Personnel management within the framework of the situational approach

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Internal factors are variables within the company. Since organizations are human-created systems, internal variables mainly arise from management decisions. However, this does not mean that all internal variables are completely under management's control.

The key variables in an organization to look at are goals, systems, mission, technology, and people.

Goals are the end states or desired results that a group strives to achieve when working together. During the planning process, management formulates goals and communicates them to members of the organization. This stage is an effective means of alignment because it ensures that members of the organization understand the goals they should strive for.

The systems and situational approaches benin email list to management include three main aspects of human dynamics: individual behavior; group behavior; the characteristics of the leader's behavior, his functions as a leader, and his influence on the behavior of individuals and the group. Understanding and successfully managing the human factor is a complex task.


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Personnel management within the framework of the situational approach
Four key leadership models:

Directive. A one-man management style that requires setting clear goals and giving precise instructions. All decisions are made by managers. Employees can gain knowledge and experience from their managers. This model is great for quickly solving problems. It is usually used in situations where a project is behind schedule and a quick completion is required.

Mentoring. The leader makes the most significant decisions. Issues are discussed with the team, which is important for creating a sense of involvement of employees in a common goal. This helps to increase their motivation and professionalism, as they are given greater freedom in implementing the tasks set, while the leader only directs and provides the necessary support.

Supportive. The leader acts as a team member, discussing ideas with colleagues, as well as company development plans and project problems. This allows experienced employees to contribute, offer their ideas and actively participate in discussions.

Delegating. Suitable when the team has qualified and inspired specialists. Helps to identify the hidden potential of the team and transfer some of the decision-making responsibilities to them.

We explore how management models in situational leadership can be applied to different stages of an employee's professional growth.

Employee level Employee characteristics The leadership model used Characteristics of leadership style
Newbie I can't, but I want to Directive Little support and a lot of instructions
Disappointed I can't and I don't want to Mentoring Lots of support and lots of guidance
Capable I can, but I don't want to Supportive Lots of support and little direction
Independent I can and I want to Delegating Little support and little guidance
It is important for managers to have all four management styles in their arsenal. A leader must be flexible, switching between models to maximize the effectiveness and motivation of their team.

Personnel management in the situational model is becoming increasingly popular and in demand because:

Employees are happy when they receive the guidance they need: support, instruction, or freedom and trust.

All conditions for employee development and improvement of their qualifications are ideal.

The stimulation methods are unique.

Recognition of the leader's authority at the highest level. He is respected and appreciated professionally.

Hybrid application in solving various types of problems.