Leadership styles. Activities to improve management culture at Sport-Hit LLC. federal and regional cultural programs

Leadership style is a set of methods and techniques for solving problems arising in the management process.

Types of leaders

Supervisor - Autocrat(autocratic management style):

Makes decisions himself. He is picky, cruel, controls himself, does not trust anyone, is often not tactful, does not like criticism, surrounds himself with conformists, narrow performers. There are mediocrities and sycophants around him. Poorly manages work within his competence.

Supervisor - Democrat(democratic style management).

Believes that work is a natural process, Creates an atmosphere of openness and trust. Working methods: request, advice, recommendations. In the case of control, the emphasis is on the positive. Demanding, fair, friendly, strict.

Supervisor - Liberal(liberal management style).

Liberal style means permissive. Doesn't lead the team. Passive, afraid to change the existing order, afraid of instructions from above, seeks to shift responsibility to subordinates, prone to managerial work and theft. Methods of work: - begging, persuasion, lack of control, familiarity, formalism.

Leadership styles

In management theory, several leadership styles are distinguished. Leadership style is a set of methods of behavior of a leader in relation to subordinates.

Each manager, due to his individuality, has his own management style. However, despite this, it is possible, with a certain degree of approximation, to identify several typical leadership styles. In life, as a rule, pure form these styles do not manifest themselves; moreover, the manager can use one or another of their variants in different situations.

With an authoritarian style, the manager is committed to the formal nature of relationships with subordinates. He provides his employees with only a minimum of information because he does not trust anyone. At the first favorable opportunity, he tries to get rid of strong workers and talented people who lack servility. At the same time, in his opinion, the best employee is the one who can understand the thoughts of the boss. In such an atmosphere, gossip, intrigue and denunciations flourish.

Individual employees owe a lot to the manager. However, such a management system does not contribute to the development of employee independence, since subordinates try to resolve all issues with management. None of the employees know how their leader will react to certain events - he is unpredictable, rushes from one extreme to the other. People are afraid to give him bad news, and as a result, he lives in the naive belief that everything turned out as he expected. Employees do not argue or ask questions, even if they see serious errors in the manager’s decision or behavior.

As a result, the activities of such a leader paralyze the initiative of subordinates and interfere with their work. He creates a negative environment around himself, which, among other things, threatens himself. Dissatisfied subordinates can deliberately misinform their manager at any time and, ultimately, simply let them down. In addition, intimidated workers are not only unreliable, but also do not work to the fullest extent of their strength and abilities, which naturally reduces production efficiency.

2. Democratic leadership style(from Greek demos - people and kratos - power). This style is based primarily on the initiative of the team, not the leader. The democratic leadership style is characterized primarily by collective activity, which ensures the active and equal participation of all employees in discussing the goals planned for implementation, defining tasks and selecting executors to solve them. The manager tries to be as objective as possible towards his subordinates, emphasizing his involvement in the opinion of the team.

A democratic leadership style involves interaction. In this case, the manager and subordinate develop a feeling of trust and mutual understanding. But the desire to listen to the opinions of his employees on a variety of issues is not explained by the fact that he himself does not understand something. The manager is convinced that when discussing problems, new additional ideas can always arise that will improve the process of implementing the solution. Such a leader does not consider it shameful to compromise or even abandon a decision if the subordinate’s logic is convincing. Where an authoritarian leader would act with orders and pressure, a democratic manager tries to convince, prove the feasibility of solving the problem, and show the benefits that employees can receive.

Knowing the business and the situation in the team well, when exercising control he pays Special attention on the final result of the work. Thanks to this, conditions are created for self-expression of subordinates who develop independence. This environment, created by a democratic leadership style, is educational in nature and allows you to achieve goals at low cost. In this case, the authority of the manager's position is reinforced by personal authority. Management occurs without harsh pressure, taking into account people's abilities, experience and respect for their dignity.

3. Liberal leadership style(from Latin Hberalis - free). This style presupposes a tendency toward excessive tolerance, condescension, undemandingness, and connivance.

This leadership style is characterized by complete freedom of individual and collective decisions of employees with at the same time minimal participation of the manager, who, in essence, withdraws himself from leadership functions. Typically, this role is played by people who are not competent enough and who are not confident in the strength of their official position. A liberal manager usually takes some decisive action only on instructions from superiors and seeks to evade responsibility for unsatisfactory results obtained.

In the organization in which such a manager works, important issues are often resolved simply without his participation, therefore, familiarity will most likely reign in the team headed by this manager. In an effort to acquire and strengthen authority, he is able to provide various kinds of benefits to his subordinates and pay undeserved bonuses. The manager rarely comments on the actions of his subordinates and does not try to analyze and regulate the course of events. In relations with subordinates, the liberal is correct and polite, reacts positively to criticism, is undemanding towards employees and does not like to control their work.

Such a manager cannot refuse an employee without feeling guilty. What worries him most is what his employees think of him, and he tries his best to please them. Liberals are unprincipled and may be influenced different people and circumstances to change their decision on the same issue. Such a manager can even do the work himself for a careless subordinate, because he does not like and does not want to fire bad employees. The main thing for him is maintaining good relations with subordinates, and not the result of work.

It creates a semblance of a family environment in which everyone is friends and feels relaxed. Psychological comfort envelops workers and pushes work into the background. As long as everything is calm, the team will probably function properly. But as soon as a crisis situation arises, in which energetic, friendly actions of the entire team are required, good personal relationships will disappear. There was simply no business relationship. Eat good rule: at work there cannot be friendly, familiar relations between the manager and employees.

Planning, forecasting, design as types of management activities

Planning is a management function.

Planning is systematic preparation of decisions about goals, means and actions.

Planning - defining a goal and ways to achieve it for a certain period of work.

Planning tasks:

1. Determination of the resource base (where and in what state the organization is currently located).

2. Determining the direction of activity (mission, super task).

3. Determining which paths we will take to achieve the goal, with what help (forms, methods, means).

The main task of planning- determination of measures to further improve the efficiency of the cultural enterprise.

The management plan should determine the main goals and specific planned targets, indicators for all areas of activity. The plan should become a concrete expression of the management decisions made.

The meaning of planning.

Planning is one of the management functions, serving as the main means of using economic laws in the business process; systematic preparation for making decisions about ends, means and actions under expected conditions.

Planning becomes practically the only condition that brings a certain stability to the implementation of production economic activity cultural institutions.

Design- this is a specific technology, which is a constructive, creative activity, the essence of which is to analyze problems and identify the causes of their occurrence, develop goals and objectives that characterize the desired state of the object, develop ways and means to achieve the goals. The project in this case is a means of preserving or recreating socio-cultural phenomena that correspond to established norms.

Design e - this is a procedure for planning, distributing and regulating resources involved in the project (labor, material, etc.) taking into account all restrictions of this project(technical, budgetary and temporary).

The project can be defined as a sequence of interrelated operations aimed at achieving a specific significant result and requiring a long time to complete.

Forecasting is a process scientific foresight.

It includes:

1) The state of this organization.

2) In what direction are we moving, the tasks that we will solve to achieve.

3) What may interfere with the implementation of the assigned tasks.

4) What resources (main or additional) were required to solve these problems.

Forecast is a scientifically based judgment about the future and ways to achieve it.

Forecasting- this is a method of foreseeing possible directions of development of an organization or institution.

Forecasting happens : long-term (over 5 years; sometimes up to 15-20 years), medium-term (from a year to 5 years), short-term (usually a year). Its accuracy is only probabilistic.

In the forecasting process, the following main tasks are solved:

1. Setting development goals.

2. Determination of rational ways and means of achievement.

3. Calculation of required resources.

Types of forecasts. Forecasts are classified according to the following criteria:

1. By purpose:

Scientific and technical;

Socio-economic;

Demographic;

Political.

2. By scale of action:

International forecasts;

National forecasts;

Cross-industry forecasts;

Industry forecasts;

Forecasts of independent economic units (firms, etc.).

3. By forecast period:

Operational forecasts (up to 6 months);

Short-term (up to 2 years);

Medium-term (up to 5 years);

Long-term (over 5 years).

Planning principles

Planning should follow the following principles (rules):

- flexibility, providing for constant adaptation to changes in the operating environment of the enterprise. Changing it requires adjusting the plan for various changes in the external and internal environment;

- continuity, suggesting a rolling nature of planning, primarily in terms of systematic revision of plans, “shifting” the planning period (for example, after the end of the reporting month, quarter, year);

- communication skills, which refers to the coordination and integration of efforts. Everything must be interconnected and interdependent;

- participation, suggesting the importance of involving all possible participants in the process of functioning of a cultural institution;

- adequacy, those. reflection of real problems and self-evaluation in the planning process;

- complexity, as the relationship and reflection in the plan of all areas of the financial and economic activities of the enterprise;

- multivariance, allowing you to choose the best of the alternative possibilities for achieving your goal;

- iterativeness- provides for repeated linking of already compiled sections of the plan (iteration). This determines the creative nature of the planning process itself.

- principle of unity - predetermines the systematic nature of planning, which means the existence of a set of structural elements of a planning object that are interconnected and subordinate to a single direction of their development, focused on common goals. A single direction of planned activity, the commonality of goals of all elements of the enterprise become possible within the framework of the vertical unity of divisions and their integration.

When developing plans, it is necessary to use such planning principles as:

1) Timeliness

2) Validity

3) Focus

4) Information content

5) Rationality

6) Complexity (organizational, technical, personnel aspects)

Planning sources

When planning their future activities, cultural institutions must take into account some social aspects, namely:

Requests, interests and needs of the population;

Educational and cultural level of the population living in the cultural service area;

Free time of potential visitors;

Real possibilities of the cultural institution itself;

Various trends in the development of cultural institutions and its role in the system of cultural and leisure activities.

Obviously, these tasks will be helped by collecting, analyzing and processing various planning sources, which include:

Various kinds research(free time budget, education, range of interests, needs, etc.);

- financial plan cultural institutions for the coming year (estimates of income and expenses);

- analysis of the enterprise’s activities culture over the past year;

- social and creative orders, coming from public organizations, enterprises and firms located in the cultural service area of ​​cultural institutions, municipal authorities, veteran and youth organizations, etc.;

- holidays and significant dates in the life of a country, region, city, district of a separate work collective, etc.;

- federal and regional cultural programs;

- plans for the work of departments, club formations of the cultural institution itself and other sources.

Planning methods

In the cultural sphere, several groups of planning methods have developed:

1. Analytical planning

The analytical planning method involves analyzing the content and results of the activities of a cultural institution in the previous period. Analytical method involves researching the labor process, studying factors influencing labor costs, calculating time to complete work, developing measures to create conditions for more efficient activities of workers and cultural institutions

2. Regulatory planning

The method of normative planning consists in justifying planned indicators using norms (financial, material, labor, etc.) and standards (as a set of produced or consumed services and goods per unit of consumer, financing, area, equipment, etc.)

Normative planning presupposes a system of quantitative indicators, labor standardization: time standards, production standards, service standards, controllability standards, production resource consumption standards, financial resources standards, etc.

3. Balance sheet planning methods.

These methods are an important aspect of justifying the reality of plan implementation and bringing into compliance (balance) of available resources and costs. To solve this problem, three main types of balances are used: material (natural), financial (cost), and labor.

- Labor balance helps to identify and plan the extent to which a cultural institution is provided with qualified personnel capable of implementing the plans of the enterprise.

- Material balance helps to compare the planned amount of work and the possibility of its implementation using available material resources.

- Financial balance allows you to compare the income and expenses of a cultural institution. If there is a discrepancy between income and expenses, they are adjusted: either they reduce the amount of expenses, or they plan revenues to cover the missing financial resources.

Types of plans. Types of plans in cultural institutions

There are many types of work plans.

Types of plans created in general at enterprises, organizations and institutions, regardless of their industry.

They may vary:

It could be:

Financial plan (drawn up by departments implementing financial functions);

Economic activity plan (by the economic functions department);

Professional development plan (by the personnel department);

Thematic plan (departments organizing events dedicated to a particular topic or event);

Comprehensive plan, program (general plan of the organization, which includes the plans of all its divisions).

2. According to the level of making a planned decision

Federal plans;

Republican;

Regional and regional;

City and regional;

Plans of institutions and organizations;

Individual plans.

3. According to the degree of directiveness:

a) forecast plans(expressing indicative ideas about the planned period). These plans represent the identification of the most probable trends in the development of the sphere of culture, organization, etc., and are a theoretical prerequisite for making specific planning decisions of a directive and recommendatory nature;

b) recommendation plans(usually contain installation recommendations). The indicators of the recommendation plans are of a control nature, since the minimum values ​​of certain indicators are usually recommended for inclusion in the plan. This means that it is impossible to have indicators below the target figures (thus, the volume of work for a cultural institution is planned by a higher authority).

c) policy plans.

Subject to mandatory implementation. They contain a clear definition of tasks in numerical terms and deadlines for their completion. Allocations of funds from the state budget, contractual obligations, tasks related to construction, and other tasks related to the use of material, cost and labor resources activities of cultural institutions. The indicators of recommendation plans are of a control nature (usually the minimum values ​​of such indicators are indicated). This means that the company must organize its activities in such a way as to ensure the achievement of indicators not lower than the benchmark ones. This is how the volume of cultural and leisure activities is usually planned.

4. according to the time frames for which the plans are designed:

Perspective (medium and long-term);

Current (short-term and operational) and calendar plans.

5. As an implementation program specific project a business plan is used,which represents necessary set documents, facts, information analysis, market assessment - collected into a single document, which makes it possible, if approved and supported, to receive a loan, and therefore - initial capital for the development of a company, program or one-time event.

Long term plans- are developed for a period of 3 to 5 years or more. In the cultural sector, such plans are usually developed at the federal and regional levels. Such plans indicate the most general indicators. Long-term planning is carried out on the basis of strategic planning.

Strategic planning - vision of the enterprise in the future, its place and role in the economy and socio-economic structure of the country and region.

Medium-term planning covers a period from 1 to 3 years and is more detailed.

To short-term plans These include plans developed for a period of up to 1 year inclusive, as well as operational plans for a quarter, month, week. Short-term plans are also called current work plans.

To operational plans These include plans developed for a decade, a week, a day and individual plans.

Let us list examples of the names of plans drawn up in cultural institutions:

1. Work plan of a cultural institution for the year.

2. Work plan of a cultural institution for the 1st or 2nd half of the year (these plans are usually drawn up in large cultural institutions, or at the insistence of the founder).

3. Work plan of a cultural institution for the quarter.

4. Work plan of a cultural institution for a calendar month.

5. Work plan for a department or division of a cultural institution.

6. Work plan of a club formation (circle, team, studio, amateur association or club of interests.

7. Work plan of a cultural institution for a week, decade (for example, Days of Culture, Music Week for Children and Youth, Book Week for Children and Youth, Science and Technology Week for Children and Youth, etc.).

8. Work plan of a cultural institution for the period of political or economic campaigns.

9. Preparation plan for a single event.

10. Plan for a single event.

Managing people is not at all as simple as everyone used to assume. First of all, this is a colossal responsibility not only for employees, but also for the organization as a whole. The scale of the enterprise’s activities or the number of personnel does not matter, because management is a whole science. Every company has a leader. The types of leaders and the management styles they choose have a direct impact on the development of the organization, as well as on relationships with subordinates.

The manager of the company bears enormous responsibility for the decisions he makes. Beginning managers often stumble because they do not yet understand what exactly they need to do. Over time, experience comes, and with it new management issues. Leadership style is a fundamental concept in this science. Only right choice and its successful implementation will help the manager direct all the talents of employees in the right direction, which will lead to excellent results.

The ideal manager

The manager who manages the company must understand the essence of all ongoing processes, as well as know the structure of departments and divisions. Naturally, the manager does not have to have a great understanding of the work of each employee. Sometimes this is simply not possible due to the size of the organization.

As already noted, types of leaders and leadership styles are very important concepts in management science. We need to make sure that employees feel comfortable working in the company, then they will try their best. And staff efficiency is expressed in labor productivity. The formula is simple: the higher the job satisfaction, the better the result.

To succeed, a leader must have the following qualities:

• The desire and ability to regularly engage in the interests of clients, improve the company’s status in the market, and work tirelessly in this direction.
• Be a good organizer. This means that the manager must be able to properly coordinate his subordinates, organize their work, take care of the timely payment of wages, etc.
• Be enterprising and creative. A leader must see several steps ahead and make non-standard decisions. Sometimes it's worth taking risks for the sake of results.
• Have a strong, stable character. It is necessary for employees to feel protected at any period of development of the enterprise. During a crisis, it is the manager who needs to reassure people and assure them that together they will cope with any difficulties.

The Importance of Leadership Style

The fact is that not a single manager in the world has all of the above qualities. But the point is different: every manager makes certain mistakes, here are the main ones:

• the management style is incorrectly chosen;
• incorrect positioning as a leader;
• inattention to the psychological characteristics of workers.

In fact, the other two follow from the first problem. Types of leadership power are divided into three well-known types: authoritarian, democratic and liberal. If a manager makes the wrong choice in favor of one of them, then the following consequences are inevitable:

• Incorrect distribution of responsibilities.
• The manager considers his employees to be insufficiently experienced and performs most of the work independently, which does not give him the opportunity to control the process from the outside.
• The manager overloads the staff with tasks, as a result of which the employees do poor quality work in order to meet deadlines.
• Subjective attitude towards employees. Unfortunately, this fact cannot be disputed. Each manager treats an employee based on a personal system of likes and dislikes, which in some situations can have a negative impact.

Management styles are determined by the personal qualities of the manager. Types of leadership behavior will be discussed below.

A manager who cares about production but is dismissive of staff

There are a huge number of classifications of manager types. If we summarize them, we can distinguish five main ones. Types of leader power are characterized by individual abilities. The manager of the first group has a pedantic character. He knows how to achieve success and directs all his strength and efforts towards it.

Subordinates in such an organization do not have the right to vote; all decisions are made personally by the manager. It demands blind obedience for the sake of productivity. The staff is constantly being checked to find mistakes and then punish them for it. Considering the types of relationships "manager - subordinate", in this case we can draw an analogy: "warden - prisoner".

Managers of this type help the organization in a crisis situation when it is necessary to improve production. This control method is also quite effective in short term. If repression continues for a long time, an unfavorable situation arises in the team, anger and reluctance to work grow.

The promotion of such managers occurs at an average pace. However, in most cases they succeed and get promoted to higher positions.

A manager who is attentive to staff and indifferent to production

In this case, the manager creates a favorable atmosphere in the team and tries with all his might to please the employees whom he himself chose on the basis of sympathy. He will always support the employee, help with advice and listen. Quite generous with various kinds of bonuses, tries to immediately smooth out any misunderstandings with the help positive mood. However, this method is not always correct.

Considering the types of managers and their relationships with subordinates, it should be noted that in such an organization they are friendly. The manager always listens to the opinions of employees and in all situations makes a decision that will satisfy everyone. Despite having his own position, he is in no hurry to defend it. He is slow to move and does not want to change anything on his own until others tell him to.

In most cases, in such a situation, employees stop working hard and try to create the most comfortable conditions for themselves, because management allows this. Types of leaders, as already noted, can be varied, this one is the softest. Career advancement is weak; promotions occur only with the loyalty of the highest authorities.

Absolutely indifferent manager

The types of behavior of leaders depend on their character. In this case, the manager’s abilities do not manifest themselves in any way. He is indifferent, does not interfere anywhere, takes a neutral position in disputes, and tries to avoid conflicts. These are the type of people who expect everything to be resolved by itself. I am not inclined to perform any actions or deeds unless there is instructions from above. Although most often he simply transfers the execution to his deputies, and he himself again finds himself on the sidelines.

It is unfair in the selection of employees, hires everyone and has virtually no control over their productivity. Characteristics of types of leaders involve a description of their personal qualities. This type of manager simply tries to “survive” in the organization for as long as possible. Most often these are people working until retirement or who are disillusioned with work.

The promotion of such managers is extremely poor. They are usually ballast for the company. If the top management is quite attentive, such managers do not stay at the enterprise for long.

"Intermediate" manager

This leader is distinguished by his attentiveness to all details. He is neither scandalous nor inert. Tends to solve problems by reaching a compromise. Trying not to stand out from big picture, but trying to make a good impression. Stabilizing all processes in the organization and avoiding extremes is an “intermediate leader.” The types of leaders and the styles chosen significantly influence the company. The position of compliance with existing rules and smoothing out conflicts is welcomed among the employees of the enterprise.

People are selected based on their suitability to the rest of the staff. During work, he does not look for errors, but gives advice and helps. It’s easy for a newcomer to get comfortable in such a company, because the manager will always point you in the right direction and explain incomprehensible points.

Leader personality types have great value to create a comfortable environment in the team. This type of manager tends to listen to the opinions of employees and make decisions based on best offer. He can sacrifice his principles for the common good.

Communication with the manager takes place face-to-face. He does not like to communicate with the crowd; it is easier for him to talk with each person and hear all points of view separately. The conversation usually takes place in an informal setting, there is no pressure. Such a leader advances well in his career due to his views.

A manager who brings priorities together

This is a kind of collective image best qualities first and second types. The types of behavior of managers differ from each other in their attitude towards the choice of employees. Such a manager is very attentive in this regard. He selects workers personally or entrusts the job to a trusted person. He needs professionals with strategic thinking to join his team.

He helps them open up and supports them in their endeavors. It gets to the point where the staff sincerely wants to achieve the set goals and works tirelessly. Employees develop communication with each other, and by helping each other, they improve their professional level.

This type of manager is energetic and knows what he wants. Slowly but surely he is moving towards his goal - fulfilling the strategic objectives of the organization. He strives for harmony in the team and the absence of conflicts. Quite creative, constantly looking for new ways and ways to solve problems.

What types of leaders are the best? This question is impossible to answer. Each company needs its own manager with a certain character and individual abilities. In some places there is a need for emphasis on labor productivity, in others there is a lack of simple human relationships.

Types of organizational leaders

There is very interesting classification, proposed by the famous scientist D. Cairsey. It is based on psychological qualities and is characterized by the mention of Greek ancient names:

1. Ethymetheus. He is not distinguished by a sharp mind; in Greek mythology he is the brother of Prometheus. Such a leader is conservative in nature and takes into account all the details. Doesn't like to take risks, doesn't want to change anything. Usually has a competent deputy subordinate to him.
2. Dionysus. This type of manager is distinguished by the ability to make decisions in difficult situations. Performs well during a crisis. However, monotonous routine work is not his element. Success is achieved only if there is a deputy who understands planning and precise activities.
3. Prometheus. This manager focuses on strategic tasks. Completely immersed in work, does not like to be distracted by unnecessary conversations. He rarely communicates with staff and deputies, only when necessary. He doesn’t like and doesn’t know how to relax, he works 24/7. He can achieve success if he learns to support and help people.
4. Apollo. Such a manager is aimed at individual communication with each employee. Tries to solve all personal and organizational problems that arise. Sometimes he takes on too much and fails to complete it on time. He needs an assistant who will tell him how to correctly share responsibility among everyone.

Passive managers

Based on their focus on specific actions, experts distinguish between passive and active managers. The first type includes those who want to maintain their position in the company at any cost. They are ready to commit base acts, act according to a pattern and are weak specialists.

The face of the company is the manager. Types of managers, according to Western experts, who are passive:

1. Specialists. These are people who can be called professionals in their field, are quite peaceful, and know how to listen to other people. But they are immersed in work and do not devote time to management as such.
2. Masters. Such managers try to maintain their position by creating the most unfavorable atmosphere. That is, total control over subordinates, demands to unquestioningly carry out orders, refusal of any innovations, work strictly according to the plan.
3. Company people. These leaders speak in general terms and do not take specific actions. By creating the illusion of eternal employment, they try to maintain their position.

Active managers

Managers of the proactive type constantly challenge themselves, strive to expand the scope of their activities, and improve the production process. The following types of managers and subordinates are distinguished:

1. Jungle fighters. These are people seeking to gain unlimited power, to “take over the world.” They destroy competitors while using their own workers.
2. Players. Such managers are passionate; they are interested in the process of moving up the career ladder, and not the power they receive. They tend to make immediate decisions and like to compete with other companies. They develop innovations and implement them to stay ahead of their enemies. Mostly they harm the organization, since everything can change at any second.
3. Open managers. As a rule, these are experienced specialists who see the real state of affairs. They listen to advice, take criticism into account, and encourage new ideas. Instills trust and respect among staff.

In any company the most important issues management is involved. The types of leaders and their influence on the work process largely determine the success of the organization. What management style will the manager choose? Will he be able to achieve his strategic goals? The existence of the company and its position in the market depend on this.

Authoritarian leadership style

It is historically the first and still the most widespread. This style is considered universal by many. Its essence lies in the fact that the manager issues orders and instructions to employees without any explanation. In turn, employees carry out actions without asking unnecessary questions.

The relationship between such a manager and the staff is formal, and a certain distance is maintained. Regardless of the manager's personality type, he will apply rigor and steadfastness in his decisions.

The types of leaders and management are interrelated. Only a strong, charismatic personality can use the authoritarian style in their organization. Subordinates do what the manager says, thereby increasing his personal power. In some situations, workers simply have no choice; they are obliged to follow management’s orders. The simplest example is military service.

The employee usually feels disgusted with his duties and wants the day to end quickly so he can go home. He tries to avoid work due to his reluctance. Therefore, the leader has to force him to act in various ways.

Democratic management style

This type is the opposite of authoritarian. There is a division of initiative, responsibility and authority between the leader and the subordinate. The manager is always within the team. When making a decision, he is based on the opinion of the staff.

The atmosphere with this management style is almost always friendly. People are ready to help each other and their leader. Communication takes place in the form of requests and advice. Only in exceptional cases can a leader express his thoughts in a commanding tone. Employees in the organization do not fear the manager, but respect him. And this makes a big difference. Relationships based on respect are much stronger than any other.

The main functions of a leader are coordination and easy control over the actions of subordinates. You need to interest them, and then they will do their job responsibly.

At any time, an employee, regardless of his position, can approach the manager and propose his idea on a particular problem. The initiative is welcomed, and if the idea is really good, then it will definitely be used. The management has no secrets from the staff; the actual state of affairs is constantly discussed. This has a positive effect on the execution of production tasks. In addition, in such a company access to information is almost always open.

The types of leadership styles are quite varied. The use of democracy in management is relevant if subordinates are well versed in the work that needs to be done. They can also bring new ideas and options for solving the problem that will be used in the future.

Liberal leadership style

Here the passivity of the manager comes to the fore. That is, he does not take an active part in the life of the company and prefers to remain on the sidelines. As is known, main man in any organization - the leader. Types of leaders and management style are important aspects in the development of the enterprise. In this style, employees are left to their own devices and, by and large, do what they want.

The system of punishments and rewards is completely absent. In such a situation, the manager is recommended to focus on improving human relations with his subordinates, rather than on the organizational factor. If there is a good relationship between the administration of the enterprise and the staff, labor productivity will increase by itself.

With this style special meaning acquires delegation of authority. The main types of managers, regardless of character traits, tend to delegate their responsibilities to performers. In this case, decisions are actually made by the employees themselves. They just need to clear them with the manager. The success of an enterprise with a liberal management style depends on the personal interest and competence of employees.

Drawing a conclusion, it can be noted that the role of the manager here is similar to the role of a consultant or appraiser. This style can be effective, but the organization must employ highly qualified employees who will receive internal satisfaction from the work performed. In this case, the system of punishment and reward does not play a role.

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 means recognized in this moment society is a set of principles for treating and managing employees. 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 is of great importance 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 strategies manuals.

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).

Benefits: goal alignment - best condition their achievements, freedom in implementation, focus on the goal and not on the method, the implementation of personal goals in work, general control, responsibility, involvement.

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 (management by tasks) - employees are treated like executive mechanisms, high efficiency can be achieved, 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 of the organizational structure, centralized and decentralized problem solving, number of decision-making authorities, 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 by 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 workers more high level.

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 a manager understands what a group is and the factors behind its effectiveness, and the better he masters the art of effectively managing a group, the more likely he is to improve the productivity of that 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 of such management is to eliminate conflict with maximum benefit for oneself.

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 open form the existence of conflicting interests that arise in the process of interaction between people when resolving production and personal issues; 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 various types 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, experiencing 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 among the 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 associated with 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 between various groups to most effectively achieve the organization's goals.

The 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 forms of 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 remuneration (for example, when managers receive wages several times more than subordinates, and enjoy benefits that are not available to subordinates), and also with virtually arbitrary power in relation to subordinates, members of the organization consider this state of affairs to be quite natural, 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 a structural unit is purposefully divided into a number of autonomous entities with different but intersecting 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 managerial 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, there will be no conflicts between them during working hours.

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.

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“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 activity, which 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.”

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, 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 on basic 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 consciousness and dedication to the 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 the interaction between a manager and subordinates, the method of their relationship is of utmost importance. It is, of course, asked by the leader. In management theory, this method is defined as style.

This concept comes from the Greek word style. It means a pointed stick for writing on a waxed tablet.

Leadership style- This is a way of communication and interaction between a leader and subordinates.

The psychological comfort of employees largely depends on the leadership style. It is the leader who sets the style by the nature of his attitude towards his subordinates. And this, in turn, determines the well-being of employees at work.

Let us remind you that: “a happy person is the one who goes to work with pleasure in the morning”... This part of the formula depends on the boss, his leadership style, and the way he treats his subordinates.

Management theory at the dawn of its creation, that is, almost a hundred years ago, put forward four leadership styles that have become classics. Later they were joined by another one - a fifth. So, in modern management theory there is five classic styles leadership: democratic, liberal, authoritarian, totalitarian and flexible.

All classical leadership styles can be graphically arranged on the vector of individual freedom. The negative direction of the vector will mean suppression of the individual. The proposed scheme can be called a scale of communication methods or leadership styles.

Scheme No. 5.1. Leadership Style Scale

Suppression Freedom

personality personality

Democratic style leadership is based on the fact that subordinates participate in decision making and share responsibility.

The name of this leadership style comes from Latin word demos- People power.

The democratic style is rightfully considered the best today. According to special studies, it is one and a half to two times more effective than all other styles. Nothing more effective in management methods has been invented.

Two and a half thousand years ago, a political system called the Republic was created in Ancient Rome. The method of governing the state under him was called democracy. It included: election and annual rotation of senior officials (consuls); separation of the executive (consuls), legislative (Senate) and judicial powers; control of the people (plebs) over the activities of government officials (tribunes of the people and their “veto power”).

To prevent the consuls from wanting to usurp power and extend their powers, two people were elected to this position at once, and for a short period of time - one year. The consuls performed their functions alternately, changing every other day. After the expiration of their one-year mandate, they left Rome for 1–2 years to govern one of the provinces, so as not to “put pressure” on the democratic processes with their political weight.

10 people were elected at once as tribunes of the people. Their “veto power” was that they, on behalf of the Roman people, could prohibit any order or decision of senior officials. This gave the Roman plebs control over the adoption of unpopular, anti-popular measures.

But the Romans were not the first to create democracy. Four hundred years earlier than them, in the 9th century BC. In Sparta (Greece), the talented statesman Lycurgus created his famous laws, which existed unchanged for five centuries. All this time, Sparta was strong and invincible. The laws of Lycurgus contained a model of the democratic structure of the state and society. In the city-state of Sparta, the following were elected: the Council of Elders - the legislative body; The Council of Men is the executive body in peacetime; two kings - leaders of the army in wartime. Thus, the high title “king” gave only one right, but one that was highly respected by the Greeks - to be the first to go into battle with the enemy.

Liberal style is that the leader provides broad freedom and autonomy to subordinates.

Word liberalis translated from Latin means “free”.

The question arises: if people came up with such a wonderful style as democratic, why do we need others, and liberal in particular?

It turns out that there are specific situations in which the liberal style will be preferable to the democratic one. There are two such situations – creative and highly qualified teams.

The creative team does not need leadership. It can only assume the most general organizational functions.

For example, the Writers' Union. If at one time L.N. Tolstoy was assigned a manager; the novel War and Peace would not have become any better.

In other words, the members of the creative team are strong because of their individuality and uniqueness. Therefore, for high-quality professional work, they need maximum freedom.

There is no particular need for guidelines and a highly qualified team. Here everyone knows their job well and does it with dignity. As a rule, qualified employees have a sense of professional pride. It doesn't allow them to do a bad job. But even more, this feeling does not accept frequent instructions and petty supervision. Moreover, such employees usually know their work better than the manager.

Word authoritis translated from Latin means power, influence.

It is quite obvious that the authoritarian style has many disadvantages: fettering the initiative of subordinates, great damage in case of a manager’s mistake, a difficult psychological climate and many others. However, there are three situations in which the authoritarian leadership style is more effective than others. These are: low-skilled, problematic or paramilitary groups.

A low-skilled team can function relatively successfully only under the strict supervision of a manager. Here the boss distributes tasks, explains in detail how to complete them, constantly monitors execution and stimulates it using the “carrot and stick” method. Weakening leadership in a low-skilled team usually means a deterioration in performance. Employees do not know how, and often do not want, to work efficiently and conscientiously on their own.

A problem team means any crisis situation in the company - bankruptcy, acute conflict, strike. In these cases, a tough type leader is preferable. A crisis manager is, as a rule, an authoritarian leader.

Paramilitary groups include organizations of the army, police, border guards, customs officers, rescue and emergency services. The nature of their activities requires unquestioning obedience and strict execution of orders. The commander here, according to the charter, is an authoritarian leader.

Under dictatorial style leadership is understood as complete submission to the leader not only in deeds, but also in thoughts. Dictatorship is unlimited power.

Let's go back to the example above from ancient Roman history. It was during this period that dictatorship was invented. The political system with 12 senior leaders (2 consuls and 10 tribunes of the people) was good for peacetime. In wartime, contradictions between consuls and lack of unity in leadership could cost both the army and the country dearly. Therefore, in the event of a military threat, the Roman Senate proclaimed a dictator. The latter was endowed with unlimited power. The powers of all other officials were suspended. The goal of the dictatorship was always the same - to eliminate the military danger hanging over Rome. The duration of the dictatorship was limited: 1–6 months. If, within the allotted time, the dictator did not cope with the task assigned to him, the Senate appointed another dictator to this position. A successful dictator was awarded a triumph - special honors during the solemn resignation of dictatorial powers. He was given a pompous title, such as “Savior of the Fatherland” or “Father of the Fatherland.” He became a senator for life. However, the former dictator was henceforth deprived of the right to be elected or appointed to any public office for the rest of his life. This is how the Romans sought to secure their democracy.

Thus, modern management theory allows only one situation in which a dictatorial leadership style is justified. This is a military or equivalent “life and death” situation for the organization.

The dictatorial style is characterized by extreme rigidity, preventing not only free thought, but also dissent.

Flexible style guidelines means varying depending on the situation and the individual. The situational nature of style is twofold. Firstly, it is associated with the manager’s individual approach to his subordinates. Secondly, taking into account the current circumstances in connection with the dynamics of the team.

Individual approach to employees depends on their qualifications, responsibility, hard work and work culture. Worker personality variations can range from “harmonizers” to “disruptors.” We will look at this in detail below, in Chapter 8.

M. Follett drew attention to the dynamics of the team (see section 2.3). The internal state of the team may be different. The manager must take this into account and use an appropriate leadership style.

The classic flexible style is a combination of three styles in the following proportions: democratic 60%, liberal 20% and authoritarian 20%.