Презентация на тему Typology of management styles

personal and individual – psychological characteristics of a leader

with the help of which the method of leading is conducted.

Style of leadership is the typical for a leader system of techniques of impact on subordinators

The styles of management are determined by the prevalence of individual or group types of influence to the organization of production process

purpose himself, makes decisions, influences to subordinators by the

order. Such types of management can be in the form of:

Patriarchal: all members of the “family” should follow the head, they are not adult enough to make decisions themselves

Autocratic: more common for establishments; the management is done via subordinate semi-establishment.

Bureaucratic: depersonalization determinates /a person has regulated functions/ the heads of all levels are structural parts of the bigger system, provides the functions and has the authority limited by the position (subject competence)

Charismatic: leader has the unique characteristics; to achieve the goal he is ready to sacrifice any of his subordinators

group to collective working out the problem solving; arranges

the regular information exchange; influence to the subordinators by the advice, convictions, and arguments.


Democratic style is characterized by:

the high level of decentralization of authority;

free decision making, performing the tasks, working evaluation;

providing the necessary resources to subordinators.

the subordinators; main means of impact – request.

Liberal

management is based on almost total freedom in pointing the purposes and the control of the work. It can be considered as a part of democratic management.

Anarchistic management: almost total refusal from the impact on the subordinators.

of support; the majority of work is done by

the head; low level of result

‘warm group’ high level of support; orientation to making close relationship with the team members; the head isn’t not interested a lot in achieving the results

‘task’ – attention of the head is focused on production only. HR is not important

‘team’ – the head combines the attention to people and the achieving the purpose

of feedback from your staff before coming to a

conclusion and making a decision.

It means that the process can take a bit longer as there are more voices to be heard, but getting a consensus on major decisions can lead to buy in from those who might otherwise have been opposed to the implementation of such changes.

The downside to this style of management and leadership is that employees may feel that you don’t value their opinion or are too stubborn if after all of the feedback is received you go off and make the decision in your own without incorporating any of their feedback.