styles of mgmt

8/7/2019 Styles of mgmt

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- C HA RU S IN GH

M B A I B ( 4 T H S E M )

STYLES OF MANAGEMENT


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MANAGEMENT STYLE

y Management styles are a group of principles that anyfirm can follow as a part of their management policyto garner maximum output from its employees and

grow collectively as a team.y Every management style is unique and some people

may respond positively to a management stylewhereas some may not perform effectively for the

same management style


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Types of Management Styles

1. Authoritarian Management Style2. Democratic Management Style3. Paternalistic Management Style4. Participative Management Style5. Affiliative Style6. Permissive Style7. Indifferent Style8. Coaching Style

9. Pacesetting Style10. Visionary Style11. Bureaucratic Style12. Defensive Style


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Authoritarian Management Style-

y One of the common types of mgt. styles

y Manager at the top governs and decides all themanagement policies.

y The manager expects the employees to perform tasksas they have been outlined by the boss and seniormanagers.

y The employees know what to do, how to do andwhen to do.


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Democratic Management Style

y The managers focus on giving flexibility to theemployees so that the team can together evolve asone unit.

y By involving the team members in taking decisionsand delegating tasks, the managers give theemployee a sense of ownership and so that everyemployee feels as one family.

y In this style, team building skills, social harmonyand cooperation are aimed to achieve a target.


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Paternalistic Management Style

y Paterin Latin stands for 'father' and the paternalisticmanagers try to act as a father figure to theemployees.

y Thus ensuring that all employees 'feel happy andbonded' while working in the company.

y Managers at the top will listen to the employee andat times ask for feedback and opinions while taking

any decision.y This style matches with the theory of social needs by

Maslow.


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Participative Mgmt Style

y Use of both work-centered and people-centeredapproaches.

y The manager encourage their people to play an

active role in assuming control of their work, andauthority is usually highly decentralized.

y This mgmt style is very popular in manytechnologically advanced countries and widely

espoused in US, England, and other Anglo countries.


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Affiliative Style

y Closely related to the democratic style,

y Affiliative style of management is intended tocreate unity and harmony in the organisation by

seeking to build an emotional bond among staff.y Such bonding is expected to create an atmosphere

of friendliness, unity and love in the organisation,which in turn is seen as a motivator.

y

It can also breed staff feeling that they are all tiedto the same destiny.

y But being too close and friendly with the staff couldcause problems relating to too much familiarity.


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Permissive Style

y Also referred to as Laissez-Faire Style, this is themanagement style where managers give little or nodirection to the staff, basically, letting the staff to just

carry on with their job.y This provides a great deal of empowerment for the

staff, who may feel proud that they are in charge oftheir work and can work without supervision.


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Permissive Style

y However, this style of management is onlyappropriate where the staff is:-

Highly skilled and experienced

Interested in working on their own Trustworthy

Independent experts that are hired from outside.


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Indifferent Style

y While a bit similar to the permissive style, theindifferent style is basically that the manager justcant be bothered. This may be the case where the

manager is seriously de-motivated as a result of lackof recognition or simply that he/she has had enoughand does not care what goes on.

y Obviously, this is an unacceptable style in modern

management


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Coaching Style

y This is a management style where a manager focuseson training, guiding, counselling and staff personaldevelopment for the future growth of the

organisation.y This will be extremely useful for the improvement of

staff performance and the future strength of bothstaff and the organisation.

y Properly trained staff will be much more confidentand efficient on the job.


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Pacesetting Style

y This is a style of management where managers setexamples and standards for high performance.

y Basically, it is management by example, where

managers are saying do what I do. It is like a rolemodel management style.

y This sort of style may only be suitable for staff whoare highly motivated.

y Others may find it too intense and overwhelmingand may just give up, because they are unlikely toachieve such standards.


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Visionary Style

y This is a management style, where managers movetheir staff to share positive dreams of the potential

benefits and opportunities that they stand to gain.

y This is where both staff and organisational goals areclearly defined and the means of achieving them are

well known by everyone.

y Visionary managers can be innovative and would

normally seek to develop the staff ability to makeeffective decisions and to improve performance.


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Bureaucratic Style

y This is a management style by the book, so suchmanagers are completely inflexible. Basically such amanager is saying I go by the book, no more no less.

y The Bureaucratic style require that everything is done

in accordance with company policy, procedure andculture.y This type of management Style may only be useful

where: Staff perform routine tasks

The job requires staff to know and understand all the policies andprocedures. For health and safety reasons, certain work (e.g. machine

operation) has to be done in a certain way For security reasons, certain procedures have to be performed in

the course of the job.


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y However, a bureaucratic style could cause problems:

Where innovation and initiative is required on the job

Where staff have become bored of their job and needchallenges

In breaking bad work habits that have been formed over theyears

As staff will object to changes to be introduced, as they areused to certain ways of work


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Defensive Style

y This is a management style that is practiced by managerswho always seek to find faults of the staff and gives theimpression that he/she is correcting the faults. Forexample, such managers may always say words like:

that is wrong, you shouldnt be doing that.

y The problem is that such managers are always negativein their attitude towards the staff, finding faults anderrors, but not their positive contributions.

y This sort of management style can be very de-motivatingand demoralising. If such behaviour persists, the staffmay also become defensive towards the manager.


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Theories Hailed as ManagementStyle

1. Taylor's theory of scientific management

2. The Hawthrone Effect Studied by Elton Mayo

3. Peter Drucker's Management Style of Focusing onObjectives


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Taylor's theory of scientific mgt.

y Proposed by FrederickWinslow Taylor in 1900

popularly known as 'Taylorism

y It focused on developing a standard method toperform any job. According to Taylor the main taskof decision making must be decided by themanagement board and workers should focus on

their tasks.


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The Hawthrone Effect Study

y A management professor who studied the effect ofworking conditions on the employees in the Western

Electric Hawthorne Works in Chicago.

y The necessary condition for receiving qualityperformance from the employees is to provide them

with all the adequate needs.


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Management Style of Focusing onObjectives

y The principles given by Peter Drucker and thistheory have become extremely popular in today'smarkets.

y According to this management style, motivation ofthe employees, excellent communication, co-

ordination and clarity of the targets are the fourimportant governing factors in the success of a firm.


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Management Styles

in

Different Countries


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Argentine Management Style

y Position, dignity, personal style these are all keyfactors in Argentine management approach.

y It is important that the boss acts like a boss and doesnot try too hard to be seen as 'just one of the guys.

y Argentine managers will often manage through

direct instructions, it is important that you giveprecise, clear instructions when asking for tasks to beperformed.


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Australian Management Style

y Authoritarian style of management is seen in thiscountry.

y Managers are not expected to see themselves as inany way superior to their colleagues people justhave different jobs.

y Direct style of communication, debates betweensenior and junior executives may appear from theoutside as confrontational.

y Australian managers do not remain aloof frommembers of their team they usually want to beone of the boys and be seen as a good bloke.


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Japanese Management Style

y Japanese management emphasises the need forinformation flow from the bottom of the companyto the top.

y

As a result, it has been noted that policy is oftenoriginated at the middle-levels of a company before

being passed upwards for ratification.

y The key task for a Japanese manager is to provide

the environment in which the group can flourish.In order to achieve this he must be accessible at alltimes and willing to share knowledge within thegroup.


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South Korea Management Style

y Managers expect that their instructions will be obeyedand this expectation of obedience is usually fulfilled.

y Leadership is hierarchical and paternalistic, it is alsoinfused with the Korean concept of in-wha, whichemphasises the need of harmony between people ofequal rank and standing.

y The good manager spends a great deal of time andeffort ensuring that his team has a good workingrelationship and that all members feel fully integrated.


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y Managers are expected to take a holistic interest intheir subordinates and this necessitates greaterinvolvement in much more personal areas of life ,

where work and private are very strongly separated.


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Arab Management Style

y Paternalistic management style is seen thiscountry.

y Local management style will be directive andpaternalistic.

y Managers are expected to give clear and directinstructions to their subordinates and thesubordinate will be expected to carry out the

instructions.y Employees do what the boss tells them to do but no

more. To do more than you are told would be todisobey your boss


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Hong Kong Management Style

y Managers in Hong Kong adopt a fairly paternalisticattitude to subordinates.

y Instructions are given and the manager expects themto be carried out without too much debate.

y The entrepreneurial nature of many of the local firmsmeans that decision-making is centralised, fast andflexible.


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y The giving and receiving of gifts is viewed as anelement in the ritual of business relationship

development.y It is not necessary to give expensive gifts - it is the

gift-giving which is important. Gifts should bewrapped and are often refused two or three times

before being accepted. They are rarely opened infront of the giver.


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Philippines Management Style

y Management style tends towards the paternalistic asis often found in strongly hierarchical cultures.

There are 2 Filipino characteristics.

1. People are extremely careful to ensure that othersdo not suffer embarrassment or any sense of shame(hiya) as a result of their own actions or their

inability to meet the expectations of others.


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y Relationship bonds run deep in Filipino culture andthe manager expects loyalty. In return for this loyaltythe boss will look after the interests of those

subordinates. It is very much a reciprocalarrangement.


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There is no particularly accepted style ofmanagement, but styles that lead to increased staffmotivation, job satisfaction and productivity shouldbe encouraged. While those that have the opposite

effect should be discouraged.


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References

y www.worldbusinessculture.com.

y www.buzzle.com


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TH

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styles of mgmt

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