Forms of authoritarian leadership style are. Dictator, liberal, democrat: how to choose a management style. Person-centered style, or "Don't be afraid, I'm with you"

Management style - a set of management techniques, using which the leader focuses on his own knowledge, interests, goals.

This style is most in demand during the formation period, that is, at the initial stage of the formation of an organization, its workforce, when employees do not have the skills to see goals and ways to achieve them. The negative qualities of the authoritarian style include the fact that it helps to reduce the creative initiative of subordinates, worsens the socio-psychological climate, and leads to staff turnover.

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See what "Authoritarian Management Style" is in other dictionaries:

Authoritarian management style- It is a projection on management of one of the 3 styles of leadership (see also Democratic management style, Permissive management style), highlighted in the course of research conducted by R. Lippitt and R. White under the leadership of K. ... ...

The way managers treat their subordinates in the process of performing official duties. According to K. Levin, there are three types of leadership styles: democratic (collegiate); directive (authoritarian, one-man); accommodating... ... Glossary of business terms

VET management style- According to the definition generally recognized in the domestic psychology of management, the style of management (leadership) is an individually typological profile of the techniques and methods of influence of the leader on subordinates in the process of implementing managerial ... Encyclopedia of Modern Legal Psychology

MANAGEMENT STYLE- - a stable set of personal and socio-psychological characteristics of the leader, through which certain methods of influencing the group (team) are implemented. In the practice and theory of managerial activity, leadership styles ... ...

MANAGEMENT STYLE, AUTHORITARY- the style of direct orders, orders, which does not allow any objections from subordinates. This style is based on unquestioning obedience to the leader and is effective in tense situations that require quick and decisive action ...

LEADERSHIP STYLE, MANAGEMENT STYLE- the way managers treat their subordinates, the nature of relations with subordinates in the process of performing official duties. It is customary to distinguish between authoritarian (autocratic), democratic, liberal style ... Professional education. Dictionary

MANAGEMENT STYLE- generalized types of behavior of the leader in relations with subordinates in the process of achieving the goals. You can classify S.u.: 1) an authoritarian or autocratic leader imposes his will on his subordinates by coercion, ... ... Big Economic Dictionary

Democratic management style- One of the three leadership styles identified by K. Levin and his students as an opposition to the authoritarian management style (see Authoritarian management style). It is characterized by: the desire to take into account the point of view of group members, their involvement in the development ... ... Encyclopedia of Modern Legal Psychology

leadership style (leadership style)- (from the Greek. stylos letters. The core for writing and the English leader leader, leader) a system of methods of influencing the followers (subordinates) typical of a leader (leader). K. Levin singled out three S. l .: authoritarian (tough methods of management, ... ... Great Psychological Encyclopedia

LEADERSHIP STYLE- (STYLE OF LEADERSHIP) (from the Greek stylos letters, the core for writing and the English leader leader, leader) a system of methods of influencing followers (subordinates) typical for a leader (manager). There are three S. l .: authoritarian (hard methods ... ... Encyclopedic Dictionary of Psychology and Pedagogy

Hello! If the leader holds power only in his own hands, one can even say that he is quite dogmatic and distrustful of his subordinates - this means that he has chosen an authoritarian management style. And today we will consider how justified this is and what are the pitfalls of such a pronounced directiveness.

general characteristics

It is not so common in the modern world, because the idea of equality and support prevails. This allows you to unlock the potential of employees, inspire them to achieve and, in general, motivate them to work. In the Soviet Union, authoritarianism was very popular in various enterprises. The people of that time had few opportunities for development, but most did not even think about their vocation.

There are such varieties:

Dictatorial - the manager makes decisions, and his subordinates follow them steadily. But not because of trust in a significant figure, but because of the existing sanctions and punishments.
Autocratic - characterized by the power of the apparatus of power, which is simply limitless.
Bureaucratic - the use of outdated, sometimes ineffective management techniques in the work. The authority of the chief is formal.
Patriarchal - subordinates treat the director as a paternal figure. They are ready to follow him and voluntarily obey.
Favorable - the manager enjoys authority due to the fact that he treats his team more good-naturedly than with other types of management.

The main features of authoritarianism

As mentioned above, dogmatism. That is, the faithful adherence to ideas that are considered indestructible, true. And this speaks of the inflexibility of the manager. He is not able to change his mind, even in those situations where it is extremely necessary to do so, otherwise very unfavorable consequences will follow.
Ban. On individuality, freedom of action, initiative and so on. Diligence is almost the only trait that is encouraged.
Lack of trust.
Rigidity in handling and exactingness. It is for this reason that performance is valued. The employee is obliged to strictly follow the instructions and in no case be independent.
Punishment. The staff is not responsible for the result of their activities, as they are deprived of the opportunity to make decisions. Why is it subject to punishment in case of non-compliance with the boundaries. For example, for being late, absenteeism, untimely execution of orders.
The microclimate in the team leaves much to be desired. Relations are purely collegial, official, superficial. People do not have a chance to get closer to each other, if only for the reason that even this process is controlled by the authorities.
A large distance between the manager and his subordinates. Even thoughts of closer fellowship are not allowed. The boss is too inaccessible a figure to take liberties in a conversation.
Lack of emotional support or empathy. Since employees are perceived only in professional terms, there can be no talk of any of their personal characteristics. What happens inside, what experiences and difficulties arise - no one cares. A person must perform his work qualitatively, despite the emotional state. You can get upset and worry only at home or after hours.
Subjectivity. Only one person has the right to an opinion, therefore, it is quite difficult to objectively think and evaluate the actions of the staff.
Few opportunities to show initiative, which can be "punished".
Vertical presentation of information. That is, only from a higher-ranking person to a lower-ranking person.

disadvantages

Mistrust

Let's remember dogmatism. If a person is not able to change his point of view, then he is not able to find a compromise. But how then to regulate conflicts and situations when something does not suit someone? When there is only one correct opinion? Indeed, it is very difficult. In any case, one side must constantly obey and bend, even realizing that the authorities are making a gross mistake that will affect the success of the company, the enterprise.

Blindly following your own agenda can undermine your credibility. Employees will no longer consider such a leader as a professional, experienced and knowledgeable. Accordingly, what kind of trust can we talk about? Moreover, both sides will doubt each other's abilities. The bosses believe that employees cannot be left for a minute, otherwise they will ruin everything, and those, in turn, think that they are not very lucky with a manager who does not understand what he is doing. And not only does not understand, but also does not want to listen to those who offer sensible ideas.

Expenses

The work of an authoritarian leader is quite highly paid. Just imagine how much responsibility one person has. He needs to think for a large number of people, make difficult decisions on his own that can cost him his career. This negatively affects his family relationships and health. Usually such people cannot afford to relax even during the holidays. After all, this is not just a type of leadership, it is already a lifestyle.

Accordingly, wages must compensate for the sacrifices they have to pay. The company needs to put in all the hard work to not only hire a competent manager, but also to keep him as long as possible.

Relations

Due to the control of behavior, employees sometimes have a hard time in the workplace. Since there is practically no opportunity to get support from colleagues, help. Due to the fact that people are not united due to the lack of connections and cannot act independently, in the event of a manager leaving or “falling out” of the system, the entire team will fall apart. They will not be able to function without a leader who tells what to do to whom.

Limitation

The resources, creativity and thinking abilities of only one person are used. And, as we know, there are no ideal people and everyone can make a mistake, stumble. Therefore, the lack of an opportunity to look at the problem from a different angle, more broadly and objectively, is sometimes expensive.

Yes, and creative individuals do not withstand such pressure by authority. They need to have freedom of action, only then can they express themselves. The suppression of talents and desires can lead to an uncontrollable outburst of aggression, especially if you had to restrain yourself for a long time.

Benefits of an authoritarian management style

Stability

A person does not need to think, someone else thinks for him. No matter how scary or rude this phrase may sound, but in fact it includes pluses - subordinates do not spend energy on finding solutions to problems. They do not need to be responsible for the process, the result, and so on. The only thing required is to follow orders. And if you do your job well, then there will be confidence in the future.

Survival

This style is most effective and justified in crisis situations. When there is panic, mismatch of actions, people cannot decide on the choice of a leader and, in general, do not know what to do, who to listen to. In such cases, directiveness allows not only to work effectively, but also to achieve results as quickly as possible.

Performance

It is believed that a person, if possible, will seek to avoid work. Therefore, when he is not controlled, he relaxes. And although this statement is quite controversial, the performance of the company with this management style is usually at a high level, as orders and threats of punishment do their job.

On the plus side, common tasks are completed faster when there is a clear flow of work, when responsibilities are distributed and everyone knows which piece of work they are responsible for. Creativity and liberality in such cases will slow down the process.

In addition, as you know, deadlines encourage you to work more actively, give your best at 100%, and a competent manager organizes them systematically. To keep the staff in good shape and develop the company as quickly as possible, bypassing competitors. Agree, a rare person will independently set tough requirements and difficult tasks for himself.

Completion

The material was prepared by a psychologist, Gestalt therapist, Zhuravina Alina

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higher professional education

Kuzbass State Technical University

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Course work

On the topic: " Management Styles»

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Ozhogina Olga Alexandrovna

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Mezhdurechensk, 2007

Introduction

1. The concept of management and management styles

1.1 Governance in the organization

1.2.2 Democratic management style

1.2.3 Liberal management style

2. Efficient management

2.1 Factors affecting management effectiveness

2.2 American experience

2.3 Low-level personnel management

3. Leadership style example

3.1 Leadership style in management practice

3.2 Leadership Style of the Chairman of the Economic Policy Committee

Conclusion

Bibliography

Introduction

The assessment of personal qualities and problems associated with the selection of leaders is one of the most difficult aspects of managerial activity. The Polish research journalist D. Passent wrote that "the director must be a diplomat when he asks for something from higher authorities for his enterprise; tough when he requires the fulfillment of his orders and orders from subordinates or the fulfillment of contracts from suppliers; quirky when talking with representatives of the press; promising when meeting with young workers; an important statesman when receiving foreign delegations; a holy father when receiving complaints from visitors.

In these assessments, although playful, there is a significant amount of truth. The study of leadership style in the last decade has become an important direction in the process of optimizing human activity, as well as in the integral study of personality. Knowing the leadership style allows you to solve the problem of professional suitability of the administrative reserve. It is difficult for a leader to develop a style of activity that is able to satisfy all members of the team subordinate to him. A person's awareness of the causes and patterns of his behavior can radically change his attitude to production situations. An understanding of the possible variety of causes and methods of management, a clear and at the same time flexible vision of problems make the manager freer and his activity more successful.

Each leader in management activities performs official duties in a certain style of work peculiar only to him. Chesterfield said that "style is the dress of thought." And Buffon even argued that "style is the man himself." The validity of these aphorisms is also confirmed by the modern interpretation of the style of work, which is assessed as a set of typical and relatively stable methods of influencing a leader on subordinates in order to effectively perform managerial functions and tasks.

In my term paper, I will try to consider management styles, their concept, application. Find out which management style is best to apply in practice. What are the pros and cons of each.

1. The concept of management and management styles

1.1 Management in the organization

Activity management consists of planning activities, setting production targets, creating a system for measuring production work and monitoring the implementation of tasks. Performance management cannot be successful if people are managed incorrectly.

People management is the activity of managing the personnel of an organization. This area of management is directly related to the work of the head. This type of management includes: ensuring cooperation in the team, personnel policy, training, informing, motivating staff and other components of the manager's work.

Management requires a lot of mental effort, no matter what area it concerns - the management of activities, environments or people. Managing the activities of an organization means striving to achieve maximum results of work. The job of a leader is to achieve people's personal goals.

In order for management activities to be carried out well, a number of conditions must be met:

1. The subject and object of control must correspond to each other. If they cannot understand each other in the process of work, then they will not realize their potential. So, if the leader and the subordinate are not psychologically compatible, then conflicts will begin between them, which will have a bad effect on the results of work.

2. The subject and object of management must be independent. The subject of management is not able to foresee all the interests of the object and possible options for its actions in different situations. When people with their own views on the situation, aspiration, thinking are the object of management, they should be able to realize their capabilities in practice. In the absence of such an opportunity, people either suppress their activity or try to get their opinion.

3. The subject and object of management should be interested in a clear interaction; one - in the return of the necessary commands, the other - in their timely execution. The ability of the subject to control is due to the readiness of the object to execute incoming commands. The degree of achievement by the participants of management activities of their goals should be directly dependent on the degree of achievement of the goals of the management itself. And this is the whole problem of management in the case when its subject and object are not connected by property relations.

Thus, we can conclude that management accompanies human activity everywhere. And every human activity needs to be controlled. Management makes this activity possible. The better the management is, the higher the likelihood of success. The reality of predicting the result, the clarity and consistency of people's actions depend on management. As well as the interest of a person - a participant in joint work in the general result. That is why, starting from a certain stage in the development of production and society, more and more attention is paid to management. The tasks of improving management, searching for new forms, determining the possibilities for its development using the means of new technology, enriching information, and so on are set.

Management style - is a set of techniques that a leader uses in relation to his subordinates. The effectiveness of a particular style is determined by how much it helps to influence employees in order to solve the problem that exists at a given time.

Management style- this is the way in which the head manages the employees subordinate to him, as well as a pattern of behavior of the head, independent of the 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 talk about the advantage of one or another management style only for a certain management situation.

There are the following management styles:

1. Task oriented.

Bisani argued that with this style, the leader:

Reproaches insufficient work;

Encourages slow-working employees to put in more effort;

Emphasizes the amount of work;

Leads 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;

Demands more from low-performing employees.

Research by Halpin-Wiener and Peltz shows that such leaders are often more positively characterized by their superiors than person-centered leaders. They are positively evaluated by their employees if the leaders have influence "at the top".

2. Learner-centered.

The focus is on employees with their needs and expectations. According to Bisany, Head:

Pays attention to the health of employees;

Cares about good relations with his subordinates;

Treats his subordinates as equals;

Supports its employees in what they are doing or should be doing;

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 manager “at the top” are important, on the basis of which he must 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 management situation is regarded as unchanged, while over time it can change and the manager must accordingly change his attitude towards individual employees.

1.2 Management styles

With this style of management, all production activities are organized by the head without the participation of subordinates. This style of management can be used in solving current problems and implies a large distance in education between the leader and subordinate, as well as material motivation of employees.

A leader is one who knows how to serve, one who knows how to establish harmony in the relations of employees in an enterprise or people in a different situation, so that there is maximum productivity and a holistic result.

1. The leader, by virtue of his legitimate authority, governs his subordinates and expects obedience from them. He makes decisions without justifying them to his subordinates, while proceeding from the fact that, unlike his subordinates, he has great 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 against themselves.

2. 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.

Subordinates are the recipients of orders. According to the "theory of x and xy":

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

Workers are unambitious, afraid of responsibility and willing 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.

In this style of management, the motivation of subordinates is often limited because the leader separates socially, transfers, as a rule, less interesting work to 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 instance;

Recognition and implementation of orders of the head;

Lack of desire to possess the right to control.

Disadvantages of an 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.

1.2.2 Democraticmanagement style

With a democratic style of management, production activities are organized in the interaction of a leader 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 features of a democratic management style:

1. The leader 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.

2. The manager not only informs in detail about the actual state of affairs, which must be known in order 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 democratically managing leader, 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 who are able to carry out "daily tasks" relatively independently. When evaluating subordinates with this leadership style, they most often proceed from the "theory y theory xy, according to which:

1) the unwillingness to work is not innate by nature, but the result of poor working conditions, which reduce the natural desire to work;

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

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

4) 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 democratically controlled subordinates, according to Shtopp:

Desire and ability to bear personal responsibility;

Self-control;

Use of control rights.

The advantage of democratic style- making appropriate decisions, high motivation of employees and unloading of the head. In addition, the development of employees is supported. Flaw-- democratic management style can slow down decision making.

1.2.3 Liberalmanagement style

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 of leadership, as well as tasks with far-reaching consequences. 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;

Elimination of the possibility of revoking delegated powers or transferring them from one employee to another;

Establishing the procedure for regulating exceptional cases;

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

Mandatory intervention of the manager in case of 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:

1) unloading the head;

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

3) assistance in the development of one's own initiative, labor motivation among employees.

Disadvantages of managing the delegation method:

1) the leader delegates as few interesting tasks as possible;

2) hierarchical relationships can be approved;

3) strong focus on tasks, not on employees;

4) establishment of hierarchical relations "horizontally".

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 perceive the management and leadership style sometimes imposed on it from above. When mastering the science of management, it is very important to avoid mistakes. An analysis of the activities of managers at different levels and various enterprises allowed specialists to identify the most common mistakes made by managers.

2. Efficient management

2.1 Factors affecting the effectiveness of management

These objective factors include the size of the enterprise and the number of its employees. They also include features of production activities. An industrial enterprise, a stock exchange, an agricultural cooperative, a department store or a research institute objectively differ in the nature of labor, the quality of the workforce, and the specifics of management mechanisms. The management is influenced by the features of the production tasks performed, the conditions for their implementation, the methods and means of activity.

In management theory, not enough attention is paid to the study of factors influencing the achievement of management results. The grounds for selection are the position in relation to the subject of control (factors external and internal), as well as the vectors of the subject's activity (structural and activating). Each organization, each subject has its own external and internal factors of influence on the effectiveness of managing the situation. They are shown in the table.

Management of structural factors for the subject means, first of all, management of affairs, and activating - people.

Structural management factors require a rational approach, logic, objectivity and systematization. Possession of activating factors implies the dominance of creativity, knowledge in the field of human behavior, a sense of the situation and the problem. Positive activity is possible when the manager professionally owns the methods of managing both types of factors. A good result is ensured by effective activity only for a short period of time.

Table 1

Factors affecting the effectiveness of management

EXTERNAL FACTORS	INTERNAL FACTORS
Active competitor policy	Psychological climate in the team
Sudden changes in the economic situation of customers	Irregularity, irregularity of deliveries and overload in work
Economic, political crises affecting the efficiency of the enterprise	Employee absenteeism, unmotivated absences and loss of working time
Socially Significant Events	Diseases of managers and employees
Structural changes in society	Events held by the trade union movement (strikes, rallies, etc.)
Adverse weather conditions	Industrial conflicts
Situation in the labor market: surplus of specialists, unemployment, insufficient qualification of workers	Dismissing or hiring new employees
Government measures to regulate social processes at the expense of employers	Expansion or contraction of the organization's activities
Repressive and aggressive to business legislation	Malfunctions of machinery and equipment, office equipment, communications
Migration processes that worsen the quality of the population	Criminal behavior of customers or staff: theft, fraud, embezzlement, technical vandalism
Sharp fluctuations in financial markets	Actions of influential persons assisting or interfering with the activities of the organization (lobby)
Unexpected changes in the market conditions for energy resources and raw materials	Factors of property protection and labor safety
Changes in the balance of political forces influencing the industrial policy of the state	Social initiatives of the team, invention and rationalization
New technologies for the production of goods and services	Development of management strategies, coordination of development plans with the team
Trade Union Requirements for Safety and Working Conditions	Administrative control, reward and penalty system
The influence of the media on the formation of the image of the enterprise and its management	Positive motivation for creative and productive work of employees

Activating factors characterize the process of managing people, structural - the area of technical skills. The relative share of the factors of the management process itself is growing due to the reduction of technical skills as the organizational level increases. Using the strengths of the leader's personality is essential to achieve high results. Factors influencing leadership style cannot be of the same order, identical. Some of them are permanent, while others are temporary. Constant influence factors include: environment, social norms, typical personality traits, work situation. By temporary - leadership experience, emotions, psychological climate in the team.

2.2 American management experience

In the process of formation and development of the United States of America, the American style of management was formed. The features of this style are due to such factors in the creation of American society as the absence of remnants of feudalism, as well as the development of the territory and wealth of the country by energetic and resourceful immigrants. For a long time, the United States remained the "Mecca of the organization", where specialists and creative teams came to not only see for themselves this skill of American managers, but also to adopt their organizational and managerial experience.

Scientific and technological progress leads to profound changes in labor methods, which, in turn, requires new forms of organization and management of personnel, directions to improve the efficiency of the use of human resources. The search for appropriate motivators that would stimulate the purposeful behavior of individuals necessary for the successful functioning of the organization becomes a task of paramount importance.

In different countries, this task is solved based on the characteristics of the historical, socio-political, scientific and technological development of these countries, as well as the psychological, moral and ethical norms and behaviors of people, as well as their upbringing, traditions and foundations.

In recent decades, in developed capitalist countries, and in recent years in Russia, interest in the socio-psychological aspects, the "human" factor of management has increased dramatically.

An analysis of the American style of personnel management is of particular interest. Firstly, this is the area of management where the differences between the American style and the fairly well-known Japanese style are most striking. The initial premises of personnel policy, as well as the specific methods of its implementation, at American enterprises differ significantly from those in Japan. Secondly, the results obtained at American enterprises (for example, the growth rate of labor productivity) indicate that the methods of personnel management used there are quite effective. It is efficiency that attracts more and more attention of foreign researchers who, studying American personnel management methods, are considering the possibility of using them in their countries.

The purpose of the work is to identify the features and characteristics of the American style of personnel management. To achieve the goal, the following tasks are set:

Analyze the system of personnel selection in the USA;

To identify the features of the system of remuneration and incentives for labor;

Consider the system of training and advanced training of personnel;

To reveal the features of the service of senior leaders in the United States.

American companies highlight the acceleration of the turnover of invested funds and the increase in the value of shares as the main tactical task. It is by these indicators that the effectiveness of the work of the administrative apparatus is determined. For an American company, in accordance with the chosen tactical goals (focus on current profitability), a predominant focus on the maximum flexibility of the management system in terms of distribution and redistribution of all types of resources to increase profits in the short term is typical.

A fundamentally important point that determines the approach to management practice is that traditionally American managers are focused on certain individual values and results. At the same time, all managerial activities in American companies are based on the mechanisms of individual responsibility, the assessment of individual results, the development of clear, quantitatively expressed, and, as a rule, short-term goals. The ideal American manager usually appears as a leader - a strong personality who closes the entire management process and is able to force his subordinates to work intensively to fulfill their specific goals.

The experience of the United States in working with senior administrative personnel can be useful for Russia, where very little is being done in this important area today. The most important thing here is to choose the right development strategy and determine the nature of the service of top managers.

Thus, the identification of the most effective management methods will allow, if necessary, to further consider their use in the management of other countries, including Russia.

2.3 Low-level personnel management

Most of the work in general management, personnel management, management psychology and business administration, as well as in similar academic disciplines, emphasizes the relationship "manager - subordinates". However, both practically and theoretically significant are the relations “one's own leader - one's own subordinate” and the so-called low-level organizational structures and personnel management technologies.

Structures oversaturated with bosses

There is such an informal assessment of the functioning of the unit and / or the enterprise as a whole. When a leader, for some valid reason, is absent from his workplace for a week, two or three, how does the system subordinate to him work?

Option A:

If the system continues to function normally and does not fail in the absence of its helmsman, then, as they say, it does not rest only on its boss.

Option B:

If it cannot do without continuous guidelines, spacing, "infusions", it means that the system is completely closed on the boss and envy only from him.

The first remedy is "everyone carries his suitcase". This "suitcase" contains official tasks, duties, rights and responsibilities, that is, the well-known tools of organized management - official powers.

The second remedy is "I'm carrying my suitcase." The management suitcase also contains this toolkit, which specifies cases of absence for good reasons, organizational procedures for replacement, and a “substitution suitcase”.

Thus, one of the important regularities of organizational management can be formulated: the better the work of the system is, the less it needs “its own” leader. And, conversely, the worse the system is debugged, the more it feels the need for leadership or bosses.

The inability to organize the work of subordinates necessitates an increase in their number, which, in turn, requires ... more bosses. That is, by its unsettledness, it, as it were, proves to itself the need for a guiding principle.

The leadership system is quantitatively swelling. And in such “swollen” conditions, the law of reorientation comes into play: the system, increasing quantitatively, begins to work more and more for itself or for solving its internal problems. Therefore, the success / failure of solving these problems becomes the main limiter for solving those tasks for which the system itself was created (division, organization, enterprise, institution).

In structures oversaturated with bosses, there is another very important problem - the interaction of leaders with each other. Management consulting shows. That the most common organizational disease not only in our country, but also in the world is the “farm syndrome”: each boss considers his own unit in the system to be the most important, and all the rest to be secondary. Therefore, the relationship and interaction of farms are small and / or big wars with each other, which negatively affects the current and final results.

The president of a large company, upon taking over the reins, saw that he had 23 deputies or vice presidents. Everyone seemed to be responsible for their areas of work, but this “leading team” could not really agree on a single issue! To ensure the effective management of the company, they applied the transition to a low-level management structure by enlarging and establishing interaction between managers in it.

Leader as a hindrance

In practice and in theory, a stereotype has been established: if a boss appears, it means that the management process has “started”. And there are certain reasons for this. However, the practice itself gives many examples of the fact that the management process has not "gone", but even "went down".

If we take the situation of a division or enterprise functioning for some time, then the appointment of a new leader does not automatically mean:

a) that its work will improve if it worked poorly;

b) that it will still work normally if it worked well before.

In the practice of public management in a number of Western countries, there is such a rule: politicians - leaders, for example, ministries, come and go, but the apparatus remains. Having a so-called good politician does not automatically mean a professional leader. However, a politician appointed to a leading position in some structure is rescued by a professional apparatus. To create a new apparatus "for oneself" does not mean to preserve and/or increase the professional traditions of the former apparatus.

Some leaders who have headed one or another well-functioning division begin, willy-nilly, to feel ... their uselessness. This is the so-called pleasant-unpleasant organizational feeling. In those organizational structures where each employee has "his own suitcase" of official authority and where responsibility belongs to an important place, they retain a low-level organizational structure.

It happens that a completely incompetent person is appointed to the position of head of a department. Such a situation can be considered not only as a kind of experiment on the self-survival of a group (collective), but also as functioning in the “almost without a boss” mode. Experienced subordinates sooner or later learn the characteristics of the "appointee" and, if he has the necessary abilities and motivation, using their "subordinate means", teach him ... management. In similar situations, when the leader does not have the necessary abilities and "traction motivation" and, most importantly, he is not inclined to "bad administration", there is a process, in fact, of self-government, which does not require a strong leadership.

Therefore, in the understanding of "minor management" it is necessary to highlight two important aspects:

1) oversaturation of the organizational structure with leaders, or the absence of a "leading fat";

2) activity, work is carried out by competent people who do not need detailed or petty guidance.

"Supervisory management" can take place: for the benefit of the system; neither for good nor for harm; and maybe - only to the detriment. Therefore, low-level management also needs to be considered variably, without at all absolutizing its advantages and disadvantages.

Disobedient subordinate

There is a type of people who are not genetically predisposed to submission. Nature created them, as it were, according to the scheme “You are your own leader, and you are a subordinate in yourself.” They consider the generally accepted attitude in social management or management "leader - subordinate" to be an anachronism that does not allow their professional abilities and individuality to manifest. If for some reason such a person finds himself in a situation of submission, then it becomes a severe stress for him. That is, such employees are not motivated either to the position of a leader as a subordinate in relation to the top boss, or to the position of a specialist reporting to someone. Usually such people gravitate to positions:

a) in low-level organizational structures, where the leader is “far and high”, and they are distinguished by a high degree of independence, responsibility and effectiveness;

b) where trifles of guardianship, everyday guidelines, far-fetched forms and methods of control, etc. are not required.

In principle, their "philosophy of insubordination", as it was possible to find out in conversations with such workers, boils down to the following provisions.

The first position is the rejection of dullness.

A lot in the relationship "leader - subordinate" is required for a certain grinding, adjustment, or "psychological coordination". A highly professional leader is a rarity. Quite often, especially in modern Russia, leaders do not have leadership qualities, representing dullness, both professionally and individually. So why connect "official fate" with such a person?

The second position is the rejection of the double standard.

In practice, there are many leaders who tend to say one thing and do another. At the same time - if you do, then in favor of your pocket or your career. A subordinate or poorly subordinate employee, as a rule, has non-standard thinking, since the degree of influence on him by the manager is minimal or equal to zero. It is impossible to “code” him with some dogmas or a far-fetched “leading position”, since the most important evaluative subjects for him are real behavior and actual results.

The third position - a lot of time at the work of the head is spent simply on nonsense, which for some reason is considered a management process.

Why tell an employee how and when to do it if he, having a high degree of professionalism and independence, knows this very well? Why hold empty meetings on “strengthening”, “strengthening”, “improving”, if the so-called installation information can be transferred over a local network to a personal computer? Why waste precious time on transmitting important information such as “An auditor is coming to us”, collecting and tearing it away from the workplace, and not using other information technologies for this?

Thus, nonsense is such types of work that bosses come up with in order to prove their need in one or another management system. And what is most surprising:

1) the less bosses there are in the system, the less time these bosses and their subordinates spend in principle on nonsense;

3) the less the employee is involved in the "nonsense" relationship "head - subordinates", the more he manages to do during working hours and the more effective his work is.

Experienced and well-versed in people leaders carry out the so-called selective leadership, in which attention is paid to weak, less qualified and less responsible employees, and not predisposed to total obedience to employees who effectively work in “autonomous navigation”. Therefore, low-level management can take place within the framework of the organizational structure, where, in principle, there are not so few bosses. However, these "many bosses" in their guiding technologies work like "small bosses".

Concentrated and non-concentrated leadership technologies

A sore point in Russian management practice is that many managers do not have special managerial training or managerial education. In a number of systems, they work like amateur managers and try to manage professional subordinates. As in every profession, there are talented nuggets and capable self-taught people among them. But they do not constitute the so-called critical mass in the total amount. Therefore, amateur leaders de facto prove with their weak skills how to manage ineffectively.

The most undesirable thing is that an amateur leader tries to turn a subordinate professional worker into an insolvent performer. This phenomenon is called "re-educational management", in the process of which efforts are directed not to achieve the required results, but to subjugate competence for themselves.

In practice, both professional and amateur managers use one of two technologies for managing subordinates - concentrated or deconcentrated. The leading concept in these technologies is the scope of rights vested in the leader, or in other words, "a piece of governing power."

If the manager uses a concentrated technology, in which subordinates act only according to his instructions, then he forms in them the psychology of a subordinate work style.

When another leader is appointed who uses a deconcentrated system, then subordinates experience an organizational and psychological shock, since they are required to have a high degree of independence and responsibility. The change from deconcentrated technology to concentrated technology is also associated with certain problems.

Combined work

For centuries, managers have developed a stereotype: if an employee is in front of their eyes, it means that they are working. However, in modern practice, more and more (if the specifics of the activity allows) "combined" work is used, when a person works part of the time from the working week in the workplace, and part - at home. So far, the most common schemes for a five-day work week are "4 + 1" and "3 + 2", where the first digits indicate the number of days in the workplace, and the second - at home. The same schemes also began to be used for lower-ranking leaders.

The main reason for the transition to a combined work model is the growth of labor efficiency, which is based on more convenient, attractive and flexible conditions for a person. Perhaps, in the emergence and development of this system there is “work in the future”, when the current idea of work, management, leadership, subordination will look dense and naive.

As you know, labor itself, its content and technologies, willy-nilly, have an impact on a person.

The use of "combined" work for poorly obedient people turned out not only in their favor, but inspired the idea of \u200b\u200b"well-obeying workers" about other possibilities and the need (due to the second part of the scheme or work at home) of greater independence, conscientiousness and responsibility.

On the other hand, the heads of departments where “combined” work is used and who themselves work according to the scheme, sooner or later began to understand that there are not only other labor technologies, but also manuals. After all, the meaning of managing a “working person” is not to constantly monitor him, keep him in a subordinate tension, but to create such conditions that contribute to the achievement of the necessary results. That is, the following formula works: do not manage totally subordinates in order to get the necessary results, but evaluate and manage according to the results in order to have a well-functioning management process.

In modern scientific literature, according to E. Komarov, there is a lot of idealism and romanticism about the so-called managerial relations. In practice, there is a completely different content of these relations.

When a person who is not inclined to obey is literally forced into a tougher “leader-subordinate” relationship, he, depending on the situation, tries to get away from these relationships in one way or another, because he values \u200b\u200bthe results, not the relationship. And, on the contrary, there are structures where relationships are of paramount importance, and the result of the work leaves much to be desired.

Thus, low-level management is a phenomenon of achieving high results with minimal guidance from professional workers. And no matter how hard the theoretical and practical sages of management put pressure on the traditional strengthening of the guiding principle, the factor of low leadership with weak or autonomous subordination plays a very important role in the results of work.

3. Leadership style example

3.1 Leadership style in management practice

The essential difference between managerial activity and other forms of human activity is the adoption of socially significant decisions affecting the interests of many people and responsibility for their correctness and effectiveness to the owner. The resolution of the contradiction between the general and particular characteristics of managerial activity, as well as the influence of the leader's personal qualities on the decision-making mechanism, is expressed by the concept of "management style". It is important to emphasize the integral nature of the decision-making process, which requires special personal qualities. In the style of management, both general, algorithmic operations, as well as single, unique ones, reflecting the individual characteristics of the manager's professionalism, are fixed. They characterize his behavior not in general, but typical, "stable, invariant in him, constantly manifested in various situations." Traditionally, researchers distinguish three classical management styles: authoritarian, democratic and liberal. Of course, the existing styles are only an outline of the many shades and specifics of managerial interaction.

When analyzing leadership styles, a number of authors find the most negative in the authoritarian leadership style. Authoritarianism underlies the vast majority of industrial conflicts due to the desire of the subject for autocracy. The autocrat's claim to be competent in all matters breeds chaos and, ultimately, negatively affects performance. The autocrat, by his willfulness, paralyzes the work of the collective on which he relies. He not only loses his best workers, but also creates a hostile atmosphere around him that threatens himself. Dissatisfied and offended subordinates can let him down and misinform him. Intimidated workers are not only unreliable, but also do not work with full dedication, the interests of the enterprise are alien to them, at the slightest opportunity they exercise the "right" to borrow the owner's property.

In the modern interpretation, the authoritarian style also has strengths: it makes it possible to quickly make decisions and mobilize employees for their implementation, and it allows you to stabilize the situation in conflict teams. This style can be effective in crisis situations, as well as in conditions of low professional level and low work motivation of employees. It is necessary in conditions of a low cultural level of the control object, weak managerial ties in extreme situations (accidents, man-made disasters, labor conflicts). A variant of the authoritarian management style is paternalistic. It involves treating subordinates as "children" and mediates their labor motivation through personal dependence on the leader. Service information is distributed from top to bottom, depending on the "favor" of the management, control of activities is carried out selectively, at the request and intuition of the head. Power is not delegated to anyone and is concentrated in the head, who is "king, god and military commander." This style of management is characteristic of a traditional society, and according to the author's observations, it is still widely used in Kazakhstan, especially in rural areas.

Recently, assessments of management styles among researchers have changed to a large extent. If liberal and authoritarian were not so long ago characterized mainly negatively, and democratic was considered the most positive, now it is understood that the optimal management style is one that brings more profit to the enterprise, ensures the stability of production, and the progressive nature of the development of the company. Increasing attention is paid to the subjective, psychological features of the manifestation of the manager's professional activity, his personal characteristics. The Russian psychologist R. Shakurov notes that each individual mental quality is not included in the composition of the style in its entirety, but only to the extent and form in which it is necessary for this activity. The forms and degree of manifestation of mental properties are regulated quite strictly, since managerial roles have an increased social significance. This does not change the general position that the effectiveness of the manager's decisions in a specific production situation depends, first of all, on objective external conditions and factors.

Since there are many views on management styles, in terms of results, it is necessary to strive for their synthesis. A good result can be achieved not only through the effective management of people, but also simply under the influence of chance.

From the point of view of many researchers, there is no universal, best management style. The non-linearity of the development of social events and the poor predictability of social relationships, especially for the medium and long term, require the manager to adequately assess the situation, creatively analyze objective limitations and subjective possibilities to overcome them, and predict the consequences of decision-making. In other words, the current situation requires the manager to put into practice the entire arsenal of managerial science, coupled with the conscious use of the strengths of the manager's personality. This approach is designated by us as an individual-situational style of management.

3.2 Leadership Style of the Chairman of the Economic Policy Committee

Each leader has his own individual style, the individuality of management styles is manifested, first of all, in the process of communication between the leader and subordinates. The leadership style of the Chairman of the Economic Policy Committee can be defined as democratic. Subordinates are given independence, in proportion to their qualifications and functions performed, they are widely involved in the preparation and decision-making. The committee encourages initiative and creative activity. The Chairman of the Economic Policy Committee treats employees with respect, he has a business-like level of communication, that is, communication on an equal footing, tries to help his subordinates in emerging issues, takes into account their opinion and advice.

However, in practice there is no leadership style in its pure form, therefore, for the Chairman of the Committee, the features of liberal and authoritarian management styles can be traced, depending on the situation. In relations with subordinates, one could see the features of a liberal style - the desire to help everyone, to please, influences subordinates often in the form of requests and by satisfying their needs.

In recent years, thanks to surveys of managers conducted abroad, it has been possible to identify a number of characteristics that are necessary for doing business in the field of business and management.

They are:

1) Breadth of views and a global approach - a characteristic that indicates the importance of a leader having a broad vision of problems that go beyond the tasks of the company. This feature of a manager involves overcoming a narrow, technocratic understanding of his tasks, forming his sense of responsibility not only for the economic, but also for the social, environmental, and moral consequences of his activities.

2) Long-term foresight - resists the modesty of some leaders, as they say, bury themselves in current problems and lose sight of the prospects for the development of the organization in a changing market environment, technological progress, the discovery of new energy sources, etc.

3) Decisiveness - firmness and courage in making decisions. A very important characteristic of any leader. Since the lack of determination, courage can lead to the fact that the decision will be made late or will not be taken at all, which can negatively affect the enterprise.

4) Hard work and continuous study is necessary due to the constant updating, replenishment of laws, regulations, with the release of any decrees, orders, resolutions of higher organizations.

5) The ability to clearly formulate goals is one of the ways to increase people's motivation to work. This quality is mainly the result of self-improvement of the leader.

6) Willingness to listen to the opinions of others, especially when those others are subordinates. At the same time, the demonstration by the leader of this quality in relation to any person, including a subordinate, means satisfaction of the important social need of the latter - the need for respect.

7) Impartiality, disinterestedness, loyalty. In the impartiality of the head lies an important resource for the effectiveness of the organization's personnel policy.

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. Such workers rely on a leader who professes a democratic style.

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

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

Theory Y

Work is as natural as play for a child.
A person can exercise self-management and self-control. Reward is the result associated with the achievement of a goal.
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. 10.

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 necessary working conditions.

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:

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

The effectiveness of the company's work largely depends on the internal organization, the adopted system of relationships and the clarity of the distribution of responsibilities of employees. All these factors are determined by the manager and his style of personnel management.

The style of personnel management refers to the nature of communication between the leader and subordinates, ways of distributing powers, responsibilities in the team. The same entrepreneur at different stages of business development may experience different management styles.

While many smaller companies may have only a handful of people, it's important for an entrepreneur to understand the different styles and adapt them to fit their business. But effective personnel management is not only communication with employees. It is also the ability to correctly distribute responsibilities, not to dump all the work on several subordinates due to a banal lack of hands. In a small business, where it is not possible to maintain a large staff, a convenient solution is to outsource some of the functions. For example, it is very convenient to entrust accounting and reporting to professional accountants and pay only for services actually rendered.

Basic styles of personnel management

In economic theories and management textbooks, a fairly large number of styles of personnel management are described. The main ones are authoritarian, democratic, liberal, business. Each system has its own advantages and disadvantages. Consider how styles and methods of personnel management are formed, change depending on the goals and stages of business development.

Liberal or family style of personnel management.

This style is based on the principle: one team - one family. How does it work in practice? Almost every novice businessman, organizing his first enterprise, gathers partners from a close circle of friends into a team - these are relatives, friends, former classmates or colleagues.

At the initial stage, such a company is united by a common desire to realize a common idea, earn money, resist circumstances and competitors. Since a novice entrepreneur has no experience in management and leadership, he introduces the only available knowledge and methods into management - building a team on the basis of equality of votes, an equal contribution of time and effort. The basic foundations of the family style of personnel management:

relaxed friendly style of relationships, the team is one family, all friends;
the atmosphere in the company is homely, friendly;
corporate culture – family values, comfort and coziness for everyone;
manager - a comrade with a small priority (gives a salary).

This atmosphere in the company continues until the first serious results are achieved and a solid profit is received. As the business develops, the tasks become more complicated, the number of projects increases, the first troubles begin - deadline failures, failure to fulfill obligations, problems at the external and internal levels. The usual everyday principle comes into force: we share the profit for everyone, we are one team, and troubles and losses are the problems of the owner or manager.

The result is the dismissal of friends and relatives, the recruitment of professionals, the introduction of a different management system.

Priorities	Staff
Manager's communication style	Friendly, trusting
	Transparency of personal relationships, teamwork
Making decisions	General approval
unifying idea	Family corporate culture, team spirit
	Average professional, high psychological
Employee initiative	Low or medium (no incentive)
Communicating Management Decisions	In the form of a request

Many Japanese companies serve as an example of the successful implementation of this system. But unlike start-up companies, they have a hierarchy:

manager, owner - father who cares about the company and subordinates;
the staff is united by common interests;
improvisation of employees is allowed;
the basis is trust and confidence in the future, an objective assessment and collective responsibility.

Conclusion: in most cases, the family style of personnel management works in cases where the company has long been formed, has established connections and strong market positions.

Authoritarian style of personnel management

This style is the exact opposite of the family system of government. The leadership position in the authoritarian style of personnel management is built on the principle of strict discipline and unquestioning obedience to the orders of the boss. The authoritarian system is characterized by:

rigid hierarchy;
result orientation;
clear distribution of responsibilities;
suppression of employee initiatives.

The main unifying idea with an authoritarian style of personnel management is to achieve maximum results, achieve high performance, overtake competitors. The advantages of the system include the rapid achievement of goals, the disadvantages are the difficult psychological climate in the team, the concentration of all management functions on the leader, and a high staff turnover.

Priorities	goal, result
Manager's communication style	Remote
	Closed
Making decisions	sole proprietorship
unifying idea	Having a common enemy (competitor)
Personnel qualification level	Low due to high turnover, the most talented leave
Employee initiative	Low, not encouraged
Communicating Management Decisions	In the form of an order

Conclusion: the authoritarian style of personnel management is justified and gives excellent results in crisis situations and in unstable conditions, when the main goal is to overcome difficulties and it is necessary to quickly achieve results.

Business style of personnel management

One of the most effective management styles that is used in most American companies. For a businessman who has already used the two previous systems, who has understood the shortcomings of a rigid vertical management system, the business style of personnel management is the next stage. With this management system, the level of professionalism of each employee and the general desire to make a profit come to the fore.

Main features:

focus on success and profit;
evaluation of the effectiveness of each employee;
career growth is proportional to the professionalism and initiative of the employee;
wages are distributed in accordance with the efficiency and usefulness of employees (depends on personal results).

The priorities of the business style of personnel management include increasing the contribution of each employee and a significant increase in profits through a clear system of interaction and encouragement of personal results. The disadvantage is rapid burnout, workaholism.

Priorities	Result, profit, development
Manager's communication style	Business cooperation without rigid framework
	Transparency of the business sphere, closeness of personal relationships
Making decisions	Sole or collegial according to circumstances
unifying idea	professionalism, profit
Skill level	High professional level, low psychological contact
Employee initiative	High, enthusiasm encouraged
Communicating Management Decisions	Form of business etiquette, dialogue

Conclusion: this system is effective for established companies that are actively growing and developing, covering new market segments.

Democratic style of personnel management

With a democratic management system, the leader acts as a coordinator of business processes, directs, delegates obligations and gently controls. This style comes to companies that have already achieved a high level of profitability, paying great attention to new developments in the field of business, technology or production. The main characteristic of this style is the collegial methods of personnel management:

a high degree of trust between the leader and subordinates;
decisions are made in the process of general discussion;
comfortable atmosphere, low staff turnover;
support for new ideas, initiatives of employees.

The main unifying idea of the democratic style is not only the value of the result, but the methods of achieving it. The advantages include - an ideal environment for professionals, the possibility of introducing new creative ideas. Cons - the slowness of the processes, due to lengthy discussions and the search for the most correct solutions.

Priorities	Result and methods to achieve it
Manager's communication style	Open, accessible, moderately friendly
	Openness and transparency of all processes
Making decisions	Collegial decision-making, frequent general meetings, meetings
unifying idea	Uniform principles of company development
Skill level	High qualification of employees in the professional and psychological sphere
Employee initiative	High and encouraged initiative
Communicating Management Decisions

Conclusion: the democratic style of personnel management is suitable for companies whose activities are related to modern technologies and research, where surplus value is created by creative and creative people.

The choice of the style of personnel management depends on many factors, mainly on the urgent tasks and problems. At different stages of development, one company and one leader can use different systems. By defining goals and methods for achieving them, management can implement mixed company management systems.

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