Autocratic style of management

CONTENT
Introduction
Main part
2.1. Autocratic style of management
2.2. Democratic style of management 
2.3. Paternalistic style of management
Conclusion
References

INTRODUCTION
Management is the most important function in various spheres of life under the conditions of market economy. To manage people in the organization properly, the head must choose a certain type of behavior in relations with subordinates in the process of achieving the goal, in other words, he must choose the style of management of the organization.
Each Manager in the process of management performs his duties in the style peculiar only to him. Management style is expressed in what methods the Manager uses to encourage the team to take an initiative and creative approach to the performance of its duties, how he controls the results of activity of inferiors. The adopted management style can serve as a characteristic of the quality of the Manager's activities, his ability to ensure effective management, as well as to create a special atmosphere in the team that contributes to the development of favorable relationships and behavior.
The extent to which the Manager delegates his authority, the types of power he uses, and his concern, especially about human relations or the task execution - all reflect the leadership style of the Manager.
The main characteristic of the effectiveness of management is the management style that every Manager applies in his work. Psychologists has been studying styles of management for more than half a century. Researchers have accumulated a lot of material on this problem to date.
In addition, the style of management of the head with his subordinates largely determines the success of the organization, the dynamics of its development. The motivation of employees, their attitude to work, relationships and much more depend on the style of management.
Therefore, the subject of the Research Paper in this work is the style of management. This concept is very important for each organization, as the ability to manage people is also reflected in the economic activity of the enterprise. The Manager, having planned the activities of the organization properly and chosen a certain tactics of work with the staff (management style), will be able to ensure high productivity, as well as achieve high positive results.
The purpose of this Research Paper is to reveal the concept of management styles and their classification.
Based on this topic, its main objectives are:
- to define the concept of management styles of the organization;
- to study the types of management styles;
- to review the management effectiveness.
Various educational materials and manuals were used in the research process.
MAIN PART
Every head has his own personal characteristics, which appear in the process of management, therefore, different management styles are developing. First the question of management styles was developed in the 30-s of 20th century by a German psychologist Kurt Levin. In accordance with its common classification in management, they distinguish the following management styles:
2.1. Autocratic style of management
One of the better-known management styles is called Autocratic. There are a lot of literatures written about it. For many years, it was the most widely accepted style but it is no longer as popular today. Jobs have become complex, and the need for talented and highly motivated workers have increased over the years, that the carrot and stick method employed by the Autocratic Management style is no longer rendered effective.
Autocratic management allows managers to make all the decisions, without really taking into consideration their subordinates’ opinions, feelings, ideas, and concerns. A manager adopting this style of management dictates orders to his or her employees and is often taking control of every situation that they are in. An autocratic manager is very directional and he is able to build a powerful image of himself and the company.
With this style, you can expect managers to implement processes and assign projects to subordinates, in a “no questions asked” manner. The manager is able to get what he wants because he will not take no for an answer. Because all decisions are made by the manager, you can expect them to reflect his personality, opinions, beliefs, and preferences.
This style of management comes with a handful of advantages, and these are:
Decisions are made quickly and more efficiently. There is no longer a need to thoroughly discuss matters with employees so the time it takes to make decisions is cut short.
Updates and changes are relayed to everyone so that they can be implemented right away. Employees cannot say ‘no’ when their manager implements something so you can expect changes to be implemented and acted upon right away.
Managers are given authority to run a team or a department, making them more confident about their own abilities. Because this style of management enables managers to project a high authority over their subordinates, it makes them feel like they know what’s best for the team and for the company.
It can help project a strong and solid image for the company, as a whole. With smooth-sailing implementation and quick decision-making, it makes a company seem like a well-managed business.
The Disadvantages of Autocratic Management
But, of course, it also has its share of drawbacks, such as:
Ideas are coming from the managers alone. Instead of encouraging employees to share fresh ideas and new concepts, everything will come from the managers and no one else.
Employees feel like the company does not value or care for them. They often feel useless because they are not given a say on anything.
Employees become less motivated to work but may still be productive out of fear of losing their jobs. While there is still an acceptable level of productivity, companies running on Autocratic Management will not be able to experience what it’s like working with highly motivated individuals.
Lack of initiatives coming from the staff. Giving orders without asking other people’s opinions does not encourage people to take initiatives and they would instead wait for their managers to tell them what they need to do.
High turnover rate. Because of their low morale, many employees would decide to give up their job and seek employment in other companies that put a high regard on human relationships and employee potentials.
2.2 Democratic style of management 
Democratic style is determined by the communicative skills of the head, the ability of productive interaction, the ability to motivate and engage others with common goals and objectives. The Democratic style Manager sees other people not as a means, but as a goal, as the most important content of organizational interaction. Democratic leader brings strategic development objectives to the environment, forming a sense of confidence of subordinates, ownership of the common cause. Such a leader delegates authority confidently, and the desire for power is realized in the communication influence. This style is based on mutual agreements, legal system and business characteristics of organizational relationships. However, the Democratic style often risks becoming a familiarity if the desire to please the head becomes stronger than the need for power.
Democratic style allows for flexible restructuring of the system of management. Power is based on business and personal authority, and the art of management involves the active participation of subordinates in decision-making. Free criticism, discussion and initiative are organic for a Democratic style, and this does not exclude the requirement of discipline and the Manager's observance of a reasonable distance from subordinates. A democratic head seeks to create a spirit of cooperation and understanding within the team in order to increase efficiency.
According to their individual psychological characteristics, Democratic Manager, as a rule, is extroverted, optimistic, ambitious, but with a developed sense of responsibility, he is stable and not hypochondriac. Personal and business qualities are mutually balanced, which forms a holistic worldview. [9; p.196]
However, the head of the Democratic style should be able to make individual, directive decisions in crises, reasonably change the style of management.
Usually, Democratic style is used when the performers are good, sometimes better than the head, understand the intricacies of the work and can add to it a lot of novelty and creativity.
Studies have shown that in an Autocratic style of management one can perform twice as much work than in a Democratic style, but its quality, originality, novelty, the presence of elements of creativity will be lower. It can be concluded that Autocratic style is preferable for the management of simpler activities focused on quantitative results, and democratic for the management of complex activities, where quality comes first. [2. p.118]
A democratic type of management has several advantages.
The management still has control over decision-making. Even if they ask employees for inputs and ideas, they have the final say.
Productivity is increased. When workers feel trusted, they are motivated to do well.
Communicating with workers foster teamwork. They are all dedicated to making sure the company achieves its goals and target, and they work as one cohesive unit.
Stress is reduced in the workplace. The employees are happy with their superiors and they feel they can be open with them.
Essentially, this management style is advantageous because it has balance. The employees feel welcome and consider themselves truly a part of the company but they still rely on top management for decisions. Company policies take into consideration ideas and suggestions of the workers, but the power still rests on the manager. 
2.3 Paternalistic style of management
When it comes to the need to stimulate the creative approach of performers to the solution of tasks, Paternalistic style of management is the most preferable. Its essence is that the head puts the problem before the performers, creates the necessary organizational conditions for their work, determines its rules, sets the boundaries of the decision, and he fades into the background, leaving behind the functions of a consultant, arbitrator, expert, evaluating the results. The team also has complete freedom to make decisions and control their own work. [1. p.208]
Subordinates are freed from intrusive control, they make decisions on the basis of discussion within the framework of the granted powers looking for ways to implement them. Such work allows them to express themselves, brings satisfaction and creates a favorable moral and psychological climate in the team, generates trust between people, promotes voluntary acceptance of authority and responsibility.
Using of this style is becoming increasingly common due to the growing scale of research and development carried out by highly qualified specialists who do not accept pressure, petty guardianship, etc. Its effectiveness is due to the real desire of subordinates to independence, clear formulation of the tasks and conditions of their activities by the head, his fairness in the evaluation of results and remuneration.
In leading firms, coercion gives place to the conviction, strict control to the confidence, discipline to the cooperation, collaboration. Collective management, openness to new ideas, favorable moral and psychological climate characterizes them. Such "soft management", aimed on creating "managed autonomy" of individual structural units, facilitates the natural application of new methods of management, which is especially important during the dissemination of innovations.
At the same time, this style can easily be transformed into a permissive one, when the head is completely removed from the affairs, passing them into the hands of "nominees". The latter manage the collective from his name, applying more and more authoritarian methods. He only pretends that the power is in his hands, and in fact more and more becomes dependent on his voluntary assistants.
If the Paternalistic head is deprived of creative abilities, he seeks to observe only formalities, keep papers in order, avoid conflicts and act according to instructions from above, not to show initiative. This style of management is not effective in difficult extreme situations. This style is suitable for people of melancholy temperament, as well as phlegmatic and to a lesser extent – sanguine ones.
Positive Aspects of Paternalistic Management:
The manager is seen as a father figure than a boss. He is approachable and cares deeply for his workers. And the decisions he makes take into account the workers’ welfare.
It invokes loyalty to the company. The employees develop loyalty to the company because they feel that their welfare is always taken into account.
There is minimal turnover of employees because they will not desire to transfer to another company. Their satisfaction is of primary importance to the company and so they will not easily leave it.
The employees can perform well because they are happy in their work environment. They feel like they belong in the company so they give it their best effort. They become more productive and thus goals are easily achieved.
The employees are less stressed. They feel no pressure from management and their movements are not strictly monitored. They also do not feel fear for top management.
CONCLUSION
The management style is not a personal matter of the Manager due to the fact that it affects the activities of the entire system. The style of the Manager is constantly analyzed, evaluated and perceived by subordinates and forms a certain system of relations at all levels of the hierarchy. Therefore, the style of management of the head is important for the development and functioning of the entire organization. It does not matter what management style is there in the organization, as long as it is effective and suitable for the enterprise, taking into account external and internal factors of the organization.
Management style is not only a set of certain methods chosen by the head, but it is also the influence of his personality. Therefore, the management style is always subjective, although it appears objectively in certain forms of activity.
"The method and style can be compared with notes and the manner of performance of a musical composition, the notes are the same for everyone, but each performer interprets the composition in his own way" - Peter Drucker.
The studies of German scientists have revealed a relationship between the results of work and management style. The effectiveness of different styles has been evaluated for three years. The highest results were observed in the team, where the Democratic style of leadership prevails, and the lowest ones in the team with Paternalistic and Autocratic styles.
Labor productivity, psychological climate, staff turnover and profit were studied.
It should be noted that each of these styles in "pure" is very rare. The flexibility of the Manager is to take advantage of each style and apply it depending on the situation. Thus, it can be concluded that the formation of management style is a complex process, which is difficult to be influenced and changed artificially.
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