This does not apply to leadership styles. Planning, forecasting, design as types of management activities. Factors in shaping leadership styles

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

Management- the ability to influence individuals and groups to work towards achieving the organization's goals.

One of the most important characteristics of a leader’s activities is leadership style.

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

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

One of the most common leadership theories is leadership theory of K. Lewin(1938).

She identifies three leadership styles:

• authoritarian leadership style - characterized by rigidity, exactingness, unity of command, 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, transparency, orientation not only to results, but also to ways to achieve them;
• liberal leadership style - characterized by low demands, connivance, lack of discipline and exactingness, passivity of the leader and loss of control over subordinates, giving them complete freedom of action.

K. Lewin's research provided the basis for the search for a management style that can lead to high levels of satisfaction among 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 people-centered leadership, with all other types of leadership behaviors in between.

According to Likert theory, there are four leadership styles:

1. Exploitative-authoritarian: the leader has clear characteristics of an autocrat, does not trust his subordinates, rarely involves them in decision-making, and creates tasks himself. The main incentive is fear and the threat of punishment, rewards are random, interaction is based on mutual distrust. and are in conflict.
2. Paternalistic-authoritarian: The leader favorably allows subordinates to have limited participation in decision making. Reward is actual and punishment is potential, both of which are used to motivate workers. Informal organization is partly opposed to formal structure.
3. Advisory: The leader makes strategic decisions and, showing trust, delegates tactical decisions to subordinates. Limited inclusion of workers in the decision-making process is used for motivation. The informal organization differs only partially from the formal structure.
4. Democratic The leadership style is characterized by complete trust and is based on the widespread involvement of personnel in the management of the organization. The decision-making process is dispersed across all levels, although 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, based on team work organization, collegial management, and general control. According to R. Likert, the last approach is the most effective.

Choosing a management style

Management style- represents the manager’s manner of behavior towards subordinates, allowing him to influence them and force them to do what they want this moment need to.

Management styles develop under the influence of specific conditions and circumstances. In this regard, we can distinguish “one-dimensional” ones, i.e. conditioned by one factor, and “multidimensional”, i.e. leadership styles that take into account two or more circumstances when building the “manager-subordinate” relationship.

"One-Dimensional" Management Styles

Parameters of interaction between a manager and subordinates		Democratic style management	Liberal style management
Decision Making Techniques	Solve all issues single-handedly	When making decisions, consults with the team	Waits for instructions from management or gives initiative to subordinates
Method of communicating decisions to executors	Orders, disposes, commands	Offers, requests, approves proposals from subordinates	Asks, begs
Distribution of Responsibility	Completely in the hands of the leader	In accordance with authority	Completely in the hands of the performers
Attitude to initiative	Suppresses completely	Encourages, uses in the interests of the cause	Places initiative in the hands of subordinates
	Afraid of qualified workers, tries to get rid of them	Selects business, competent workers	Does not engage in personnel selection
Attitude to knowledge	Believes he knows everything himself	Constantly learns and demands the same from subordinates	Increases his knowledge and encourages this trait in his subordinates
Communication style	Strictly formal, uncommunicative, keeps distance	Friendly, loves to communicate, makes positive contacts	Afraid of communication, communicates with subordinates only on their initiative, we allow familiar communication
The nature of relationships with subordinates	In mood, uneven	Smooth, friendly, demanding	Soft, undemanding
Attitude to discipline	Rigid, formal	Supporter of reasonable discipline, carries out a differentiated approach to people	Soft, formal
Attitude towards moral influence on subordinates	Considers punishment to be the main method of stimulation, rewards selected people only on holidays	Constantly uses different stimuli	Uses rewards more often than punishment

The prerequisite for the establishment of various “one-dimensional” management styles was the theories “X” and “Y” of Douglas McGregor. 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 take responsibility and seek protection from the powerful. To force people to work, you need to use coercion, total control and the threat of punishment. However, according to McGregor, people are not like this by nature, but due to difficult living and working conditions, which began to change for the better only in the second half of the twentieth century. Under favorable conditions, a person becomes who 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 matter, moreover, they even strive for it. If they are involved in the goals of the company, they willingly participate in the process of self-government and self-control, as well as in creativity. And such communion is

a function not of coercion, but of reward associated with achieving set goals. A leader who professes a democratic style relies on such employees.

The characteristics of “one-dimensional” management styles were suggested by the domestic researcher E. Starobinsky.

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

In 1960, Douglas McGregor published his views on the bipolarity of opinions about how people should be managed. "Theory X" and "Theory Y", presented in the book "The Human Side of Enterprise", have gained widespread acceptance among managers.

Theory X

1. The person initially does not like to work and will avoid work.
2. A person must be coerced, controlled, and threatened with punishment 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-government and self-control. A reward is a result associated with achieving a goal.
3. The average person strives for responsibility.

Thus, two views of management are formed: the authoritarian view, which leads to direct regulation and tight control, and the democratic view, which supports the delegation of authority and responsibility.

Based on these theories, others have been developed, which represent various combinations 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 manager’s attitude towards production. The second line (vertical) determines the manager’s attitude towards a person (improving working conditions, taking into account desires, needs, etc.).

Let's look at the different leadership styles shown in Fig. 10.

Fig. 10. Leadership styles

• Type 1.1 - the manager does not care about anything, works so as not to be fired. This style is considered purely theoretical.
• Type 9.1 is a style of strict administration, in which the only goal for the manager is production results.
• 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 "management grid". With such a compromise, average labor results are achieved and there cannot be a sharp breakthrough forward. At the same time, this leadership style promotes stability and lack of conflict.
• Type 9.9 is considered the most effective. The manager tries to structure the work of his subordinates in such a way that they see in it opportunities for self-realization and confirmation of their own importance. Production goals are determined jointly with employees.

Situational Marketing Concepts

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, they began to look for the answer 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. It is fundamentally 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 reward, i.e. if they get some personal benefit from it. Mitchell and House's model includes four management styles:

If employees have a great need for self-esteem and belonging to a team, then the “style 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 for production. This is explained by the fact that subordinates, especially when nothing depends on them, wanting to complete a task as quickly as possible, prefer to be told what and how they need to do, and create necessary working conditions.

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

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

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 available information.
2. The manager informs his subordinates about the essence of the problem, listens to their opinions and makes decisions.
3. The manager presents the problem to his subordinates, summarizes the opinions expressed by them and, taking them into account, makes his own decision.
4. The manager and his subordinates discuss the problem, 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 one, regardless of who its author is.

“The word “style” is of Greek origin. Originally it meant a rod for writing on a wax board, and later it was used to mean “handwriting.” Hence, we can assume that leadership style is a kind of “handwriting” in the actions of a manager.”

“Leadership style can be considered as a particular form of style in general. The study of styles in psychology is relatively young, so there is no generally accepted definition of style (A.V. Libin, 1998). The most general definition style focuses on the way the individual interacts with the world - both objective and social. You can associate style with specific forms of life activity, and it will become an attribute of the individual in this specific activity. Libin defines style as a stable and integral pattern of individual personal manifestations of a person through the preferred form of interaction with the social and objective environment. Common to existing ideas about style is the emphasis on the stability and integrity of human behavior and activity in certain environmental conditions. Leadership and management is special forms professional activities that require adaptation of the socio-psychological properties of the subjects of these forms of activity. In this regard, the possibility of forming styles in professional management activities as stable and integral systems of personally determined methods of management and leadership is obvious.”

The emergence of the concept of “Leadership Style” and its study can be associated with the name of the German psychologist K. Levin. The name and number of leadership styles was varied, which is usually associated with the political processes that took place in the thirties and forties of the 20th century. “The classic experiment was carried out under the leadership of K. Levin (1938). A group of teenage children (boys 11-12 years old), under the guidance of adults, made masks from papier-mâché. The leaders of the three groups (adult leaders, not leaders spontaneously emerging from among children) demonstrated different style management, and the experimenters then compared the effectiveness of the three groups. It was this experiment that made it possible to identify three main management/leadership styles:

• · authoritarian (directive);
• · democratic (collegial);
• · permissive (permissive, liberal).”

Leadership style is the way a leader manages subordinates to achieve job satisfaction. Let's consider each style separately, highlighting their features:

Authoritarian (directive) leadership style. This style is characterized by high centralization of power, rigid dictatorship of the will, and the dominance of unity of command. Leader position-outside the group, he gives short, clear, businesslike orders, his tone is unfriendly, his voice is decisive. The actions of subordinates are strictly controlled; the manager does not give them the opportunity to show initiative.

The authoritarian style presupposes a large distance in education between the manager and the subordinate, as well as material motivation of employees. The interests of the business are placed significantly above the interests of people, harshness and rudeness prevail in communication, criticism of the manager is not acceptable, because only he knows the actual state of affairs in the team and the prospects for further development. All decisions are made individually, the opinions of subordinates are not taken into account. The manager maintains a distance in relations with subordinates and informs them only about those facts that they must know to perform their tasks. Predominant management methods are orders, punishments, remarks, reprimands, deprivation of various benefits.

In relation to this style, you can use the theory X Douglas McGregor, in which the manager uses directive, strict management methods, such as coercion and punishment as factors of labor motivation. It also limits the freedom and autonomy of subordinates. The latter, in turn, are average, lazy people and, as far as possible, shirking work, they are unambitious, afraid of any responsibility and themselves want to be led. Pressure from the manager is necessary to achieve the goals of the organization, strict management of subordinates and private control over them are inevitable.

The manager strives to simplify goals, break them down into smaller ones, and assign each subordinate a separate task, which makes it easy to control its implementation. The hierarchy in such organizations is, as a rule, very strict; information collection channels work clearly and quickly.

Authoritarian management style considered justified in a crisis situation (war, natural disaster, crisis situation in the company) when decisions need to be applied quickly. Strict dictatorship becomes necessary to guarantee the prompt implementation of decisions and their reliable control.

Democratic (collegial) leadership style characterized by the distribution of powers, responsibility and initiative between the manager and subordinates. Leader position-within the group, he always finds out the team’s opinion on important production issues and makes collegial decisions.

Supervisor deliberately decentralizes its power, does not impose his will and most often delegates his powers to subordinates as much as possible. Communication takes place in a friendly, polite, comradely tone, in the form of requests, advice and wishes. Only when necessary can the manager apply orders. Discipline in a team is based only on the consciousness of subordinates, and not on fear of superiors. All actions are not planned in advance, but are discussed in the team, since the leader is aware that he cannot know and foresee everything. His main function is coordination and unobtrusive control over the result of work; he includes subordinates in the decision-making process for which he is responsible. Self-control is allowed.

The manager informs in detail about the actual state of affairs, which must be known to carry out production tasks; in such an organization there is free access to information. Also, the leader is open and trusts his subordinates, for the benefit of the team he refuses individual privileges and encourages initiative.

In relation to this style you can use theory Y by Douglas McGregor, in which “work is a natural process, self-government and involvement in the tasks and goals of the organization allow you to creatively solve emerging problems together with management.” Employees take into account goals, have self-discipline and self-control. The goals of the enterprise are achieved in the shortest possible way through monetary incentives and providing opportunities individual development. With a favorable experience, employees are not afraid of responsibility.

Typically, a democratic management style is used when the performers are well versed in the work they are doing and can approach it creatively, from all sides, and introduce novelty.

Permissive (permissive, liberal) leadership style. This style is characterized by the lack of active participation of the manager in team management, thus leader position-away from the group. Workers are left to their own devices and have complete freedom to accept independent decisions by main production tasks. There is almost no praise or blame from the manager. “A management style that focuses on team building and maintaining human relationships is most appropriate in moderately favorable situations for the manager, where he does not have sufficient power to ensure the necessary level of cooperation with subordinates, but if relationships are good, people are generally inclined to do what required of them. Under these conditions, focusing on the organizational side of the matter can cause a conflict, as a result of which the already weak influence of the manager on his subordinates will fall even further. Focus on human relationships, on the contrary, can increase his influence and improve relations with subordinates.”

This leadership style is based on high conscientiousness and dedication. common cause, competence and responsibility for actions are transferred to employees, who make decisions, having previously agreed on them with the manager. With such delegation of powers, the employees’ own initiative is supported; the manager only creates the necessary organizational conditions for their work, which predetermine the final result, ensure necessary information, and he himself fades into the background. Thus, the manager plays the role of consultant and expert, evaluating the results obtained. The effectiveness of this style depends on the aspirations of subordinates, their high qualifications, dedication and fairness on the part of the manager in relation to evaluation results and remuneration. At the same time, rewards and punishments remain in the background compared to the internal satisfaction that subordinates receive from realizing their potential and creative capabilities.

This leadership style is justified if the team is composed of highly qualified specialists, and they perform creative or individual work.

“The art of management involves the flexible use of one or another leadership style, and the adoption by a leader of one of them should be associated with the group effectiveness of using a particular style.

In accordance with the most common characteristic in management science, the following leadership styles are distinguished: authoritarian (autocratic, directive), democratic (collegial), liberal (liberal-anarchic, permissive, neutral, permissive).

An authoritarian leadership style is characterized by centralization and concentration of power in the hands of one leader. He single-handedly decides all issues, determines the activities of his subordinates, without giving them the opportunity to take the initiative. Subordinates do only what is ordered; at the same time, the information they need is reduced to a minimum. The activities of subordinates are strictly controlled. An autocratic leader uses coercion-based or traditional power.

From a psychological point of view, an authoritarian management style is unfavorable. An autocratic manager has no interest in the employee as an individual. Due to the suppression of their initiative and creative manifestations, employees are passive. As a rule, the majority of them are not satisfied with their work and position in the team. With this leadership style, additional reasons appear that influence the emergence of an unfavorable psychological climate: “sycophants”, “scapegoats” appear, intrigues are created. All this causes increased psychological stress, which is harmful to the mental and physical health of people.

An authoritarian leadership style is appropriate and justified: 1) in situations requiring maximum and rapid mobilization of resources (in conditions emergency situations, accidents, combat operations, production during war, etc.); 2) in the first stages of creating a new team; 3) in teams with low level the consciousness of the members of this team; 4) in the army.

The democratic leadership style is characterized by decentralization of power. A democratic leader consults with his subordinates and consults with specialists involved in making decisions. Subordinates receive sufficient information to have an idea of ​​their job prospects. Employee initiative is stimulated. The manager delegates part of his authority to subordinates. When exercising control, it introduces elements of collective self-government. A democratic leader uses primarily reward-based power and reference power (the power of example).

From a psychological point of view, the democratic management style is the most favorable. A democratic leader shows interest and provides friendly attention to employees, takes into account their interests, needs, and characteristics. This has a positive effect on the results of work, initiative, activity of employees, their satisfaction with their work and position in the team. A favorable psychological climate and team cohesion have a positive effect on mental and physical health employees. However, with all positive characteristics democratic management style, its implementation is possible only with high intellectual, organizational, psychological and communication abilities.

It is advisable to use a democratic leadership style in production teams, regardless of industry and type of products (services) produced. Most effective This leadership style is achieved in established teams with microgroups and informal leaders.

The liberal leadership style is characterized by minimal interference from the leader in the activities of the group. A liberal manager does not take an active part in the production activities of his subordinates. He sets tasks for them, indicates the main directions of work, provides them with the necessary resources and gives employees independence in achieving final results. His role comes down to the functions of a consultant, coordinator, organizer, supplier, controller. A liberal leader tries to use power based on rewards, expert power, or reference power.

From a psychological point of view, the liberal leadership style can be viewed from two sides, depending on which team the liberal leader is at the head of. This style gives positive results if the team consists of highly qualified specialists with great creative abilities independent work, disciplined and responsible. It can also be used in the form individual approach to the employee.

The most successful liberal leader manages a team that has energetic and knowledgeable assistants (deputies) who can take on the functions of a leader. In this case, the team is practically led by deputies and decisions are made, and they also resolve conflict situations.

With a liberal leadership style, a strong informal leader can also take over. In this case, the liberal leader must identify the leader’s “platform” and skillfully influence him in order to prevent anarchy, weakening of discipline and the emergence of an unfavorable socio-psychological climate. The most effective liberal style of management is in scientific and creative teams consisting of recognized authorities, talented, gifted people in specific fields of science, technology, culture and art.

If the team has not “grown up” to the liberal style of management, but is still headed by a liberal leader, then such a style turns into a liberal-anarchist (permissive) one. At the same time, “maximum democracy” and “minimum control” lead to the fact that: 1) some employees do not consider it necessary to implement the decisions made; 2) the lack of control on the part of management leaves the work of subordinates to chance; 3) work results are reduced due to lack of control and systematic evaluation; 4) people are not satisfied with their work and their leader. As a result, all this negatively affects the psychological climate in the team.

In some teams, a liberal leader is commanded by his subordinates, and he is considered a “good person” among them. However, this continues until a conflict situation arises. In this case, dissatisfied subordinates become disobedient: the liberal style turns into a permissive one, which leads to conflicts, disorganization and deterioration of labor discipline.

The above description of leadership styles does not exhaust the variety of forms of interaction between managers and subordinates.

In this rapidly changing world, a situational management style is used, which flexibly takes into account the level of psychological development of the team of subordinates.

In addition to the situational management style, the innovative-analytical style is popular and effective (especially in successful Japanese companies), which can ensure organizational survival in conditions of intense market competition. It has:
generating a large number of ideas;
the ability to logically analyze the feasibility and prospects of these ideas;
energy, innovation, sensitivity to new ideas and information;
tolerance for failure;
ability to work with people.

According to the majority of foreign management experts, an effective management style is a participatory (participatory) management style, which is characterized by the following features:
regular meetings between the manager and subordinates;
openness in relations between the manager and subordinates;
involvement of subordinates in the development and adoption of organizational decisions;
delegation (transfer) by the manager of a number of powers and rights to subordinates;
participation of ordinary workers in both planning and implementation organizational changes;
creation of special groups with the right to make independent decisions (for example, “quality control groups”);
providing the employee with the opportunity to autonomously (separately from other members of the organization) develop problems and new ideas.

Participative leadership style is most effective when used in scientific organizations, innovative firms, in high-tech industries under conditions if:
1) the manager has a high educational and creative level, knows how to appreciate and use the creative suggestions of subordinates; self-assured;
2) subordinates have a high level of knowledge and skills, the need for creativity, independence and personal growth, interest in work;
3) the goals and objectives facing the organization’s employees require multiple solutions, require theoretical analysis and high professional performance, hard effort and a creative approach.

Thus, considering leadership styles in their entirety, we can conclude that they act as opposites: autocratic-democratic, participative; innovative-analytical - liberal.

An effective person, when choosing a management style, must keep in mind the following circumstances:
- know yourself;
- understand the situation;
- evaluate the chosen management style adequately to the situation and level of subordinates;
- take into account the needs of the group;
- take into account the needs of the situation;
- take into account the needs of subordinates.

Ministry of Education and Science Russian Federation

"Volgograd State Technical University»

Faculty of Engineering Personnel Training

Department of Management, Marketing and Production Organization

Test

on the course "Management"

Performed:

student of group MMZ 452

Alivinskaya Z.Kh.

Record number: 207271

Checked by: Assoc. Ostapenko T.P.

Volgograd, 2012

style leadership management group conflict

Introduction

Leadership style

Group management

Conflict Management

Conclusion

Bibliography

Introduction

In practice, power is realized in the process of leadership, that is, the activity of managing the joint work of people, their behavior, ensuring the achievement of the organization’s goals. Therefore, this chapter highlights approaches to personnel management and the main types of leadership style, as well as the main views of modern Western specialists on this problem.

The ability to lead is an innate human quality that can only be developed throughout life by acquiring necessary knowledge, skills and rethinking personal experience.

Successful leadership requires taking into account the constantly changing conditions of life and activity of people, the degree of their awareness of themselves as individuals, their level of education, awareness, etc. The alloy of these circumstances forms the basis of what is commonly called an approach to leadership. The latter is understood as a set of principles for treating and managing employees that is currently recognized by society. Until the last quarter of the 20th century, most organizations practiced technocratic approachto leading people. Within its framework, three periods can be roughly distinguished.

Early technocratism proceeded from the fact that man is an appendage of the machine. Therefore, first of all, it was recommended to improve technology and pay less attention pay attention to employees. This resulted in the cruelest exploitation of the physical and spiritual abilities of people (the working day reached 16 and even 18 hours a day; children from 4-5 years old were involved in work; operations were simplified to the extreme and previously highly qualified craftsmen were deskilled).

Classical technocratism recognized man in production as equal in importance to the machine. This made it possible to rationalize labor operations, taking into account the characteristics and capabilities of the body (anthropological, biomechanical, etc.), and take measures to improve working conditions. However, here the individual was completely ignored.

Humanistic technocracy presupposed an appeal to man as such, but impersonal (without taking into account the individual characteristics and interests of each). This gave rise to mental overload, reluctance to conscientiously fulfill their duties, irresponsibility and, in general, ineffective use of employees’ capabilities.

At the end of the 20th century, it became increasingly important for people to work with maximum efficiency, receive satisfaction from their activities, relationships in the team, and most importantly - to develop and improve themselves.

The listed approaches to managing people are concretely embodied in their respective styles. Leadership style can be understood as a set of specific ways in which the interaction between managers and subordinates occurs.

The relevance of this issue in modern conditions obvious. The management style of a manager with his subordinates largely determines the success of the organization and the dynamics of the company's development. The motivation of employees, their attitude towards work, relationships and much more depend on the leadership style. Thus, this area of ​​management has great value in management.

1. Leadership style

Leadership style- a method, a system of methods of influence of a leader on subordinates. One of the most important factors efficient work organization, full realization of the potential capabilities of people and teams. Most researchers identify the following leadership styles:

Democratic style (collegial);

Liberal style (permissive or anarchic).

Directive management stylecharacterized by high centralization of leadership and dominance of unity of command. The manager demands that all matters be reported to him, and makes decisions alone or cancels them. He does not listen to the opinion of the team; he decides everything for the team himself. The predominant management methods are orders, punishments, remarks, reprimands, and deprivation of various benefits. Control is very strict, detailed, depriving subordinates of initiative. The interests of the business are placed significantly above the interests of people, harshness and rudeness predominate in communication. An authoritarian leadership style has a negative impact on the moral and psychological climate and leads to a significant decrease in the initiative, self-control and responsibility of employees

Democratic management stylecharacterized by the distribution of powers, initiative and responsibility between the manager and deputies, the manager and subordinates. A leader of a democratic style always finds out the team’s opinion on important production issues and makes collegial decisions. Team members are informed regularly and in a timely manner on issues that are important to them. Communication with subordinates takes place in the form of requests, wishes, recommendations, advice, rewards for high-quality and efficient work, in a friendly and polite manner; orders are applied as necessary. The leader stimulates a favorable psychological climate in the team and defends the interests of subordinates.

Liberal management stylecharacterized by the lack of active participation of the manager in team management. Such a leader “goes with the flow,” waits or requires instructions from above, or falls under the influence of the team. He prefers not to take risks, “keep his head down,” avoids resolving urgent conflicts, and strives to reduce his personal responsibility. He lets his work take its course and rarely controls it. This leadership style is preferable in creative teams where employees are independent and creative.

There are no “bad” or “good” management styles. The specific situation, type of activity, personal characteristics of subordinates and other factors determine optimal ratio each style and the predominant leadership style. Studying the practice of managing organizations shows that in work effective leader Each of the three leadership styles is present to varying degrees.

Contrary to popular stereotypes, the prevailing leadership style is largely independent of gender. (There is a misconception that female managers are softer and focused primarily on maintaining good relationships with business partners, while male managers are more aggressive and results-oriented). The reasons for the separation of leadership styles may be more likely to be personality traits and temperament, rather than gender characteristics. Successful top managers - both men and women - do not follow only one style. As a rule, they intuitively or quite consciously combine different leadership strategies.

Styles can be classified by different criteria:

Criterion for the participation of performers in management.

Three styles are most clearly distinguished here:

involved (employees participate to one degree or another in decision making),

autonomous (the manager plays a restraining role - employees decide for themselves, usually by majority):

dictatorial style (the manager decides everything himself, employees perform under threat of sanctions),

autocratic (the manager has an extensive apparatus of power at his disposal),

supportive (the manager uses his unique personal qualities and enjoys high authority, therefore employees follow his decisions).

The complicit style also has options:

communication style (the manager finds it difficult to make a decision and informs the employees, the latter ask questions, express their opinions, but, in the end, must follow the manager’s instructions),

consultative management style (the same, but decisions are made jointly in a consultative manner),

joint decision (the manager puts forward a problem, indicates limitations, employees make the decision themselves, the manager retains the right of veto).

Classification of management styles according to the primary criterion of management functions:

management through innovation (development of innovation as a leadership task).

management by setting goals (At each hierarchical level, goals are set, there is freedom in the method of achieving it, limited by estimates and control).

Advantages: freedom of implementation, implementation of personal goals, responsibility for the result.

Disadvantages: rigid planning system, intensive control, lack of employee ownership, control costs.

management through goal agreement (This is a mixed form of management through goal setting and employee involvement. Employees take part in setting goals).

Advantages: agreement on goals is the best condition for achieving them, freedom in implementation, focus on the goal and not on the method, implementation of personal goals in work, general control, responsibility, ownership.

Disadvantages: rigid planning system, time-consuming approvals, contradictions with the hierarchical system, intensification of control.

control through decision rules.

management through motivation.

management through coordination.

management only in exceptional cases (the manager leaves decisions related to the implementation of tasks to the employees. Intervention occurs in exceptional cases - particularly critical situations, ignoring the possibility of a solution, deviations from given goals).

A criterion for employee or task orientation.

Five typical leadership styles:

Style 1.1 (weak management) - no pressure on employees, no concern for them, and little concern for solving management problems. The useful return is small.

Style 9.1 (task-based management) - employees are treated like executives, can be achieved high efficiency, but human relationships suffer.

Style 1.9 (club management) - a friendly atmosphere prevails, but problem solving is neglected.

Style 5.5 (middle path management) - a compromise is achieved between job requirements and employee interests, average labor productivity.

Style 9.9 (strong control) is the ideal style.

The success of a management style can be measured by its impact on profits and costs. When assessing, you must also use criteria related to tasks:

for product development,

organizations,

personnel management (duration of absence, job satisfaction, readiness to change jobs, self-esteem, creative qualities, initiative, readiness to learn).

Finally, the use of management styles has certain limitations (legal, ethical, entrepreneurial values). The effectiveness of management styles cannot be assessed outside of specific situations. The following should be taken into account:

personal qualities (ideas about values, self-awareness, basic position, attitude to risk, the role of personal motives, authority, production and creative potential, level of education),

dependence on the upcoming tasks (whether they contain creative or innovative elements, the degree of formulation, the presence of experience in solving them, whether they are solved according to plan or as sudden ones, whether they must be performed individually or in a group, deadline pressure),

organizational conditions (degree of rigidity organizational structure, centralized and decentralized problem solving, number of decision-making instances, clarity of information and communication paths, degree of control),

conditions environment(degree of stability, conditions of material support, social security, prevailing social values ​​and structures).

Our organization is dominated by a directive management style. This style of behavior is not always effective. For example, in situations where the boss does not calculate the strength of his subordinates, as a result of which it is not possible to produce the required amount of goods by the appointed deadline.

Assessing leadership styles using Blake and Mouton's Management Grid

Caring for productionAttention to peopleYou55Your boss97Your boss's boss98How many points do you think your colleagues will give you? 5 5Where do you think your boss would place himself in this grid?99

The “Managerial Grid” of leadership styles shows that the management of our enterprise is more concerned about taking care of production and is least concerned about attention to people.

If, for example, our boss suddenly changes his style to a liberal management style, this will have a bad effect on the behavior of his subordinates and the results of the enterprise. From my point of view, the most effective management style for our enterprise will be democratic. Because with this style, the manager listens to the opinions of his subordinates, and this will have a beneficial effect on the quality and quantity of products produced. A favorable psychological climate will develop in the team.

2. Group management

Group- two or more persons who interact with each other in such a way that each person influences the others and is simultaneously influenced by influence of other persons.

Based on the definition, we can assume that an organization of any size consists of several groups. Management creates groups of its own free will when it divides labor horizontally (divisions) and vertically (levels of management). In each of the many departments of a large organization, there may be a dozen levels of management. For example, production at a factory can be divided into smaller units - machining, painting, assembly. These productions, in turn, can be divided further. For example, production personnel involved in machining can be divided into 3 different teams of 10 - 16 people, including a foreman. Thus, a large organization may consist of literally hundreds or even thousands of small groups.

These groups, created at the will of management to organize the production process, are called formal groups. However small they may be, they are formal organizations whose primary function in relation to the organization as a whole is to perform specific tasks and achieve certain, specific goals.

There are three main types of formal groups in an organization:

leadership groups;

production groups;

committees.

The command (subordinate) group of a leader consists of a leader and his immediate subordinates, who, in turn, can also be leaders. The company president and senior vice presidents are a typical team group. Another example of a command subordinate group is the aircraft commander, co-pilot and flight engineer.

The second type of formal group is a working (target) group. It usually consists of individuals working together on the same task. Although they have a common leader, these groups differ from a command group in that they have significantly more autonomy in planning and executing their work. Working (target) groups are included in such well-known companies as Hewlett-Packard, Motorola, Texas Instruments and General Motors. More than two-thirds of Texas Instruments' 89,000-plus employees are members of task forces. For increasing the overall efficiency of the company, they can receive a 15 percent bonus to their budget.

In this company, management believes that task forces break down barriers of mistrust between managers and workers. In addition, by giving workers the opportunity to think about and solve their own production problems, they can meet the needs of higher-level workers.

The third type of formal group, the committee, will be discussed below.

All team and working groups, as well as committees, must work effectively - as a single, well-coordinated team. There is no longer any need to prove that effective management of every formal group within an organization is critical. These interdependent groups are the blocks that form the organization as a system.

The organization as a whole will be able to effectively fulfill its global objectives only if the tasks of each of its structural divisions are defined in such a way as to support each other's activities.

In addition, the group as a whole influences the behavior of the individual. Thus, the better the leader understands what the group is and the factors of its effectiveness, and the better he masters the art of effective management group, the more likely it is that he will be able to increase the productivity of this unit and the organization as a whole.

Characteristics of groups

Critical factors for group effectivenessSatisfactoryUnsatisfactoryWhat needs to be done Group nameWorking (target) group Goal(s)High labor productivity Group data: Group:Number Characteristics of group members Personal goals and roles Stages of development Task:Nature of the task Importance of the task Clarity of the task Environment:Norms and Expectations Leadership Positions Relationships with Other Groups Physical Location + + + + + + + + + + + Influential FactorsLeadership style Processes and procedures Task functions Support functions Interaction model Motivation + + + + + +It is necessary to change the leadership style from directive to democratic management style. 3. Conflict management

Conflict is one of the most common forms of organizational interaction and other relationships between people. It is estimated that conflicts and worries of staff occupy about 15% of their working time. Managers spend even more time resolving and managing conflicts—in some organizations, up to half of their working time.

There are two theoretical approaches to the concept of conflict:

Conflict is a collision, contradiction, struggle, opposition (of personalities, forces, interests, positions, views). Accordingly, a social conflict is an attempt to achieve reward by subordinating, imposing one’s will, removing or even destroying an opponent seeking to achieve the same reward. Conflict differs from competition in its clear direction, the presence of incidents, and the tough conduct of the struggle. Thus, proponents of this approach describe conflict as a negative phenomenon. Most of the works on the technology of working in conflict within the framework of this approach provide recommendations for manipulation, which is called “conflict management”, “managing a conflict situation”. The main goal such management is the elimination of conflict with maximum benefit for myself.

Conflict is a system of relations, a process of development and interaction, determined by the differences of the subjects participating in it (in terms of interests, values, activities). Proponents of this approach consider conflict a natural condition for the existence of interacting people, an instrument for the development of an organization, any community, although it has destructive consequences, but in general and over a long period of time is not as destructive as the consequences of eliminating conflicts, their information and social blockade.

Conflict in an organization is an open form of existence of contradictions of interests that arise in the process of interaction between people when resolving issues of production and personal nature; This is a clash of oppositely directed actions of the participants in the conflict, caused by a divergence of interests, norms of behavior and value orientations. They arise due to the discrepancy between formal organizational principles and the real behavior of team members. This mismatch occurs:

) when an employee does not comply, ignores the requirements presented to him by the organization. For example, absenteeism, violations of labor and performance discipline, poor performance of one’s duties, etc.;

) when the requirements placed on the employee are contradictory and vague. For example, low quality job descriptions or ill-considered distribution job responsibilities may lead to conflict;

) when there are official, functional responsibilities, but their very implementation involves participants in the labor process in a conflict situation. For example, performing the functions of an auditor of standardization assessments and control.

When classifying organizational conflicts, researchers (S.S. Frolov and others) usually distinguish intrapersonal, interpersonal and social conflicts.

Intrapersonal (psychological) conflict affects only the structure of consciousness of the individual (member of the organization) and the human psyche. Therefore, this type of conflict cannot be considered a social conflict in its pure form. Personal conflicts cannot directly affect the processes occurring in the organization, however, if they spread and cover various levels of management in the organization, serious Negative consequences up to the failure of the organization to fulfill its tasks and even its collapse. In addition, personality conflicts serve as the basis for interpersonal and social conflicts. Among intrapersonal or psychological conflicts, the most common are role and motivational conflicts.

Role conflicts. They are based on the difficulties of a member of the organization in fulfilling his role, inconsistency with the expectations for a member of the organization occupying a certain status in the organization. The initiator of the conflict can be either an ordinary performer whose work causes irritation and protest (which leads to an unsatisfactory assessment of his activities by the management of the organization or division), or a manager who cannot or does not want to meet role requirements or does not comply with regulatory instructions or prohibitions. The causes of role conflicts in organizations can be the following:

insufficient, weak role training;

dissatisfaction with the existing status (for example, the employee believes that he is worthy of a higher position);

unpleasant moments that accompany the employee’s performance of his role (monotonous, nervous, dirty work);

presentation of conflicting requirements for work results, which causes uncertainty in role expectations;

duality in fulfilling social roles (or double standards of activity);

excessive demands from the employee’s point of view;

incompatibility of role requirements with the needs, attitudes and values ​​of the employee.

Motivational conflicts. The basis of such personal conflicts is the insufficient or incorrect motivation of the individual in the organization, as well as dissatisfaction with work, working conditions, lack of self-confidence, etc. This conflict can be intrapersonal if the individual does not identify the cause of dissatisfaction with the actions of specific social objects in his environment.

Interpersonal (socio-psychological) conflict is the most common form of conflict in organizations. As a rule, this is a struggle for limited resources: material resources, place of work, labor, project approval, etc. Interpersonal conflict can also manifest itself in a clash of different types of character and temperament.

Interpersonal conflict has two types depending on the breadth of the area of ​​disagreement:

) conflict involves two or more members of an organization, each of whom does not represent the group, i.e. groups are not involved in the conflict. This is the most common type of conflict (called “face-to-face”), which can arise for reasons both related to organizational activities and not related to the production process.

) the conflict affects the individual employee and the social group. Such a conflict begins with negative relationships between individuals, and the group represents one of the parties in the conflict interaction. The conflict will be truly interpersonal if the employee (as the conflicting party) believes that he has entered into a conflict interaction not with the group, but with individual members. Thus, organizational units and social groups set standards of behavior and scope of work for themselves, and each employee must comply with them in order to organically enter informal groups, thereby satisfying their needs. However, if the group's expectations are in conflict with the individual worker's expectations, conflict may arise. In particular, if someone wants to earn more by working more or overachieving, or someone wants to work less than others, then in both cases the group will take action social control and pressure against both “excessive” zeal and a sharp reduction in labor intensity.

A conflict is possible between an individual member of an organization and a social group if he occupies a position that differs in a number of parameters from the position of the group. For example, at a meeting of department heads, the issue of increasing sales is discussed. Most believe that this can be achieved by lowering the price. But the head of one of the organization's divisions is firmly convinced that such tactics can lead to a decrease in profits and create the impression in the market that the product produced by the organization is of lower quality than that of competitors. In this case, interpersonal conflict is possible between him and other managers.

Interpersonal conflict may arise due to the manager's job responsibilities when it is necessary to ensure adequate performance and comply with the rules and procedures inherent in the organization. If at the same time the leader makes tough decisions that are not popular among subordinates, the group may oppose the leader’s decisions.

The following types of interpersonal conflicts are distinguished:

Conflicts as an aggressive reaction to the blockade of needs to achieve significant goals labor activity. For example, a solution to a production problem that is incorrect from the employee’s point of view, a struggle between managers for scarce resources, unfair remuneration on the part of the manager, etc. All these conflicts concern only the sphere of labor relations.

Conflicts as an aggressive reaction to the blockade of personal needs directly related to production activities. Conflicts of this type include conflicts due to the “unfair” distribution of tasks between employees applying for a certain position when there is one vacancy, etc.

Conflicts related to monitoring compliance with group or organizational cultural norms arise when an employee takes a position that differs from that of the group; follows normative patterns that differ from group normative patterns; does not fulfill regulatory requirements, related to his status in the organization, etc.

Personal conflicts associated with the incompatibility of values, attitudes, orientations of individual members of the organization, not directly related to the production process in the organization.

The reason is the primary impetus for the development of the conflict. The cause of the conflict is constantly referred to by its participants, and from this point of view, it represents, as it were, a justification for the own actions of the members of the organization involved in the conflict, and at the same time, a source of constant feeding of the conflict situation with emotional energy (S.S. Frolov).

Participants in a conflict almost always perceive its causes emotionally and experience a feeling of injustice, resentment, and dissatisfaction (this does not mean that the conflict itself will be emotional or irrational). The emotional connotation determines the unpredictability of the course of even a rational conflict and often does not allow us to comprehend and eliminate its causes.

In the occurrence of conflicts, two sides can be distinguished - objective and subjective. The objective principle in the emergence of conflicts is associated with the complex, contradictory situation in which people find themselves. Poor working conditions, unclear division of functions and responsibilities - these types of problems are considered potentially conflict-prone, i.e. Objectively, they are the ground on which tense situations easily arise. If people are placed in such conditions, then regardless of their mood, characters, relationships established in the team and our calls for mutual understanding and restraint, the likelihood of conflicts arising is quite high. Not rare specific situations create some kind of obstacles to the satisfaction of our aspirations and desires. We put up with many of them, considering them natural and inevitable. The problem begins when these obstacles cause us to protest: the decision made seems wrong, the behavior of one of our colleagues is unacceptable, the assessment of our work is incorrect, etc.

The beginning of a conflict is due to the fact that a person tries to prove his point of view, gives arguments in favor of his position, persuading his opponent. Who is this opponent? A specific person or - less often - a group of people protesting: a leader who made the corresponding decision, an employee who let his comrades down, and so on. The opponent may also be a person on whom the person entering the conflict places responsibility for the situation that has arisen, although the extent of his “guilt” is problematic.

The reasons that influence the occurrence of conflict situations in organizations can be:

Distribution of material goods and resources Even in the largest organizations, resources are always limited. Management must decide how to allocate materials, human resources, and finances among various groups to most effectively achieve the organization's goals.

Distribution of social benefits, expressed in prestige, in assessing the importance of a person or social organization, in social support.

H. Difference or overlap of interests of members of the organization. In this case, interest is considered as an updated motive that arises in an individual employee or social group. The actualization of the motive occurs as a result of the emergence of real needs. For example, employees of one department of an organization expect to be rewarded for developing a promising project; at the same time, employees of another department of the organization also expect to receive significant rewards if their project is accepted into production. The clash of different interests leads to a blockade of the needs of one of the departments, competition between them, and in the event of aggression - to conflict.

Various shapes economic and social inequality. It should be said that the very unequal distribution of values ​​(rewards, information, power, recognition, prestige, etc.) between individual members of the organization, groups and divisions only serves as the basis for conflict. The most important point that provokes the emergence and development of a conflict situation for reasons of inequality should be considered the awareness by members of the organization of the injustice of the distribution of remuneration and the prevailing social relations(primarily relations of power - subordination). Often, even complete inequality in the distribution of rewards (for example, when managers receive wages several times more than subordinates and enjoy benefits not available to subordinates), as well as in the case of virtually arbitrary power in relation to subordinates, members of the organization consider this state of affairs quite Naturally, they are not aware of the blocking of their most important needs, and a conflict situation is not created.

Task interdependence. The potential for conflict exists whenever one person or group is dependent on another person or group to complete a task. For example, the head of a production department can explain low productivity their subordinates due to the inability of the repair service to repair equipment quickly enough. The maintenance manager may blame the HR department for not hiring the new workers the workers needed.

Differences in ideas and values. Individual and group values ​​may have different meanings for organizational members. Thus, some employees consider interesting and meaningful work valuable, while others are focused only on receiving rewards in any way. It is obvious that differences in value orientations during joint activities can lead to conflict.

There are incompatible value orientations, the owners of which almost always experience tension, are potentially aggressive, and are a potential source of social conflict in the organization. Such incompatible orientations include a focus on freedom of behavior in carrying out one’s activities and strict, comprehensive control; orientation towards using one’s own strengths and towards outside help and intervention, etc.

Differences in behavior and life experiences. Differences in life experiences, values, education, experience, age and social characteristics reduce the degree of mutual understanding and cooperation between representatives of different departments.

Poor communications. Poor communication is both a cause and a consequence of conflict. It can act as a catalyst for conflict, preventing individuals or groups from understanding the situation from others' perspectives.

Conflicts can be of both rational and emotional nature. Depending on this, conflict management is distinguished based on:

targeted impact on the causes and conditions of the conflict;

changes in the attitudes and value orientations of rivals.

Organizational methods of conflict management are characterized by the targeted influence of management bodies on organizational units and individuals, with the main focus being on changing the structure, connections or technology of these units. The purpose of such influences is to weaken conflict interactions or localize the conflict, and often completely extinguish the conflict (for example, with a transition to cooperation). An important point When choosing a specific organizational method for resolving a conflict, it is necessary to take into account the nature of the conflict (rational or emotional) and its causes. The main organizational methods of conflict resolution are the following:

The formation of subgroups within conflicting parties when structural subdivision is purposefully divided into a number of autonomous entities with different but overlapping goals. The meaning of this technique is to reduce the cohesion of one of the parties to the conflict. With the successful formation of subgroups, the members of each of them will identify themselves only with their own subgroup, and perceive themselves as members of the subgroup, separated from other subgroups. Ultimately, this leads to a weakening of the sense of purpose in conflict interactions and a reduction in the degree of participation of subgroup members in the conflict. This method of conflict management is often used to reduce the intensity of the conflict between the administration and subordinates.

The introduction of independent control elements when commissions are created to resolve controversial issues, expert councils or independent groups that are designed to communicate between warring parties, inclining them towards reconciliation. Depending on the characteristics of the conflict situation (the nature of the causes, severity or duration), such management may pursue the following goals:

delaying time to pass the critical point of the conflict, after which a more effective influence on rivals is possible;

searching for a compromise based on negotiations between members of an independent group and all parties to the conflict.

Replacing leaders or managers separate groups, divisions. The absence of a leader organizing conflict interactions, as a rule, leads to a breakdown in coordination of actions in relation to the opponent. At the same time, ordinary members of the group have a desire to eliminate the emerging uncertainty in their own actions by either leaving a conflict situation or searching for a new leader capable of defending the interests of the group. This phenomenon can become the basis for effective management influence on the behavior of organization members.

Movement of members of an organization from one structural unit to another. This purely organizational method consists of replacing the most active members of conflicting groups. Here it is important to take into account the spatial principle of movement, i.e. Often it is enough to divide the members of the conflicting parties on a territorial basis in order to reduce the intensity of conflict interactions or to extinguish the conflict altogether.

Changes in the content of work. Using this method there is a switching of interests from conflict to performing work, achieving goals when completing tasks. Of course, in this way it is very rarely possible to extinguish the conflict, but a weakening of its intensity is achieved, passing the critical point of the conflict.

Like any other company, conflicts occur in our organization. For example, consider two specific conflict situations.

The first is an interpersonal conflict that occurred between two of my colleagues. He wore personal character, it happened due to the incompatibility of characters between them. The conflict was of an aggressive nature (mutual hostility). To resolve this conflict, it is necessary to distribute them to different types of work, in different offices. Since they will not work together, then work time there will be no conflicts between them.

The second, intrapersonal conflict, refers to role conflicts, it occurred between my colleague and my boss. The boss was dissatisfied with her work. In order to resolve this conflict, the employee needs to cope with her job, or she needs to find a replacement for this employee.

Study of the degree of conflict

1Eager to argue76 54321Avoids argument2Accompanies his arguments in a tone that does not tolerate objection76 54321Accompanies his arguments in an apologetic tone3 Believes that he will achieve his goal if he zealously objects76 54321 Believes that he will lose if he vehemently objects4 Does not pay attention to the fact that others do not understand the arguments7 654321Regrets if he sees that others do not understand the arguments5Controversial issues are condemned in the presence of opponents7654 321Discusses controversial issues in the absence of opponents6Does not get embarrassed if he finds himself in a tense situation76543 21Feels awkward in a tense environment7 Believes that in a dispute you need to show your character76 54321 Believes that there is no need to demonstrate one’s emotions in a dispute8 Does not concede in disputes76 54321Infers in disputes9Believes that people easily get out of conflict76543 21Believes that people have difficulty getting out of a conflict10If it explodes, he believes that it is impossible to do without it765 4321If he explodes, he soon feels guilty

Data evaluation:

my answers ) - 32 points were scored, chart No. 1.

Test results, my degree of conflict ( colleague's answers ) - 40 points were scored, chart No. 2.

Conclusion: I scored average for the degree of conflict, based on this, we can conclude that I am not prone to conflicts.

Schedule No. 1.

Schedule No. 2.

Conclusion

The company's use of group structuring in its activities generally gives a positive effect. It is necessary to achieve a state of the system in which the group would move in the direction determined by the goals of the company. When implementing operational management in a group, it is always necessary to take into account the composition of the team and the personal capabilities of each person. Forecasting the situation and preventing possible conflicts, as well as creating an adequate system of motivation and delegation, using informal communication channels and information received through them - all these are the primary tasks of a manager who wants the group under his control to achieve maximum efficiency. The life of a group is a dynamic process, and tracking changes and metamorphoses will also increase productivity or minimize the degree of conflict. Team members should not adapt to one person, but must have the ability for constructive dialogue and reasonable compromise.

It is very important to take into account the psychological and socio-psychological aspects in the life of the group, the group social roles performed by one or another team member.

Bibliography

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Organization management: Textbook / ed. A.P. Porshneva, Z.P. Rumyantseva, N. Solomatina. - M.: Infra-M, 2000

Rozanova V.A. Psychological foundations entrepreneurial activity managers. //Personnel Management. - 1998. -№11.

Skripnik K.D. Kutasova T.L. Once again about the qualities of a leader. //Personnel Management. -1997.-No.8.

Conflictology. Tutorial. Rostov n/d, 2000.

Fundamentals of Management: Textbook, ed. A.A. Radugina. M., 1997.

Psychology and ethics of business communication / Ed. V.N. Lavrinenko. M., 2000.

Frolov S.S. Sociology of organizations. - M., 2000.

9. Vesnin V.R. Practical personnel management. - M.: Yurist, 1998.

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