Lesson 14 - Management Styles Flashcards
True or False
Management is an art, not a science.
True. There is no simple formula that can be applied to management.
True or False
Most managers use a situational approach and employ different styles based on different situations depending on the task at hand.
True
Define situational variables
Situational variables are factors which change/influence the way the manager acts in any given situation.
List and briefly outline the 4 situational variables
Nature of task - Is the task dangerous, creative, straightforward?
Time - Is there any time pressure on the task? What time frame is involved in the decision-making process?
Experience of employees – Are the employees experts at what they do? Are they highly skilled or do they possess low-level skills? Are they completely new to the situation and lack experience? Are they highly motivated?
Manager preference - What does the manager’s personality align with?
Which management style is characterised by the following features:
Decision making
Centralised - manager makes the decisions with no staff input
Communication
One way - top down, and very clear directions given. Employees are told what to do.
Importance placed on:
Completing the task efficiently and effectively (tends to be degree of uniformity)
Control
High level of control
Autocratic (Tells)
It would be appropriate to use the autocratic managment style in situations where the following variables are present…
Nature of task -
Time -
Experience of employees -
Manager preference -
Nature of task
High risk or crisis situation or large groups of employees working on a task simple in nature
Time
Time to complete the task is limited
Experience of employees
Employees lack the skills, knowledge and experience to complete the task
Manager preference
Manager prefers to maintain control, can fear delegating/lacks faith in staff
Which management style is characterised by the following features:
Decision making
Decisions made by management (centralised) after discussion with employees to obtain their opinion
Communication
Two-way communication
Importance placed on
Obtaining information from staff to improve decision making BUT management still responsible for final decision = accountability
Control
Manager maintains ultimate control. However, greater importance is placed on employee involvement + some control over information flow is passed over during decision making process
Consultative (Asks)
It would be appropriate to use the consultative managment style in situations where the following variables are present…
Nature of task -
Time -
Experience of employees -
Manager preference -
Nature of task
More complex/creative tasks, when there are elements of the task where employees have more knowledge than the manager.
When there are a wide variety of considerations to be taken into account (e.g. different interests from different stakeholders).
Time
When there is limited time pressure- it takes time to consult employees.
Experience of employees
When employees have higher levels of experience and skills – employees may have very detailed knowledge of elements of the area a decision is being made about, but not knowledge of the “big picture”
Manager preference
The manager likes to include employees and values their input. However, the manager still makes final decision.
Which management style is characterised by the following features:
Decision making
Decentralised- Authority to make decisions is handed over to employees
Communication
Two way- The manager makes the objectives and time constraints clear, then the employee team report on progress
Importance placed on
Autonomy - allowing staff to select their own way to achieve a defined outcome
Control
Manager hands control over to the employees and monitors progress towards objectives
Laissez Faire (Lets)
It would be appropriate to use the consultative managment style in situations where the following variables are present…
Nature of task -
Time -
Experience of employees -
Manager preference -
Nature of task
Simple with no requirement for uniformity - where employees don’t need supervision.
Complex – highly dependent on employee skills – where solution may not be known – e.g. research.
Time
Extended time period to make decisions.
Experience of employees
High level of expertise/experience – employees may have more experience than management in specifics of the task at hand (as a whole).
Manager preference
Prefers to delegate to employees, comfortable with a hands-off approach, sometimes lacks sense of personal responsibility.
Provide one advantage and one disadvantage of the autocratic management style.
Advantages
High level of clarity = clearly defined procedures = consistency in outcome
Employees’ roles and expectations set out plainly = performance can be monitored + staff held accountable
Decisions made quickly = highly responsive in time of crisis
Disadvantages
Doesn’t allow the manager to access staff knowledge/ideas = potential that best decisions not made
Employees = no power = no chance to develop skills + feel valued = decrease morale low job satisfaction high staff turnover
An ‘us and them’ mentality may develop = lack of employee pride in performance = meet expectations but don’t go above = lower overall business performance
Provide one advantage and one disadvantage of the consultative management style.
Advantages
Greater variety of ideas = improved management decisions = improved business performance
Employees have some ownership = increased motivation and commitment
Employee development/learning through consultation process + enables management to identify high potential staff based on input = increase employee development
Disadvantages
Slow due to time to consult
Some employees may not want to be consulted on decisions OR some employees may not have knowledge and skills to be able to contribute meaningfully
Conflict or resentment b/c some ideas have to be ignored
Sensitive information can become common knowledge b4 decision = increase fear amongst employees
Provide one advantage and one disadvantage of the Laissez Faire management style.
Advantages
Employees feel a sense of ownership, which can promote outstanding results
Continual encouragement for creativity
Delegation enables management to focus on other elements of organisation
Employees able to respond quickly to issues that arise as they are empowered to make decisions don’t need to run decisions past management
Disadvantages
Complete loss of control by management Can lead to management becoming disconnected; therefore, lack ability to intervene when required
Potential for misuse of organisation’s resources (e.g. time and money) employees may act in own best interests rather than interests of organisation
Can breed personal conflicts whereby individuals do not co-operate, and management is not there to direct or negotiate
Can lead to sense of lack of direction for staff – not clear what is wanted or expected of them = lowers motivation
