Management Styles

Question 0

What is a Persuasive Style of management, how is it characterised, and what are the criticisms/positives of this style?

Answer 0

-Management ‘sells’ decisions it has made to staff.

-Characterised by:
The centralisation of power with management
All policy dictated by management
The setting of work organisation by management
Encouraging a commitment to tasks by means of persuasive techniques
The presentation of selected information to staff
A willingness to empathise with staff on occasions

-Criticised the same as autocratic style.
-Positives
Informs and ‘sells’ policy to staff, but does not allow them to own it.
Clear guidelines of authority and expectations
Effective decision making in constraints

Question 1

What is an Autocratic Style, how is it characterised, and what are the criticisms/positives of this style?

Answer 1

-Management tells staff what decision it has made.

-Is typically characterised by:
The centralisation of power with management
All policy dictated by management
The showing of little faith or trust in staff by management
The rigid setting of work organisation by management
Personal praise or criticism of the work of individual staff
A perception that orders are to be carried out without question.

-Negatives
Need for constant supervision.
Poor relationships between management and staff, and staff and staff.
Stifling initiative and leadership potential.
Encouraging unnecessary attention to detail in production for fear of making mistakes.

-Positives
Clear established guidelines and authority
Decisive action in decision making
Employees focused on work

Question 2

What is a Consultative Style of management, how is it characterised, and what are the criticism/positives of this style?

Answer 2

-Management consults staff before making decisions.

-Is typically characterised by:
The existence of communication channels from staff upwards to management
The ongoing provision to staff of information relevant to policy decisions
The encouragement of group discussion on policy before its final determination
The encouragement of a climate in which staff suggestions are valued
A willingness on the part of management to take the initiative and make decisions when needed
Contact between management and staff that assumes management is a regular part of the group, in spirit at least
Objective and fact-based praise or criticism of work.

• Criticised for being expensive and time-consuming.
• Criticised for (in some situations) slowing down the implementation of necessary change.

Question 3

What is a Participative Style of management, how is it characterised, and what are the criticisms/positives of this style?

Answer 3

-Management joins with staff to make a group decision.

-Typically characterised by:
The decentralisation of power
The setting of goals and the making of decisions in a group
The showing if substantial faith and trust in staff
The organisation of tasks and sub-teams largely in the control of the group
The full participation by management in a group decision-making process
The delivery of praise in terms of work results
The support of a person being criticised
Motivation based in part on staff feelings of worth, importance and achievement.

-Criticised for:
Running the risk of losing direction due to the broad participation in decisions.
Responding slowly to the need of rapid change
Perceived lack of authority which can lead to insecurities in staff.

-Positives are:
Strong motivation towards achieving objectives
Employee satisfaction
Conduction to teamwork

Question 4

What style is best?

Answer 4

-Situational Approach: the choice of the best management style depends on the situation.

-Each situation involves the following elements:
Manager’s (Personality, values and skills)
Subordinate’s (Characteristics, expectations, values and skills)
Task (Nature of the task)
Environment (Constraints: Time, resources etc)

Question 5

Define Teamwork, list skills required for effective teamwork, and how are effective teams characterised?

Answer 5

-Teamwork is the highest form of cooperation between members of an organisation. Teamwork generally develops better under employee-centred styles.

-Skills for effective Teamwork:
Contribution (Must be able to communicate their views and ideas effectively)
Cooperation (People skills)
Working towards an outcome (Must work together to achieve a productive outcome)

-Effective teams are characterised by:
Sharing of information, resources and ideas
A clear understanding of the teams work
High level of commitment by team members to achieving outcomes
The ability to generate new ideas
Open communication and trust
A clearly set out role for each member
Provision of constructive feedback by management
Minimal conflict
Seeking consensus on team decisions
Motivation
Ability to continue to work in the absence of a team leader.

Question 6

Define Management Styles

Answer 6

• Management style refers to the way management gets things done, and in particular, the way it relates to other people in the organisation.
• As an issue, it centres on the degree to which management shares its authority with its subordinates.

Question 7

Define ethics, social responsibility; how a company shows its concern for these; ESM guidelines; and ways , management can act ethically and socially responsible.

Answer 7

• Ethics are moral standards and principles that guide decisions and actions
• Social responsibility is the concern for the direction of society at large

-A company shows its concern by:
Productive activities that improve society
Limiting the social outcomes of its own activities
Supporting action on broad social issues

-ESM guidelines:
   Obey the law
   Tell the truth
   Show respect for your people
   Treat people how you would want to be treated
   Do no harm
   Always act when you have responsibility
   Practice participation

-strategies to be more ethical include:
Donate
Sponsorship
Marketing: Honesty
HR: gender equality, promotion/policy of justice in workplace
Operations: environmentally friendly
PR: community service, involvement, openess