Factors Influencing the Choice of Management Style

maintain and strengthen relationships of an emotional and social nature. All work is organized so that the needs and interests of individuals and groups are satisfied to the maximum extent.

c. “Authoritarian” style

The manager is most concerned with work efficiency, while the needs of the people are placed in secondary position. The manager takes work efficiency as the most basic goal, the guiding value and the standard for evaluating the success or failure of all activities. Efficiency in activities is the result of organizing working conditions in a way in which the human factor is least relevant. Everything is organized and arranged so that the work is carried out smoothly and with the highest efficiency. Therefore, subordinates must obey the orders of the manager under close inspection and supervision and are forced to complete the assigned tasks.

c. “Adaptive” style

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The manager must be concerned both with the needs of his subordinates and with the efficiency of his work. The manager must actually reconcile the contradictions between the aspects of management objectives in order to maintain stability. All work is organized and arranged so that it does not require excessive sacrifice of human needs, nor excessive disregard for the requirements of the work, so that the completion of tasks can be achieved through the necessary balance between the performance of work and the maintenance of satisfactory morale of the workers.

d. “Ideal” style

The manager is most concerned with the needs of subordinates and work efficiency. The manager harmoniously combines work efficiency and human needs. The manager seeks to promote work to achieve high efficiency to satisfy human needs and when human needs are satisfied, it is the driving force to promote people's positivity, initiative, creativity, increasing work efficiency. The completion of work is due to people being attached to each other, depending on each other without being bound by the common purpose of the organization, this leads to a cooperative relationship, trust and mutual respect.

Robert R. Blacke and Jame S. Mouton require managers to be dynamic enough to choose the appropriate course of action for a particular situation, but

The authors maintain that the “ideal” style is strongly correlated with better job performance, greater intelligence, better health, and better solutions to conflict.

4. Management style according to Robert House

In the management model proposed by Robert House, he argued that the manager's function is to motivate subordinates and help them achieve the organization's goals. The manager's behavior can be determined by two random variables: the characteristics of the subordinates and the characteristics of the job.

The R. House model also cannot provide managers with a “formula” to determine the best management style. But the model emphasizes that an effective manager must know how to choose the most appropriate style for each specific situation and satisfy the needs of subordinates. R. House's model suggests the following four management styles:

a. Achievement-oriented management style : is a management style that often sets challenging goals, expects subordinates to achieve the highest level of success and shows confidence that subordinates will meet these expectations.

b. Directive style : is the style of the manager telling subordinates what to expect, and showing them how to complete the task. This style is similar to the task-oriented style.

c. Participative style: is the style of a manager who often consults with subordinates and often asks them to make recommendations before making a decision.

d. Supportive - helpful style: is the style of the manager who is approachable and friendly with subordinates, often showing concern for them. This style is similar to the relationship-oriented style.

According to R. House, when choosing a management style, managers need to pay attention to the following two factors:

First : subordinate characteristics: The first random variable that House is interested in is the characteristics of subordinates. In his model, he argues that subordinates will accept a certain management style if they perceive that the style will directly create their job satisfaction or is necessary for future job satisfaction.

For example, if subordinates have a high need for respect and belonging, they will readily accept the helping style. If subordinates have a high need for autonomy, responsibility, and achievement, they will prefer the fulfilling achievement style.

Second : job characteristics: is a random variable studied by House's model. He argued that when the task is simple and familiar, subordinates will consider command as not very necessary. In that case, the directive style can prevent detachment and carelessness, but can also reduce job satisfaction. The participative style and the supportive style can increase satisfaction in managers, as well as in subordinates even when the work is not completely smooth. But when the task is complex and unfamiliar, the achievement-oriented style and the directive style will be more suitable than the supportive style. Because at this time, subordinates need the manager to show them the way to achieve the goals of the work they are assigned.

5. Factors influencing the choice of management style

Researching management styles shows that there is no “standard” style for managers. Management styles always change depending on changes in tasks and conditions for performing tasks, depending on the psychological and physiological characteristics of the manager and the executor... One of the creative aspects in a manager's activities is knowing how to assess specific circumstances and on that basis choosing to use the most effective methods, forms and means to achieve high efficiency in their management activities. To do so, managers need to master the factors that influence management style.

a. Objective factors

- External environment of the organization:

+ The management style of a manager is to a significant extent determined by the country's dominant and management style. The political and social regime as an ideal reflects the management style; the mechanisms and principles of social domination strongly and directly influence the management style.

+ Historical traditions, culture and spiritual values of society also influence management style.

+ The level of development of science and technology and production technology also affects the maintenance or change of management style;

+ Natural and social, material and spiritual conditions influence management style. These conditions permeate the activities of managers as well as their followers.

+ The management style of the superior manager or superior management agency affects the formation of the corresponding style of the subordinate manager or subordinate management agency.

- Internal environment of the organization

Characteristics of management objects (subordinates) such as:

+ Level and nature of collective development

+ Psychological and physiological characteristics, circumstances of subordinates, age, gender, qualifications, experience.

+ The style and culture of the organization also directly affect the manager's choice of management style.

- The nature and characteristics of the job have a direct and strong influence on the manager's choice of management style.

b. Subjective factors

The manager (management subject) as an internal factor directly influences the creation, use or expression of a certain management style.

- Management style is most influenced by the manager's personality and most by management motivation. Value orientation is an important factor influencing management style. This is the driving force and determines the direction of behavior and conduct of the management subject.

- The manager's capacity, including both qualifications and practical experience, also actively participates in and determines the use or expression of management style.

- Management style depends on the training for the management position that the person holds.

- The manager's position also has a certain influence on management style.

Thus, all personality traits of the manager such as tendencies, personality, ability and temperament all affect the determination, use, or expression of the manager's management style.

Management styles are constantly changing. Change occurs as a result of the ever-increasing demands on the performance of groups. The management style that takes into account all these changes and enables the manager to prepare for them in advance will be the most effective.

The above factors show that the external aspects of management style are very dynamic. It is necessary to consider the style with a creative spirit, managing the goals and tasks of the collective to suit the socio-economic development of the country in particular and the world in general.

Reinforcement questions:

1. Describe the concept of management style?

2. Analyze different studies on management styles?

3. Analyze the factors affecting the choice of management style?

4. Point out the advantages and disadvantages of leadership and determine the management style in the following cases:

- Young, enthusiastic, inexperienced staff

- Employees have average ability and average enthusiasm for work

- Experienced and capable staff but lack enthusiasm for work

5. Read the following situation. Summarize some ideas on how you might handle this situation? Choose an effective leadership style?

You have been assigned to a team of three to do the centralized accounting for all training courses for your company, a Fortune 500 company. The other two members, Tony and Maria, used to be independent managers, but due to the restructuring of the company, they are now your subordinates, reporting directly to you. It seems to you that the only way to get them to

The first thing you need to do is stand there. Another team member, Corbett, often has great ideas but is often hesitant to share them with the team, especially since Tony and Maria stare at him if he says anything. This situation is a real test of your leadership skills, but you only have a six-month deadline to complete the project, and one month has already passed. You need to find a way to lead the team to complete the project successfully.

CHAPTER 5

COMMUNICATION ACTIVITIES IN MANAGEMENT

LESSON 1

OVERVIEW OF COMMUNICATION IN MANAGEMENT



Lesson objectives:

- Present the concept of communication and communication in management

- Describe the functions of communication

- Present types of communication in management

- Identify the role of communication in management

Lesson content

When we talk about management activities, we are talking about the communication interaction between two subjects - the leader and the led. The communication system in an organization is like the blood vessel system of the human body. Without this system, the organization cannot function and exist. In the social scope, communication is the foundation for the existence and development of society, the basis for the formation and development of human personality.

I. Concept of communication and communication in management

1. Concept of communication

Communication is a very complex social issue. Therefore, there are many approaches to this concept.

Cooley (1962) stated that: Communication is a mechanism for human relationships to exist and develop.

Marry Munder defines: Communication is the process through which information is shared and responded to.

AN Leonchep defines: Communication is a system of purposeful and motivated processes that ensure interaction between people through the use of specific means, first of all language.

From the above definition, it can be seen that communication has the following aspects:

- Exchange of information, exchange of thoughts and feelings between individuals.

- Communication is contact and interaction between people.

From analyzing the above definitions, we can come to the following general definition of communication:

Communication is the process of establishing and developing contact between individuals arising from the need to coordinate actions.

When studying communication we need to pay attention to the characteristics of human communication. These are:

Communication is always social. Communication is a social phenomenon. This activity establishes and operates human-human relationships. Communication is the basis for carrying out common human activities. Communication gives rise to interpersonal relationships and is only carried out through interpersonal relationships.

Human communication is historical. That means the content, form and characteristics of communication change in historical periods. If in previous historical periods, human communication was highly direct, today with the development of science and technology, especially information technology, human communication is highly indirect. The forms of human communication are increasingly diverse, and the effectiveness of communication is increasingly high.

Human communication is carried out by individuals regardless of the form of communication, in which the parties involved in the communication are all subjects of communication.

2. Communication in management

From the general overview of communication presented above, management communication is the establishment of two-way psychological relationships between the management subject and the managed subjects to reasonably solve management communication tasks, as a basis for effectively implementing specific management tasks.

In reality, there are three basic forms of management communication: communication between leaders and subordinates, communication between leaders, and communication between leaders and their close colleagues.

Most organizations formalize communication channels. The organization specifies the communication channels, levels, and scope. For example, in

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