly defined and successfully applied style allows the most successful use of the potential of all employees of the enterprise. That is why in recent years many firms have paid such significant attention to this issue.

Any team has its own leader, this is the simplest common truth. A leader is needed in order to make decisions and direct the activities of society. At the enterprise, these functions are performed by a manager (foreman, head of department or Chief Specialist). Scientists have noticed that every manager manages in his own way. And the characters of leadership have been combined into management styles in management. Read more about what management is in the article:

Management styles in management: authoritarian style

An authoritarian manager is characterized by a dry character, a lack of trusting relationships with subordinates. The process of working in this spirit is reminiscent of the hard army style: orders are not discussed. True, even in such a working mood there are advantages.

Advantages. Clarity of orders given high speed performance does not require large financial costs. Contributes to the rallying of the team "against the authorities."

Disadvantages. Lack of motivation for employees, no work to create a favorable climate. In such companies, many subordinates do not withstand the onslaught and quit.

Democratic management style

Democracy is the official form of government by the people in a state. At the enterprise, this style is reflected in similar features, only the boss is still not elected here. Democracy is expressed in trade unions or similar associations, in periodic meetings and collective decision-making.

Such companies are characterized by rapid career growth, active motivation and the latest management formulas. This style is recognized as the best for modern society, so many leading companies are actively working to get as close as possible to democratic management.

Advantages. Psychological motivation of work, creating a favorable climate for work. perspective career development for the employee, thanks to which there is no professional "stagnation" at the enterprise. Natural competition in working conditions, which additionally stimulates to work better.

Disadvantages. Democratic governance requires a lot of effort and attention to control. Moreover, to create the best atmosphere in the team, it requires careful selection of employees.

Liberal management style

This style of management in management is the most destructive for the economy of the firm. A liberal manager differs from a democrat in a visible detachment from the work process. In such a company, the bosses play a minimal role, leaving everything on bail to subordinates.

Typically, this style of management is characterized by a timid manager without obvious leadership traits. In this case, the hands of the subordinates are untied and they get complete freedom of choice. Not to be confused with democratic style. In both cases, there is no visible onslaught and suppression of the initiative, but the democratic manager still remains extremely attentive to the team and manages it with an “invisible hand”. For a liberal, the manifestation of such traits is a consequence of a weak character or lack of interest in work.

Advantages. An excellent opportunity for a subordinate to realize himself, take the place of a manager or lead a team without official authority. The loyalty of superiors is often the reason for generous pay.

Disadvantages. This style is not conducive to improving the efficiency of the company as a whole. Liberalism at the enterprise creates a duality in management: formally, the manager has powers, but his leader (one of his colleagues) actually manages the team.

The head at all levels of the organization's management system acts as a leading person, since it is he who determines the purposefulness of the work of the team, the selection of personnel, the psychological climate and other aspects of the enterprise.

Management— the ability to influence individuals and groups to work towards the goals of the organization.

One of the most important characteristics of the leader's activity is the leadership style.

Leadership style- the manner of behavior of the leader in relation to subordinates in order to influence them and encourage them to achieve.

The leader is the leader and organizer in the management system. Management of the activities of groups and teams is carried out in the form of leadership and leadership. These two forms of government have certain similarities.

One of the most popular leadership theories is K. Levin's theory of leadership(1938).

She identifies three leadership styles:

• authoritarian leadership style - characterized by rigidity, exactingness, unity of command, the prevalence of power functions, strict control and discipline, focus on results, ignoring socio-psychological factors;
• democratic leadership style - based on collegiality, trust, informing subordinates, initiative, creativity, self-discipline, consciousness, responsibility, encouragement, publicity, orientation not only on results, but also on ways to achieve them;
• liberal leadership style - characterized by low demands, connivance, lack of discipline and exactingness, the passivity of the leader and the loss of control over subordinates, giving them complete freedom of action.

K. Levin's research provided the basis for the search for a management style that can lead to high and satisfaction of performers.

Considerable attention was paid to the study of leadership styles in the works of R. Likert, who in 1961 proposed a continuum of leadership styles. Its extreme positions are work-centered leadership and person-centered leadership, with all other leadership behaviors in between.

According to Likert's theory, there are four leadership styles:

1. Exploitative-authoritarian: the leader has clear characteristics of an autocrat, does not trust subordinates, rarely involves them in decision-making, and forms tasks himself. The main stimulus is fear and the threat of punishment, rewards are random, interaction is based on mutual distrust. and are in conflict.
2. paternalistic-authoritarian: the manager favorably allows subordinates to take limited part in decision-making. Rewards are real and punishments are potential, both of which are used to motivate workers. Informal organization is somewhat opposed to formal structure.
3. Advisory: the leader makes strategic decisions and, showing trust, delegates tactical decisions to subordinates. The limited involvement of employees in the decision-making process is used for motivation. The informal organization does not coincide with the formal structure only partially.
4. Democratic leadership style is characterized by complete trust, based on the wide involvement of staff in the management of the organization. The decision-making process is dispersed across all levels, although it is integrated. The flow of communications goes not only in vertical directions, but also horizontally. Formal and informal organizations interact constructively.

R. Likert called model 1 task-oriented with a rigidly structured management system, and model 4 - relationship-oriented, which are based on team work organization, collegial management, and general control. According to R. Likert, the last approach is the most efficient.

Choice of management style

Management style- represents the manner of behavior of the leader in relation to subordinates, which allows you to influence them and force them to do what is currently needed.

Management styles are formed under the influence of specific conditions and circumstances. In this regard, we can distinguish "one-dimensional", i.e. due to one, some factor, and "multidimensional", i.e. taking into account two or more circumstances when building a relationship "leader-subordinate", leadership styles.

"One-Dimensional" Control Styles

Parameters of interaction between a leader and subordinates		Democratic style management	liberal style management
Decision-making techniques	Single-handedly resolves all issues	When making decisions, he consults with the team	Waits for instructions from management or gives the initiative to subordinates
The way to bring decisions to the performers	command, command, command	Offers, asks, approves proposals of subordinates	Asking, begging
Distribution of responsibility	Completely in the hands of the leader	In accordance with the powers	Completely in the hands of the performers
Attitude towards the initiative	Suppresses completely	Encourages, uses in the interests of business	Gives initiative to subordinates
	Afraid of skilled workers, tries to get rid of them	Selects business, competent workers	Does not recruit
Attitude towards knowledge	Thinks he knows everything	Constantly learning and demanding the same from subordinates	Replenishes his knowledge and encourages this trait in subordinates
Communication style	Strictly formal, uncommunicative, keeps a distance	Friendly, likes to communicate, positively makes contacts	Afraid of communication, communicates with subordinates only on their initiative, allow familiar communication
The nature of the relationship with subordinates	Mood, uneven	Equal, benevolent, demanding	Soft, undemanding
Attitude to discipline	Rigid, formal	A supporter of reasonable discipline, carries out a differentiated approach to people	soft, formal
Attitude to moral influence on subordinates	Considers punishment the main method of stimulation, encourages the elect only on holidays	Constantly uses different stimuli	Uses reward more often than punishment

Douglas McGregor's theories "X" and "Y" became the prerequisite for the establishment of various "one-dimensional" management styles. Thus, according to Theory X, people are inherently lazy and avoid work at the first opportunity. They completely lack ambition, so they prefer to be leaders, not to take responsibility and seek protection from the strong. To force people to work, you need to use coercion, total control and the threat of punishment. However, according to McGregor, people are not such by nature, but because of the difficult living and working conditions, which began to change for the better only in the second half of the 20th century. Under favorable conditions, a person becomes what he really is, and his behavior is reflected by another theory - "Y". In accordance with it, in such conditions, people are ready to take responsibility for the cause, moreover, they even strive for it. If they are attached to the goals of the company, they are willingly included in the process of self-management and self-control, as well as in creativity. And such attachment is

a function not of coercion, but of reward associated with the achievement of goals. A leader who professes a democratic style relies on such workers.

The characteristic of "one-dimensional" management styles was suggested by the domestic researcher E. Starobinsky.

"Multidimensional" management styles. "Theory X" and "Theory Y"

In 1960, Douglas MacGregor published his point of view on the bipolarity of opinions about how people should be managed. "Theory X" and "Theory Y", presented in the book "The Human Side of the Enterprise", have won wide acceptance among managers.

Theory X

1. A person initially does not like to work and will avoid work.
2. A person should be coerced, controlled, threatened with punishment in order to achieve the goals of the organization.
3. The average person prefers to be led, he avoids responsibility.

Theory Y

1. Work is as natural as play for a child.
2. A person can exercise self-management and self-control. Reward is the result associated with the achievement of a goal.
3. The average person seeks responsibility.

Thus, two views of governance are emerging: an authoritarian view leading to direct regulation and tight control, and a democratic view that supports the delegation of authority and responsibility.

Based on these theories, others have been developed, which are various combinations of the above. Also popular in Western business "management grid" theory, developed by R. Blake and J. Mouton. They pointed out that labor activity unfolds in a force field between production and man. The first line of force determines the attitude of the head to production. The second line (vertical) determines the attitude of the manager to the person (improvement of working conditions, taking into account desires, needs, etc.).

Consider the different leadership styles shown in Fig. ten.

Fig.10. Leadership styles

• Type 1.1 - the manager does not care about anything, works in such a way as not to be fired. This style is considered purely theoretical.
• Type 9.1 - a style of strict administration, in which the only goal for the manager is the production result.
• Type 1.9 - liberal or passive leadership style. In this case, the leader focuses on human relations.
• Type 5.5 is in the middle of the "administrative grid". With such a compromise, average results of labor are achieved, there cannot be a sharp breakthrough forward. At the same time, this leadership style promotes stability and non-conflict.
• Type 9.9 is considered the most efficient. The leader tries to build the work of his subordinates in such a way that they see in it opportunities for self-realization and confirmation of their own significance. Production goals are determined jointly with employees.

Concepts of situational marketing

Attempts to define a universal leadership style have failed because The effectiveness of leadership depends not only on the management style of the leader, but also on many factors. Therefore, the answer began to be sought within the framework of situational theories. The main idea of ​​the situational approach was the assumption that managerial behavior should be different in different situations.

A model describing the dependence of leadership style on the situation was proposed in the 70s. T. Mitchell and R. Howes. At its core, it is based on motivational expectancy theory. Performers will strive to achieve the goals of the organization when there is a connection between their efforts and work results, as well as between work results and remuneration, i.e. if they get some personal benefit from it. The Mitchell and House model includes four management styles:

If employees have a great need for self-respect and belonging to the team, then the "style" is considered the most preferable. support".

When employees strive for autonomy and independence, it is better to use " instrumental style ", similar to that focused on creating organizational and technical conditions of production. This is explained by the fact that subordinates, especially when nothing depends on them, wanting to complete the task as soon as possible, prefer that they be told what and how they need to do, and create the necessary conditions work.

Where subordinates aspire to high results and are confident that they will be able to achieve them, a style focused on " participation"subordinates in decision-making, most of all corresponds to the situation when they strive to realize themselves in management activities. At the same time, the leader must share information with them, widely use their ideas in the process of preparing and making decisions.

There is also a style focused on " achievement"when the leader sets feasible tasks for the performers, provides the conditions necessary for work and expects independent work without any coercion to complete the task.

One of the most modern is the model of leadership styles proposed by American scientists. V.Vrooman and F. Yetton. They, depending on the situation, the characteristics of the team and the characteristics of the problem itself, divided managers into 5 groups according to leadership styles:

1. The manager himself makes decisions based on the available information.
2. The manager communicates the essence of the problem to subordinates, listens to their opinions and makes decisions.
3. The leader presents the problem to subordinates, summarizes their opinions and, taking them into account, makes his own decision.
4. The manager discusses the problem together with subordinates, and as a result they develop a common opinion.
5. The leader constantly works together with the group, which either develops a collective decision or accepts the best, regardless of who its author is.

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