Three basic management styles. How to choose a style of personnel management: characteristics of styles and methods. Person-centered style, or "Don't be afraid, I'm with you"

Leadership style- a set of methods used by the leader to influence subordinates, as well as the form (manner, nature) of the execution of these methods in order to effectively implement managerial functions and assigned tasks.

The study of leadership style and the very emergence of this concept are associated with the name of the famous psychologist K. Levin, who in the 30s. XX century Developed a typology of individual leadership styles. The German psychologist Kurt Lewin (1890-1947) conducted a series of experiments, on the basis of which he identified three classic management styles:

Ø democratic (or collegial);

Ø conniving (or liberal-anarchist, or neutral).

Based on giving orders to subordinates in the form of an order without any explanation common ties with the goals and objectives of the organization. It is characterized by strict individual decision-making by the leader (“minimum democracy”), strict constant control over the implementation of decisions with the threat of punishment (“maximum control”), lack of interest in the employee as a person. Employees should only do what they are ordered to do. At the same time, they receive a minimum of information. The interests of employees are not taken into account.

This style is characterized by the centralization of power, the leader requires reports on the work performed, and prefers the official nature of relations. The leader maintains a distance between himself and his subordinates, perceives everything new with caution. Due to constant control, this management style provides quite acceptable results of work according to the following criteria: profit, productivity, product quality can be good.

Style Features:

Ø the prevailing methods of leadership are orders, orders, reprimands, threats, deprivation of benefits. The interests and wishes of employees are not taken into account;

Ø in communication with people, a harsh tone of communication prevails, harshness, tactlessness, even rudeness;

Ø The interests of the cause are placed much higher than the interests of the people.

Style benefits:

Ø provides clarity and efficiency of management

Ø minimizes decision-making time, in small organizations provides a quick response to changing external conditions

Ø creates a visible unity of management actions to achieve the goals.

Style disadvantages:

Ø high probability of erroneous decisions;

Ø suppression of initiative, creativity of subordinates, slowing down innovations, passivity of employees;

Ø bulky control system,

Ø dissatisfaction of people with their work, their position in the team;

Ø unfavorable psychological climate (“toadies”, “scapegoats”, intrigues) causes an increased psychological stress load, is harmful to mental and physical health.

Use cases:

This is required by the production situation (in critical situations - accidents on the production)

The staff voluntarily and willingly agrees to authoritarian methods of leadership. Subordinates trust the leader, and he is sure that they are not able to independently act in the right way.

This style is effective in military service, in the activities of some public institutions(combat military operations, etc.).

Democratic management style:

Management decisions are adopted on the basis of a discussion of the problem, taking into account the opinions and initiatives of employees (“maximum democracy”), the implementation of the decisions taken is controlled by both the manager and the employees themselves (“maximum control”); the manager shows interest and benevolent attention to the personality of employees, taking into account their interests, needs, characteristics.

The democratic style is the most effective, as it provides a high probability of correct balanced decisions, high production results of labor, initiative, activity of employees, people's satisfaction with their work and team membership.

This management style involves interaction based on trust and mutual understanding. The leader behaves in this case as one of the members of the group; each employee can express their opinions on different issues. Part of the management functions the leader delegates to his subordinates, creates situations in which they can show themselves in the best possible way. The implementation of a democratic style is possible with high intellectual, organizational, psychological and communicative abilities of the leader.

Style Features:

Ø Important production problems are discussed and a solution is developed on this basis. The leader in every possible way stimulates and encourages the initiative on the part of subordinates;

Ø regularly and timely informs the team on issues that are important to them;

Ø Communication is friendly and polite;

Ø With this style, a favorable psychological climate and cohesion develop in the team.

Style benefits:

Ø stimulates the manifestation of initiative, reveals creative potential

Ø allows you to successfully solve innovative, non-standard tasks

Ø includes psychological mechanisms work motivation

Ø increases the satisfaction of performers with their work

Ø creates a favorable mental climate in the team, etc.

Conditions for applying the style:

Having a stable, well-established team

High qualification of employees

The presence of active, proactive, out-of-the-box thinking employees

Under non-extreme production conditions.

Permissive management style:

The permissive style of management is characterized, on the one hand, by the "maximum of democracy", i.e. everyone can express their opinions, but real accounting, agreement of opinions is not sought to be achieved, and on the other hand, a “minimum control” (even the decisions made are not implemented, there is little control over their implementation, a collective method of decision-making is used to avoid responsibility). Softness in managing people prevents the leader from acquiring the desired authority.

Style Features:

Ø communication is conducted in a confidential tone, in a polite manner, the manager is indifferent both to the needs of employees and to criticism addressed to him,

Ø this leadership style is acceptable in creative teams in which employees are distinguished by their creative individuality;

Ø there is almost complete freedom of performers with a very weak managerial impact;

Ø This style of management is characterized by lack of initiative, non-interference of the leader in the process of certain works.

Style disadvantages:

Performance is usually poor;

People are dissatisfied with their jobs

The psychological climate in the team is not always favorable;

There is no cooperation;

There is no incentive to work conscientiously;

Sections of work are made up of individual interests of leaders;

There is a stratification into conflicting subgroups.

This style is justified with a very high competence and responsibility of the staff and poor training of the leader himself. Also in the management of scientific and other creative teams in the presence of strong and disciplined workers.

In general, the leadership style is flexible, individual and situational. He must master all three styles and skillfully apply them depending on the specific situation, the specifics of the tasks being solved, the socio-psychological characteristics of employees and their personal qualities.

Custom Style:

This style is not distinguished by science, but it will always exist.

We can say that the individualized style is a creative mixture of all the above leadership styles. The leader uses authoritarianism at certain moments, takes the blow on himself, and bears all the responsibility. Then, in order to solve some problems, he convenes the management of the company and puts a number of issues before them for consideration, i.e. uses a passive, liberal style. And, finally, the leader assigns some of the duties to the heads of departments, including giving them the right to resolve certain issues and responsibility for making decisions, while he himself controls the progress of their work.

Forte this style of leadership: his creativity, because The manager can vary different styles of leadership depending on the situation that occurs in the company.

Weak side: the leader must constantly show a certain flexibility and speed of reaction, for example, if in situations that require authoritarianism, he will show a passive style, then he will quickly lose his influence and authority in the company.

"Multidimensional" Leadership Styles(take into account simultaneously a number of criteria for assessing the behavior of the leader)

Initially, the idea of ​​a "two-dimensional" management style was formed, which is based on two approaches. One of them focuses on the creation of a favorable moral and psychological climate in the team, the establishment of human relations, and the other - on the creation of proper organizational and specifications in which a person can fully reveal his abilities.

Management grid of R. Blake and J. Mouton.

In the early 1980s, the concept of the "management grid" appeared, created by American psychologists Robert Blake and Jane Mouton.

	1,9								9,9
				5,5
1,1								9,1

Focus on

human
1 2 3 4 5 6 7 8 9

Task orientation

The vertical axis of this scheme ranks “concern for a person” (the manager’s focus on employees, their needs, expectations, positive and negative qualities) on a scale from 1 to 9. Caring for people can be expressed in creating favorable working conditions, job security, improving the structure salaries, etc.

The horizontal axis ranks “concern for production” (the manager’s focus on performance indicators- productivity, profit, efficiency) also on a scale from 1 to 9. In total, 81 leadership styles are obtained, which are determined by the degree of manifestation of these two factors. Blake and Mouton describe the middle and four extreme positions of the grid as:

1.1. poverty management (little management): involves minimal concern for production and the needs of workers. The leader makes the minimum effort required to maintain his or her workplace In the organisation.

9.1. work management: maximum concern for production efficiency is combined with minimum concern for subordinates. The 9.1 type leader gives priority to maximizing production results, dictating to subordinates what and how they should do, the moral microclimate in the leader's team is of little concern.

1.9. people management: maximum concern for people is combined with minimum concern for production; attention is paid to creating a comfortable and friendly atmosphere in the organization, due to which a fairly even working rhythm can be maintained.

5.5. control in the middle: the leader finds a balance between production efficiency and a good microclimate in the group. This style is quite conservative, it assumes a system of assumptions that ensure the peaceful coexistence of the leader and subordinates, in work, an orientation towards a reliable average result (both in terms of labor achievements and employee satisfaction).

9.9. collective management: work efficiency is determined high level obligations of people and their interaction. The leader seeks the acceptance by employees of the goals of the organization as their own, ensuring this high performance. A high degree of employee satisfaction entails high labor achievements. An atmosphere of universal trust and respect is being created.

Thus, the managerial grid includes two components of the manager's work. The first is attention to solving production problems and tasks, and the second is attention to people.

Blake and Moutton proceeded from the fact that the most effective leadership style - the optimal style - was the behavior of the leader in position 9. 9. In their opinion, such a leader combines a high degree of attention to his subordinates and the same attention to performance. The term "production" means not only the manufacture wealth, but also the implementation of sales, settlements, customer service, etc. The researchers believed that professional training and a conscious attitude to the goals of the organization allows all leaders to approach the style of 9. 9, thereby increasing the efficiency of their work.

Theoretically, the attractiveness of the style in position 9.9 is obvious, but the question arises - what then prevents it from becoming the most common in practice? The German researcher U. Shtopp identified seven main obstacles to its use:

1. low level of education of employees

2. insufficient managerial preparedness of managers

3. low identification of employees with the tasks of the organization

4. unsatisfactory condition information system enterprises

5. low degree of willingness of employees to take responsibility for themselves

6. difference in the value orientations of the manager and employees

7. Emotional incompatibility of the leader and subordinates arising from hierarchical relations in the organization.

Most of the listed obstacles are, in principle, removable, but require long-term and serious work, both on the part of the leader and on the part of subordinates (for example, according to parameters 1,2,4). However, among them there are those that practically do not depend on the efforts of the leader (parameters 6, 7). And this means that additional factors that are commonly called situational affect the effectiveness of leadership. This means that in the models of leadership styles being developed, one more variable should appear - the situation. Consider some situational models of leadership styles.

Management in a wide variety of areas of human life is one of the most important functions. The conditions of a market economy have given it particular relevance. To properly manage people, the head of the organization must choose a certain style of behavior. It is something to be shown in relations with subordinates, leading them to the intended goal. In other words, for the normal functioning of the enterprise, the presence of one or another management style of the head is necessary. This is the main characteristic of the effectiveness of the work of a top manager. The role of leadership style cannot be overestimated. After all, the success of the company, the dynamics of its development, the motivation of employees, their attitude to their duties, relationships in the team and much more will depend on it.

Concept definition

What does the word "leader" mean? This is the one who "leads by the hand." Each organization should have a person who is responsible for overseeing all the units operating in the enterprise. This type of responsibility involves monitoring the actions of employees. This is the essence of the work of every leader.

The ultimate primary task of the top manager is to achieve the goals of the company. The manager does this work without the help of his subordinates. And his usual manner of behavior in relation to the team should motivate him to work. This is the management style of the leader. What are the roots of this concept?

The word style is of Greek origin. Initially, this was the name of the rod, designed for writing on a wax board. Somewhat later, the word "style" began to be used in a slightly different sense. It began to indicate the nature of the handwriting. This can be said about the management style of the leader. It is a kind of handwriting in the actions of a top manager.

Leadership styles in managing a team can be different. But in general, they depend on the leadership and administrative qualities of the person in this position. In the process of carrying out labor activity, the formation of an individual type of leader, his "handwriting" takes place. This allows us to say that it is impossible to find two identical bosses with the same style. Such a phenomenon is individual, as it is determined by the specific characteristics of a particular person, reflecting his peculiarity of working with personnel.

Classification

It is believed that the person who every morning goes to work with pleasure is happy. And this directly depends on his boss, on which leader uses the management style, on his relationship with his subordinates. Management theory paid attention to this issue at the dawn of its creation, that is, almost a hundred years ago. According to the concepts put forward by her, already at that time there were a number of styles of work and management of the head. A little later, others began to join them. In this regard, modern management theory considers the presence of many leadership styles. Let's describe some of them in more detail.

Democratic

This style of leadership is based on the participation of subordinates in decision-making with the division of responsibility between them. The name of this type of work of a top manager comes to us from the Latin language. In it demos means "rule of the people". The democratic leadership style of the leader is considered the best today. Based on the research data, it is 1.5-2 times more effective than all other ways of communication between a boss and his subordinates.

If the leader uses a democratic management style, then in this case he relies on the initiative of the team. At the same time, there is an equal and active participation of all employees in the processes of discussing the goals of the company.

In a democratic leadership style, there is interaction between the leader and subordinates. At the same time, a sense of mutual understanding and trust arises in the team. However, it is worth noting that the desire of a top manager to listen to the opinion of the company's employees on certain issues does not take place because he himself does not understand something. The democratic leadership style of the leader suggests that such a leader is aware that when discussing problems, new ideas arise. They will certainly speed up the process of achieving the goal and improve the quality of work.

If out of all the styles and methods of management, the leader has chosen a democratic one for himself, this means that he will not impose his will on his subordinates. How will he act on this? Such a leader will prefer to use methods of stimulation and persuasion. He will resort to sanctions only when all other methods have been completely exhausted.

The democratic management style of the leader is the most favorable in terms of psychological impact. Such a boss shows a sincere interest in employees and gives them friendly attention, taking into account their needs. Such relationships have a positive effect on the results of the work of the team, on the activity and initiative of specialists. People are satisfied with their own work. Satisfied with their position in the team. The cohesion of employees and favorable psychological conditions have a positive impact on the physical and moral health of people.

Of course, management styles and leadership qualities are closely related concepts. So, with the democratic nature of communication with subordinates, the boss should enjoy high authority among employees. He also needs to have excellent organizational, intellectual, psychological and communication skills. Otherwise, the implementation of this style will become inefficient. The democratic type of leadership has two varieties. Let's consider them in more detail.

deliberative style

When using it, most of the problems that the team faces are solved at the time of their general discussion. A manager who uses a deliberative style in his work often consults with subordinates without showing his own superiority. It does not shift responsibility to employees for the consequences that may occur as a result of the decisions made.

Deliberative leaders make extensive use of two-way communication with their subordinates. They trust employees. Of course, the most important decisions are made only by the manager, but at the same time, specialists are given the right to independently solve specific problems.

Participating Style

This is another version of the democratic type of leadership. Its main idea is to involve employees not only in making certain decisions, but also in exercising control over their execution. In this case, the leader fully trusts his subordinates. Moreover, communication between them can be described as open. The boss behaves at the level of one of the team members. At the same time, any employee is given the right to freely express his own opinion on a variety of issues without fear of subsequent negative reactions. In this case, responsibility for failures in work is shared between the leader and subordinates. This style allows you to create an effective system of labor motivation. This makes it possible to successfully achieve the goals that the company faces.

liberal style

This type of leadership is also called free. For it presupposes a tendency to indulgence, tolerance and undemanding. The liberal style of management is characterized by complete freedom of decision for employees. At the same time, the leader takes a minimal part in this process. He withdraws from the functions assigned to him to supervise and control the activities of his subordinates.

We can say that the types of leaders and management styles are closely related. Thus, a liberal attitude in a team is allowed by a person who is insufficiently competent and unsure of his official position. Such a leader is able to take decisive steps only after receiving instructions from a superior. He avoids responsibility in every possible way when receiving unsatisfactory results. Decision important issues in a company where such a leader works, often passes without his participation. To consolidate his authority, the liberal only pays his subordinates undeserved bonuses and provides various kinds of benefits.

Where can a similar direction be chosen from all existing styles manager's management? Both the organization of work and the level of discipline in the company must be the highest. This is possible, for example, in a partnership of well-known lawyers or in a writers' union, where all employees are engaged in creative activities.

The liberal style of management from the point of view of psychology can be considered in two ways. Everything will depend on what specialists carry out this guide. A similar style will receive a positive result where the team consists of responsible, disciplined, highly qualified employees who are able to independently perform creative work. Such leadership can also be successfully implemented if there are knowledgeable assistants in the company.

There are also such collectives in which subordinates command their boss. He is reputed to be simply " a good man". But this cannot go on for long. In the event of any conflict situation disgruntled employees stop obeying. This leads to a permissive style leading to a decrease in labor discipline, to the development of conflicts and other negative phenomena. But in such cases, the head simply removes himself from the affairs of the enterprise. The most important thing for him is to keep good relations with their subordinates.

Authoritarian style

It refers to the domineering type of leadership. It is based on the desire of the boss to assert his influence. The head of an authoritarian management style provides the employees of the company with only a minimal amount of information. This is due to his distrust of his subordinates. Such a leader seeks to get rid of talented people and strong workers. The best in this case is the one who is able to understand his thoughts. This leadership style creates an atmosphere of intrigue and gossip in the enterprise. At the same time, the independence of workers remains the most minimal. All emerging issues are sought by subordinates to be resolved by management. After all, no one can guess how the authorities will react to a particular situation.

The head of an authoritarian style of management is simply unpredictable. People do not even dare to tell him about the bad news. As a result, such a boss lives in full confidence that everything turned out exactly as he expected. Employees do not ask questions and do not argue, even in cases where they see significant errors in the decision taken by the manager. The result of the activity of such a top manager is the suppression of the initiative of subordinates, which interferes with their work.

In an authoritarian leadership style, all power is concentrated in the hands of one person. Only he is able to single-handedly resolve all issues, determine the activities of subordinates and not give them the opportunity to make independent decisions. Employees in this case perform only what they are ordered to do. That is why all information for them is reduced to a minimum. The head of the authoritarian style of team management strictly controls the activities of his subordinates. Such a boss has enough power in his hands to impose his will on the workers.

In the eyes of such a leader, a subordinate is a person who is disgusted with work and, if possible, avoids it. This becomes the reason for the constant coercion of the employee, control over him and the implementation of punishments. The moods and emotions of subordinates in this case are not taken into account. The leader has a distance from his team. At the same time, the autocrat specifically appeals to the lowest level of needs of his subordinates, believing that for them it is the most important.

If we consider this leadership style from the point of view of psychology, then it is the most unfavorable. After all, the leader in this case does not perceive the employee as a person. Employees are constantly suppressed creative manifestations, because of which they become passive. People have dissatisfaction with work and their own position in the team. The psychological climate at the enterprise also becomes unfavorable. Intrigues often arise in the team and toadies appear. This increases the stress load on people, which is harmful to their moral and physical health.

The use of an authoritarian style is effective only in certain circumstances. For example, in combat situations, emergency situations, in the army and in the collective, in which the consciousness of its members is at the lowest level. Authoritarian style leadership has its own varieties. Let's consider them in more detail.

Aggressive style

A manager who has adopted this type of personnel management believes that by nature people are mostly stupid and lazy. Hence, they try not to work. In this regard, such a leader considers it his duty to force employees to fulfill their duties. He does not allow himself participation and gentleness.

What can mean the fact when a person has chosen exactly aggressive among all management styles? The personality of the leader in this case has special characteristics. Such a person is rude. He limits contact with subordinates by keeping them at a distance. When communicating with employees, such a boss often raises his voice, insults people and actively gesticulates.

Aggressive pliable style

This type of leadership is characterized by its selectivity. Such a boss shows aggression towards his employees and at the same time helpfulness and pliability towards a higher authority.

Selfish style

It seems to the manager who has adopted this type of personnel management for himself that he alone knows and can do everything. That is why such a boss assumes responsibility for the sole decision of the issues of the activities of the team and production. Such a leader does not tolerate the objections of his subordinates and is prone to hasty conclusions that are not always correct.

kind style

At the heart of this type of relationship between the leader and subordinates is authoritarianism. However, the boss still gives his employees the opportunity to participate in making some decisions, while limiting their scope of activity. The results of the work of the team, along with the system of punishments, which occupies a dominant position, are also evaluated by some rewards.

Finally

The individual management style of a leader can be very different. At the same time, all of its types listed above cannot be found in their pure form. Here, only the predominance of certain characteristics can take place.

That is why the definition of the best leadership style is not easy to give. A senior manager needs to know the above classification and be able to apply each of the categories of personnel management, depending on the situation and the presence of a specific task. This, in fact, is the art of a true leader.

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 managerial 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.

Ministry of Education and Science of the Russian Federation

Siberian State Geodetic Academy

COURSE WORK

discipline: Management

on the topic: "Organization management styles"

Completed: student gr. EUDz-43

Pavlova Yu.V.

Checked by: Belskaya Yu.V.

Novosibirsk city

Abstract……………………………………………………………………………….3

Introduction…………………………………………………………………………...4

1. Characteristics of organizational management styles

1.1 The concept of organizational management style………...…………………………6

1.2 Organization management styles…………………………………………...10

1.3 Factors in the formation of management style………………………………...23

2. Analysis of management styles on the example of the traffic police department of the ATC for the Zaeltsovsky district of Novosibirsk

2.1 general characteristics organizations……………………………………….27

2.2 Analysis of the management style in the REO of the traffic police of the ATC for the Zaeltsovsky district

Novosibirsk…………………………………………………………………….30

Conclusion………………………………………………………………………….35

List of used literature………………………………………………...37

Appendix………………………………………………………………………38

The title of the work is “Organization Management Styles”

Keywords:

Management style

Supervisor

Employee

Democratic management style

Liberal management style

Style formation factors

Total number of pages - 41

Total number of drawings - 2

Total number of tables - 2

Total number of applications - 1

Introduction

The work of a manager is presented as the performance of managerial functions in the "man-man" system. This leaves its mark on the choice of the style of management of the firm. It is impossible to predict with a high degree of probability managerial activity, since each person to whom the control action is directed is unique in its own way, and its behavior in space and time depends on both subjective and objective factors. Therefore, such a subtle management tool as management style should be used with great care and at a high professional level.

The unity of methods and leadership style is that the style serves as a form of implementation of the method. A manager with a leadership style inherent only to him in his activities can use various methods management (economic, organizational and administrative, socio-psychological).

Thus, the leadership style is a strictly individual phenomenon, since it is determined by the specific characteristics of a particular person and reflects the peculiarities of working with people and the decision-making technology of this particular person. The style is regulated by the personal qualities of the manager.

I chose this topic so that when managing an organization there are no questions about what methods to manage, what style to choose. I set myself the task:

1. study the modern classification of management styles.

2. to study the factors influencing the formation of management style.

3. analyze the management style of the head of the traffic police department of the ATC for the Zaeltsovsky district of Novosibirsk.

4. analyze the results of my research and make recommendations for improving the relationship between the manager and employees.

My main goal is to develop my own management style.

Theoretically, this topic is well developed. There is a wealth of literature covering organizational management styles. I especially liked the textbook "Organization Management" by Ogarkov A.A. He takes a detailed look at many aspects in the study of management styles, such as the factors that determine leadership style. It gives characteristics to the main styles of governance: authoritarian, democratic and liberal. Gives theories of other authors who have studied management styles. Vesnin V.R., Vikhansky O.S., Gerchikova I.N. study this topic quite widely in their works. and other authors.

The object of study in my work is the organization in which I have been working for the third year - this is the REO of the traffic police of the Internal Affairs Directorate for the Zaeltsovsky district of Novosibirsk. In my work, I will study the management style of my boss.

1. Characteristics of organizational management styles

1.1 The concept of organizational management style

The word "style" is of Greek origin. Initially, it meant a rod for writing on a wax board, and later it was used in the meaning of “handwriting”. Hence, we can assume that the style of leadership is a kind of "handwriting" in the actions of the manager. Leadership style is a typical type of behavior of a leader in relation to subordinates in the process of achieving the goal. One of the components of management functions is leadership (management).

Leadership style- individual-typical characteristics of a stable system of methods, methods, techniques for influencing the leader on the team in order to fulfill organizational tasks and managerial functions. This is the habitual behavior of a leader towards subordinates in order to influence them and encourage them to achieve the goals of the organization. The degree to which a manager delegates, the types of authority he uses, and his concern for human relations first or task first, all reflect the leadership style that characterizes that leader.

For over half a century now, social psychology and management is studying the phenomenon of leadership styles. The issues of typology of leadership styles have been dealt with by psychologists at different times, from the 1930s to the present. One of the earliest studies of management styles was put forth by Kurt Lewin. His typology of individual leadership styles, developed back in the 30s, together with his employees, he conducted experiments and identified three leadership styles that have become classic: authoritarian, democratic, neutral (anarchist). Later, terminological changes were made, and the same leadership styles are referred to as directive, collegial, and permissive (liberal).

In 1964, a book by Professor Massachusetts Institute of Technology Douglas McGregor, The Human Side of the Enterprise. D. MacGregor considers management to be the art of building human relations. His writings on practical management contain claims that subordinates behave in the way that their leaders force them to behave. A subordinate of any rank may strive to meet the requirements of his superiors and perform the tasks assigned to him. McGregor's research shows that the initial driver of the goal is, first of all, the desires of the leader. If the leader believes that his employees will cope with the task, he subconsciously manages them in such a way as to improve their performance. But if the actions of the leadership are characterized by uncertainty, this leads to reinsurance, and, consequently, slows down development.

McGregor's work helps managers avoid uncertainty and strive to achieve maximum success. He describes the leadership system from two opposite positions, each of which can be taken by the leader in relation to his subordinates. One of the extreme positions is called "Theory X" and the other "Theory Y".

The main provisions of "Theory X":

"Theory X" describes a type of leader who is in the position of directive, authoritarian methods management, as it treats its subordinates distrustfully. Most often they express their attitude as follows.

1. People initially do not like to work and avoid work whenever possible.

2. People do not have ambition, they are afraid of responsibility and prefer to be led.

3. Most of all, people want security.

4. To force people to work towards a common goal, it is necessary to use various methods of coercion, as well as remind about the possibility of punishment

"Theory X" was formed in the 60s and corresponded to the views of managers of that period to a sufficient extent. Managers who adhere to such a position in relation to their subordinates, as a rule, limit the degree of their freedom, autonomy in the organization, try to prevent employees from participating in the management of the company. They strive to simplify goals, break them down into smaller ones, set a separate task for each subordinate, which makes it easy to control its implementation. The hierarchy in such organizations, as a rule, is very strict, the channels for collecting information work clearly and quickly. This type of leader satisfies the elementary needs of subordinates and uses an autocratic management style.