2.9.3. How to manage end-to-end processes and process groups Management consulting practice led me to the idea that end-to-end process management should be two-level, as shown in fig. 2.9.3.Fig. 2.9.3. Two-level control scheme

2. Communication between small groups The relationship of the group with other groups emphasizes the place and role of a particular group in the organization. For classes on intensive technologies, groups of up to 30 people maximum are formed. Most often - up to 21 people. From this number of members,

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Group management

1. The concept of a group. Formal and informal groups

A group is two or more persons who interact with each other in such a way that each person influences the others and at the same time is influenced by other persons.

Groups created by the will of management to organize the production process are called formal groups.

The formal group appears in the process of division of labor in the organization. It interacts within its divisions, has its own goals, objectives and powers.

There are formal and informal groups.

A formal group is a group of people specially formed by management (that is, as a result of an organizational process).

Formal groups arise during structuring, as discussed in detail in the section on the organizational process.

Main types of formal groups:

Ш Group of the head - the head and his subordinates.

Ø Working group or task force. Such a group also has a leader, but its members have broader powers to solve the task.

Ш Committees. These are groups that have been delegated authority to solve a specific problem. Members of such a group make decisions collectively.

Factors affecting the effectiveness of small formal groups: size, composition, group norms, cohesion, degree of conflict, status and functional roles of group members. The most effective group is one whose size corresponds to its tasks, which includes people with dissimilar character traits, whose norms contribute to the achievement of the goals of the organization and the creation of a team spirit, where there is a healthy level of conflict, good performance in both goal and support roles, and where high-status group members do not dominate.

2. Informal groups

Informal groups - spontaneously arising in the process of functioning of a group of people who regularly interact with each other.

The purpose of creation: social interaction, allowing to satisfy individual socio-psychological needs.

Reason for creation : the presence of unsatisfied socio-psychological needs.

The main characteristics of informal organizations that are directly related to management are:

b Social control. Establishment and strengthening of norms, group standards of acceptable and unacceptable behavior alienation

b Resistance to change. Fear of change. People react not to what is happening, but to what is happening according to their imagination.

l Presence of an informal leader. The formal leader is appointed from above. Informal leader - recognized by the members of the group.

b When personal goals and needs are met, the informal organization breaks up or is updated. The process of decay and renewal is constant.

3. Management of informal organizations

Informal organizations interact dynamically with formal ones. George Homans, the group research theorist, was the first to pay attention to this.

The J. Homans model looks like this:

In the process of performing tasks, people enter into interactions that contribute to the emergence of feelings (positive and negative emotions towards each other and superiors. These emotions affect how people will carry out their activities and interact in the future).

Problems associated with informal organizations include inefficiency, the spread of false rumors, and a tendency to resist change.

Potential benefits: greater commitment to the organization, high team spirit, etc.

In order to cope with the potential problems and capture the potential benefits of the informal organization, management must recognize and work with the informal organization, listen to opinions of informal leaders and group members, consider the effectiveness of informal organization decisions, allow informal groups to participate in decision making, and quell rumors through prompt representation. official information.

The motivational factor for people to join informal groups and organizations is the desire and ability to satisfy their secondary needs, in particular, a sense of belonging, mutual assistance, etc.

Production Team work in a formal organization is an objective factor social interaction people and the creation of informal groups and organizations.

E. Mayo was the first to experiment with informal groups. As a result of a series of psychological experiments on volunteers, which aroused great interest and were supported by a group of well-known firms, interesting results were obtained and a new quality of communication was studied. In addition, new forms of control over performers were identified, taking into account their belonging to one or another informal group that exists within the framework of formal groups.

The main characteristics of an informal group:

Ш Implementation of informal control through the norms of communication, behavior, the use of measures, sanctions.

Ш Attitude to change (resistance to them, inadequate assessment of consequences, overestimation of requirements).

Ш Presence of informal leaders.

The informal structure of the organization arises and develops spontaneously. Strengthening it increases as workers communicate with each other. The emotional intensity of informal relationships often reaches such a level that they become much more significant for people than relationships based on official instructions.

A wide variety of informal structures are formed in labor collectives. The most frequent cases of the formation of informal groups of two, three and four people. Larger stable structures are much less common.

The most common informal structure is a dyad, which is a system that unites 2-3 people based on conjunctive connections: friends, partners, colleagues, as well as people where one plays the role of a leader and the other is a follower. In addition, the dyad can act as a structure where two antagonists act. Such a system operates on the basis of the mechanism of mutual repulsion, its elements, i.e. people cling together like two opposite poles of a magnet.

The informal structure is characterized by the presence of a leader in each formed group. From point of view social psychology leadership is the core problem of informal behavior of people in society.

Leadership in small groups stems from the psychological tendencies of the group to form around a certain socio-psychological core. Such in informal groups is an informal leader. He takes on this function due to the fact that he is somehow superior to the rest of the group. Surveys of managers show that specific categories can be distinguished among employees:

q attractive;

q ambitious;

q "hard worker";

q irresponsible;

q upstarts;

q pets;

q "scapegoats";

q "white crows";

q "jack of all trades"

q toadies;

q quarrelsome.

In working groups of 10-15 people, several informal structures are formed with their leaders, performers, and followers. Under favorable conditions, i.e. when all employees are involved in solving the tasks facing the team and, most importantly, when the formal leader is authoritative (i.e., his leadership is not only formal, but is also recognized by informal structures), informal structures combine their efforts in the direction of fulfilling company-wide tasks. In conditions of “calm” (i.e., when a period of relatively calm and routine work begins in the organization), or when the behavior of a formal leader does not correspond to what other employees of the unit entrusted to him expect from him, tension and interpersonal friction arise. If there are 3-4 informal structures in the subdivision, then these frictions are smoothed out and conflict may not arise. If the unit breaks up into two structures, which takes place in working groups of 7-8 people, and the head is not authoritative, then things can come to a conflict.

Ø give an objective assessment of the activities of the informal group;

ø take into account her suggestions;

Ø make decisions taking into account the impact on the members of the informal group and the influence of this group on the goals and functions of the organization;

Ø involve the leaders of the informal group in decision-making;

disseminate accurate information promptly.

group formal Homans conflict

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General concept formal and informal groups that are created in the organization and have a significant impact on their members. Features of the distribution of roles in the group. Types of construction and factors influencing the process of functioning of the group in its environment.

Main types of organizations

Managing a person in an organization is an extremely complex, but at the same time, an extremely responsible and important matter for the fate of the organization. However, the problem of managing a person in an organization is not limited to the interaction between an employee and a manager. In any organization, a person works surrounded by colleagues, workmates. He is a member of formal and informal groups. At the same time, the group has a huge impact on human behavior, either helping to more fully reveal its potential, or suppressing its ability and desire to work productively, with full dedication. And the behavior of a person, his actions, in turn, make a certain contribution to the life of the group.

There is no single definition small group , as it is quite flexible and subject to the influence of circumstances. Usually group is defined as a relatively isolated association of a small number of people (most often no more than ten) who are in fairly stable interaction and carry out joint actions for a sufficiently long period of time. The interaction of group members is based on a certain common interest and may be associated with the achievement of a common goal. At the same time, the group has a certain group potential that allows it to interact with the environment and adapt to the changes taking place in the environment. The term is also often used team- This group type with such additional features as a high level of interdependence and coordination of actions, as well as a highly developed sense of

personal responsibility for achieving group results. Teams are characterized by such behaviors of their members as:

Focus on the overall result;

mutual support;

Interchangeability;

Minimization of status differences;

Collective problem solving;

Favorable climate.

From this we can conclude that all teams are groups, but not all groups become teams. The transformation of a group into a team occurs as the closeness of ties, the level of interaction and the responsibility of participants for the process and results of work increase.

Groups exist in any organization. Management creates groups when it makes a division of labor horizontally - by departments and vertically - by levels of management. A large organization may consist of hundreds or even thousands of small groups. Regardless of the type of group, in which organization it is formed and operates, and also on who specifically belongs to the group, there are some general factors that characterize the construction of the group, its structure and the process of the functioning of the group in its environment:

Characteristics of group members;

Structural characteristics of the group;

situational characteristics.

All these factors are not only in interaction and mutual influence, but also experience a strong feedback from the functioning of the group, since as a result of the life of the group, changes in the characteristics of a person occur, the structure of the group changes, and changes in its environment are observed.

TO characteristics of group members include personal characteristics of a person, his abilities, level of education and life experience.

Structural characteristics of the group include:

Communication in the group and norms of behavior (who communicates with whom and how);

Status and roles (who occupies what position in the group and what they do);

Personal likes and dislikes between group members;

Strength and conformity (who influences whom, who follows whom and who is ready to obey whom).

Situational characteristics of the group little depend on the behavior of the members of the group and the group as a whole. These characteristics are related to the size of the group, its spatial arrangement, the tasks performed by the group, and the reward system used in the group. There are two types of groups: formal and informal. Both of these types of groups are important to the organization and have a great impact on the members of the organization.

Formal groups are created at the will of management, their function in relation to the organization as a whole is to perform specific tasks and achieve specific goals. Formal groups are usually distinguished as structural units in an organization, have a formally appointed leader, a formally defined structure of roles and positions within the group, as well as functions and tasks assigned to them. Formal groups can be formed to perform a regular function (for example, accounting), or they can be created to solve a specific target task (for example, a commission for the development of a project). In the specialized literature, the following types of formal groups:

command group (or subordinate group of the leader)- consists of a leader and his immediate subordinates, who, in turn, can also be leaders (general director and his deputies, company commander and platoon commanders subordinate to him - typical command groups);

brigade (or production group) is a group headed by an officially appointed leader (manager, foreman). The relationship between the members of the group depends on the nature of the tasks assigned to the team, and can be either insignificant (for example, in a production team, each member of which performs a strictly defined part common work in accordance with clear procedures and regulations) and material (for example, in a marketing group conducting market research). As a rule, brigades exist for quite a long time, and their composition rarely changes;

working or target group consists of individuals working together on the same task. The difference between these groups is much greater independence in planning and carrying out their work. As a kind of working group can be distinguished: self-managed (autonomous) working group(does not have a leader formally appointed by the organization, members are specialists of various qualifications necessary to complete tasks; the group is responsible for decisions regarding the sequence and methods of performing work, as well as their distribution among members) and project (the group is temporary and is created to solve a specific task, for example, product design, improvement of computer systems, etc.);

committees, commissions- can be created both on a permanent basis and specifically for solving a specific problem. As a rule, members of a committee or commission are full-time employees of different services and come together as needed. Their main task is to prepare reports and recommendations for the management of the organization (for example, the budget committee, whose members are representatives of key departments and services, meets only a few times a year, but its decisions can have a great impact on both the work of the services where they themselves work and the organization as a whole).

The choice of the type of formal group depends on the goals set by the organization. It is they who determine such structural characteristics of the group as the number of participants, their selection, roles and status. Often new groups are formed in connection with the growth of organizations, changes in the composition of products and services, but often also because they are associated with the hope of more effective work.

Factors of the effectiveness of the work of formal groups are: size, composition, group norms, cohesion, conflict, status and functional roles of its members:

band size, i.e. the number of participants is set depending on the type of group and its goals. Studies on this subject show that small groups (5 to 8 members) are often preferred over large ones. With an increase in the number of group members, there is a decrease in the satisfaction of participants from group work and personal responsibility for the course of the process and its result decreases. In very large groups, the cost of coordinating work increases significantly and the possibility of conflict situations between members and subgroups increases. This usually leads to a decrease in the productivity and efficiency of the group;

compound- this is the degree of similarity of personalities and points of view, approaches that they show when solving problems. Research shows that a group of dissimilar individuals with different points of view work more effectively than a group whose members have similar points of view;

group norms have a strong influence on the behavior of the individual and on the direction in which the group will work. Positive norms are considered to be those that support the goals and objectives of the organization and encourage behavior aimed at achieving these goals. Group norms can be classified as follows: pride in the organization; achievements of goals; profitability; collective work; planning; control; professional training of personnel; innovations; relationship with the customer; honesty;

cohesion is a measure of the attraction of group members to each other and to the group. A high level of group cohesion can improve the effectiveness of the entire organization if the goals of the group and the organization are consistent with each other. The productivity of labor in a cohesive group is higher than in other groups. Leadership can increase the positive effect of cohesion through periodic meetings, setting global goals, allowing each member of the group to see his contribution to the achievement of goals;

conflict. An active exchange of opinions is useful, but it can lead to intra-group disputes and open conflicts, which are almost always harmful;

status of group members is determined by a number of factors, including such as seniority in the position and its title, location and type of workplace, office, education, awareness and experience. Members of a group whose status is sufficiently high are able to exert more influence on the decisions of the group than members of a group with a low status. This does not always lead to increased efficiency, since the employee who offers the most valuable ideas may not have a high status;

group member roles divided into target and supporting. Target Roles distributed in such a way as to be able to select group tasks and perform their; include the following activities - generating new ideas, searching for information, collecting opinions of group members, opposing and evaluating proposals, developing proposals and forecasting the prospects of decisions made, integrating the activities of subgroups or group members, generalization of proposals and assessments. Supporting Roles imply behavior that contributes to the maintenance and revitalization of the group; may include: encouraging (by being responsive) group members and their ideas, ensuring participation by activation of the initiative of each member of the group, the establishment of criteria by which be guided by a group, diligence in terms of decisions made, expression of feelings groups. It is believed that American managers focus on target roles, then how Japanese managers harmoniously combine target and support roles.

Unlike formal groups, informal groups are created not by the orders of the leadership and formal resolutions, but by the own will of the participants in accordance with their mutual sympathies, common interests, habits, etc.

informal group is a spontaneously formed group of people who enter into regular interaction to achieve a specific goal. In a large formal organization, there are many informal groups, most of them loosely organized into a kind of network. Informal organizations are to some extent similar to formal organizations - they have a hierarchy, leaders, tasks, their own unwritten rules and norms of behavior, supported by a system of encouragement and sanctions. In many cases, informal groups can exert equal or even greater influence over their members than formal structures. Reasons for joining informal organizations are that belonging to informal groups can provide people with psychological benefits no less important than the salary received:

1) a sense of belonging- the ability to establish and maintain social contacts;

2) mutual aid is an important motive for joining informal groups, as a result of providing assistance, the one who gives it acquires prestige and self-respect, and the one who receives it acquires a guide to action;

3) protection, based on the power of unity, is recognized by most people and encourages them to join one or another group. The protective function becomes most important when the authorities are not trusted;

4) communication. One reason for belonging to an informal organization is access to informal information - rumors;

5) communication and sympathy- is the satisfaction of people's need to be closer to those whom they sympathize with. Research shows that people tend to form closer relationships with other people who are in close proximity to them than with those who are a few meters away.

Main characteristics of informal organizations:

social control- this is the establishment and control over compliance with group standards of acceptable and unacceptable behavior (norms may relate to the nature of clothing, acceptable types of work, rules of conduct, etc.). Failure to comply with these norms, as a rule, is punishable by alienation from the group;

resistance to change is typical in informal organizations, due to the fact that changes (for example, reorganization, the introduction of new technology, the emergence of a large group of new employees) may threaten the continued existence of an informal group, their common experience, satisfaction of social needs, common interests, positive emotions;

informal leaders actually run informal groups. Essentially, there are no significant differences in the means used by the leaders of formal and informal organizations to exert influence. The difference is that the leader of a formal organization has support in the form of official powers delegated to him and usually acts in a specific functional area assigned to him, while the support of an informal leader is recognition by the group. The sphere of influence of the informal leader may go beyond the administrative framework of the formal organization. The informal leader performs two important functions: helping the group achieve its goals and supporting social interaction.

Influence of informal organizations on the efficiency of formal organization:

1) positive:

Loyalty to a group often translates into loyalty to an organization;

The goals of the group may coincide with the goals of the entire organization, the norms of efficiency may exceed the norms of the organization, which leads to increased productivity;

Informal communication channels sometimes complement the formal communication system;

2) negative:

False rumors can spread through formal channels, leading to a negative attitude towards management;

The norms adopted by the group can lead to a decrease in productivity;

A tendency to resist change can delay the innovation process.

Management theory suggests the following recommendations for managing informal organizations:

1) it is necessary to recognize the existence of informal groups, realizing that their destruction can lead to the destruction of the formal organization. Therefore, management must work with the informal organization and not threaten its existence;

2) it is necessary to listen to the opinions of members and leaders of informal groups, work with them, encouraging those who contribute to the achievement of the goals of the organization;

3) when making decisions, calculate their possible negative impact on the informal organization;

4) to reduce the resistance to change on the part of the informal organization, involve its members in decision-making;

5) promptly issue accurate information, thereby preventing the spread of rumors.

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Group dynamics and leadership in the management system

The person is the basis of the organization, its essence and its main wealth. However, from the standpoint of management, it is impossible to talk about a person in general, since all people are different. People behave differently, they have different abilities, different attitudes to their work, to the organization, to their duties; people have different needs, their motives for activities can differ significantly. Finally, people differently perceive the reality of the people around them and themselves in this environment. All this suggests that the management of a person in an organization is extremely complex, but at the same time an extremely responsible and important matter for the fate of the organization. A manager must know a great deal about the people he works with in order to try to successfully manage them.

But the problem of managing a person in an organization is not limited to the interaction between an employee and a manager. In any organization, a person works surrounded by colleagues, workmates. He is a member of formal and informal groups, which has an exceptionally great influence on him: either helping to more fully reveal his potential, or suppressing the ability and desire to work productively, with full dedication. The organization expects the individual to perform a specific role. If a member of the organization successfully fulfills his role and if at the same time he himself is personally satisfied with the nature, content and results of his activities in the organization and his interaction with the organizational environment, then there are no conflict contradictions that undermine the interaction between a person and an organization. One of the most important conditions for this is the correct construction of the role and, in particular, the formation of correct prerequisites for the content, essence and growth of this role in the organization system.

The social role can be divided into 3 aspects:

1. The system of social expectations of the forms of human behavior in accordance with his status (position in society).

2. The system of a person's expectations from himself.

3. Open Observable Behavior.

Petrovsky A. V. identifies the following stages of development of the workforce:

1. Diffuse group (a group of people who do not have a common goal and activity).

2. Association group (there is a common goal, an official structure, but there is no joint activity).

3. Group-cooperation (a common activity is being formed).

4. Group-autonomy (developed group cohesion, effective common activity).

5. Labor collective (an organization characterized by joint socially significant activities).

Effective leadership requires comprehensive introspection. Real leaders constantly ask themselves questions like: What am I good at? What are my strengths? What am I missing as a leader? What else should I work on to be better?

It is recognized that leadership abilities and skills can be learned. It is also known that leaders do not become immediately. This is usually preceded by some type of career in the organization. It should be noted that leadership is not a set of skills and abilities, but qualities of character, such as, for example, taking risks. The strength of leadership influence is directly proportional to the extent to which the follower accepts what the leader proposes to do. Power and influence are central to the work of a leader. Consider how power is used in effective leadership.

Expert power can help a leader lead followers if they believe the leader has more expertise in a particular area than they do.

When the leader uses the power of example, it is in many cases the reason for the recognition and subsequent adoration (charisma) of the leader by the followers. This source of power comes directly from the followers, and for this the leader needs to "find" his admirers, and not vice versa.

The right to power is acquired by the leader in the course of his career and comes from his position in the organization. However, the leader can actually use this right only until the moment when it is recognized by his followers and accepted by them as an indication to action.

The power of information in the leadership variant is associated with the individual abilities and ability of the leader to connect at his level the ends of information flows that cannot be connected at the bottom.

Decision-making as a source of power is important for the leader at the stage of his "last word", which, as a rule, followers expect from him. Effective leadership requires the active participation of followers at all other stages of decision-making and a high level of "decisiveness" from the leader himself.

Reward and coercion as sources of power within effective leadership are more associated with the ability to be or not be in the same “team” with an effective leader than with a monthly bonus or reprimand.

Power over resources is used by an effective leader to balance weaknesses and improve the state of affairs.

Increasingly important for the achievement of effective leadership is the power of connections, implemented, in particular, through the creation of so-called network structures that help maintain effective leadership at the proper level without quantitative growth of the organization. The leader must strive for an effective combination of all possible and available foundations and sources of power, as this is one of the main conditions for effective leadership.

Man management and group management

A person performs work in an environment of people, in interaction with them. He is not only the performer of a role in the organization, but also a member of the group within which he operates. At the same time, the group has a huge impact on human behavior. And the behavior of a person, his actions make a certain contribution to the life of the group.

characteristic features groups are as follows. First, the members of the group identify themselves and their actions with the group as a whole, and thus, in external interactions, act as if on behalf of the group. Secondly, the interaction between group members is of the nature direct contacts, personal conversation, observation of each other's behavior, etc. Thirdly, in a group, along with the formal distribution of roles, if any, there is necessarily a informal distribution of roles, usually recognized by the group.

These and other roles of group behavior are performed by people in accordance with their abilities and inner calling. Therefore, in well-functioning groups, opportunities are usually created for the person to behave in accordance with his abilities for group action and his organically defined role as a member of the group.

There are two group types: formal and informal. Both of these types of groups are important to the organization and have a great impact on the members of the organization.

Formal groups usually stand out as structural units in an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the group, as well as formally assigned functions and tasks.

informal groups are created not by executive orders and formal regulations, but by members of the organization in accordance with their mutual sympathies, common interests, the same hobbies, habits, etc.

Successful organizations differ from their opposites mainly in that they have a more dynamic and efficient management. In modern Russian, under the guidance, from the point owner's perspective, means either an individual (manager) or a group (leadership), or a process, that is, a way of managing an organization with individual characteristics.

Being a manager does not automatically mean being considered a leader in an organization, since leadership is largely informal.

Leadership- this is a type of managerial interaction (in this case between a leader and followers), based on the most effective combination of various sources of power for a given situation and aimed at encouraging people to achieve common goals.

The effectiveness of an organization based on this early type of leadership relationship is manifested in its ability to quickly, in a short time, perform rather difficult tasks, in the least favorable conditions.

Leadership: power and partnership

Managers' success is judged not by what they do, but by how they motivate others to work. You can induce or motivate people only by influencing them in a certain way or influencing them.

In management literature, the ability to influence people's behavior is called power. Power can refer to an individual, a group, or an organization as a whole.

Power is a dependency function or rather, interdependence. The more one person depends on another, the more power both have. Possession of power is the ability to influence the satisfaction of needs.

Forms of power can be classified as follows:

1) power based on compulsion, justified by the belief that the leader has the ability to punish the subordinate;

2) power based on remuneration, is based on the performer's belief that the influencer can satisfy the performer's needs;

3) expert power is based on the belief that the influencer has special knowledge that will satisfy the need;

4) reference power- the power of an example is based on the attractiveness of the traits of the influencer so much that one wants to follow his example;

5) legal authority built on the belief of the executor that the influencer has the right to give orders, and the duty of the executor is to obey.

There are many ways of managerial influence - this is the impact through social norms, principles and morality of a given organization, and direct orders, instructions, and, finally, covert control, manipulation, behind-the-scenes games, etc.

Influence and power are equally dependent on the person being influenced, as well as on the situation and the ability of the leader. Therefore, real absolute power does not exist, since no one can influence all people in all situations. In an organization, for example: power is only partly determined by hierarchy. How much power a particular person has in a given situation is determined not by the level of his formal powers, but by the degree of dependence on another person. The greater the dependence on another person, the greater the power of that person.

At the same time, in any organization, subordinates have power over their superiors. Even prison guards depend on prisoners to some extent. They allow some infractions of prison rules by inmates in exchange for more submissive behavior. The manager must be aware that, since subordinates often also have power, the use of his unilateral power to the fullest may cause adequate opposition from subordinates.

Every effective leader must maintain a reasonable balance of power, sufficient to achieve the goals of the organization, but not causing a feeling of protest and rebelliousness in subordinates. In addition to subordinates, his fellow managers, secretaries of chiefs, can have power over the leader, since they have the information resources he needs.

Delegation– transfer to others (usually subordinates) of responsibility and authorship of operations and/or coordination of certain actions. There are various levels of delegation (delegation of activities, but not of evaluations, responsibility, authorship of actions).

Advantages of delegation:

– release of manager's time;

- the opportunity for the manager to do more important work (for example, strategic decisions);

- the possibility of a deeper assessment of the potential of subordinates;

– motivation of those to whom delegation is carried out;

- a means of developing the arts and skills of employees;

- work with personnel reserve.

Disadvantages of delegation:

- the organization of delegation requires a certain amount of time and effort of the manager;

- there is a certain risk;

- the organization may simply not have people with sufficient time resources and competence.

List of actions for delegation:

1. Highlight the essential in all the variety of activities.

2. Determine the activities to be delegated.

3. Evaluate the benefits of delegation.

4. Identify persons suitable for delegation.

5. Discuss transferred activities.

6. Determine the time frame and provision for delegation.

7. Determine the levels of responsibility for delegation.

8. Review and evaluation of the results of delegation.

Do's and Don'ts for Successful Delegation.

Necessary: plan delegation; discuss the planned delegation with the relevant individuals; it is obligatory to give those to whom authority is delegated to finish the work effectively performed.

No need: leave people in a state of doubt; turn on, dictate the course of work that is already being done in the order of delegation; delegate all activities to the same employees; apply lending methods when delegating ("we'll see later").

Management style and image (image) of a manager

Management style is the typical manner and way of behavior of a manager. There are several classifications of management styles.

Styles can be classified according to the following criteria.