management styles

Management stylesFrom Wikipedia, the free encyclopedia

Management styles are characteristic ways of making decisions and relating to subordinates. Management styles can

be categorized into two main contrasting styles, autocratic and permissive.[1] Management styles are also divided in the

main categories of autocratic, paternalistic, and democratic.[2] This idea was further developed by Robert Tannenbaumand Warren H. Schmidt (1958, 1973), who argued that the style of leadership is dependent upon the prevailingcircumstance; therefore leaders should exercise a range of management styles and should deploy them as appropriate.

Contents

1 Autocratic2 Consultative3 Persuasive

3.1 Advantages to a persuasive style of management3.2 Disadvantages to a persuasive style of management

4 Democratic5 Laissez-faire6 MBWA7 Paternalistic8 Asian paternalistic9 See also10 References11 Further reading

Autocratic

An autocratic management style is one where the manager makes decisions unilaterally, and without much regard forsubordinates. As a result, decisions will reflect the opinions and personality of the manager, which in turn can projectan image of a confident, well managed business. On the other hand, strong and competent subordinates may chafebecause of limits on decision-making freedom, the organization will get limited initiatives from those "on the frontlines", and turnover among the best subordinates will be higher.

There are two types of autocratic leaders:

a directive autocrat makes decisions unilaterally and closely supervises subordinatesa permissive autocrat makes decisions unilaterally, but gives subordinates latitude in carrying out their work.

Consultative

A more paternalistic form is also essentially dictatorial. However, decisions take into account the best interests of theemployees as well as the business. Communication is again generally downward, but feedback to the management isencouraged to maintain morale. This style can be highly advantageous when it engenders loyalty from the employees,leading to a lower labor turnover, thanks to the emphasis on social needs. On the other hand for an autocraticmanagement style the lack of worker motivation can be typical if no loyal connection is established between themanager and the people who are managed. It shares disadvantages with an autocratic style, such as employeesbecoming dependent on the leader.

A good example of this would be David Brent or Michael Scott running the fictional business in the television showThe Office.

http://en.wikipedia.org/wiki/Management_styles 04/08/2012 00:18

1 of 4

Persuasive

A persuasive management style involves the manager sharing some characteristics with that of an autocratic manager.The most important aspect of a persuasive manager is that they maintain control over the entire decision makingprocess. The most prominent difference here is that the persuasive manager will spend more time working with theirsubordinates in order to try to convince them of the benefits of the decision that have been made. A persuasivemanager is more aware of their employees, but it wouldn't be correct to say that the persuasive style of management is

more inclusive of employees.[3]

Just as there are occasions where the use of an autocratic management style would be appropriate, there are alsoinstances where a company will benefit from a persuasive management style. For example, if a task that needs to becompleted but it is slightly complicated it may be necessary to rely upon input from an expert. In such a situation, theexpert may take to time to explain to others why events are happening in the order in which they will occur, butultimately the way in which things are done will be that person's responsibility. In those circumstances, they are highlyunlikely to delegate any part of the decision making process to those who are lower down in the hierarchy.

Advantages to a persuasive style of management

1. Decisions are able to be made quickly. This is also true with the autocratic style of management, persuasivemanagers are able to make decisions very quickly because they don't use a consultation process with employees.

2. The employees will have a clear understanding of what's likely to happen and what their role will be. As all of thedecisions are made centrally and the communication is entirely top-down, employees will be able to perform their tasksin an efficient manner.

3. Difficult or tedious situations are able to be managed effectively. Just as an autocratic manager will be able tonavigate through challenging situations, a persuasive manager will be in a position which allows them to steer anorganization towards a challenging outcome as well.

Disadvantages to a persuasive style of management

1. There may not be enough or even an entire lack of support from employees for management. Seeing as how theemployees will have no input into the decision making process. They also may not trust the decisions that are made.

2. A system that has no input from employees minimises access to one of the most valuable resources that a businesshas; the ideas of the people who are working on the "front line". As a result, employees will show no initiative, whichcan reduce productivity.

3. One-way communication models are unlikely to be effective when compared to Two-way communication.

Democratic

In a democratic style, the manager allows the employees to take part in decision-making: therefore everything is agreedupon by the majority. The communication is extensive in both directions (from employees to leaders and vice-versa).This style can be particularly useful when complex decisions need to be made that require a range of specialist skills:for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. From the overall business's point of view, job satisfaction and quality of work will improve, and participatorycontributions from subordinates will be much higher. However, the decision-making process could be severely sloweddown unless decision processes are streamlined. The need for consensus may avoid taking the 'best' decision for thebusiness unless it is managed or limited. As with the autocratic leaders, democratic leaders are also two types i.e.permissive and directive.

Laissez-faire

In a laissez-faire leadership style, the leader's role is as a mentor and stimulator, and staff manage their own areas of


2 of 4

the business. Thus it is only successful with 1] inspirational leadership that understands the different areas of initiativebeing taken by subordinates, and 2] strong and creative subordinates who share the same vision throughout theorganization. It is a style that is best for strong, entrepreneurial subordinates in an organization with dynamic growth inmultiple directions. This style brings out the best in highly professional and creative groups of employees; however incases where the leader does not have broad expertise and ability to communicate a strong vision, it can degenerate intodisparate and conflicting activities. Lacking a strong maestro as leader, there is a risk in both focus and direction.

MBWA

Management by Walking Around (MBWA) is a classic technique used by managers who are proactive listeners.Managers using this style gather as much information as possible so that a challenging situation doesn't turn into abigger problem. Listening carefully to employees' suggestions and concerns will help evade potential crises. MBWAbenefits managers by providing unfiltered, real-time information about processes and policies that is often left out offormal communication channels. By walking around, management gets an idea of the level of morale in theorganization and can offer help if there is trouble.

A potential concern of MBWA is that the manager will second-guess employees' decisions. The manager must maintainhis or her role as coach and counselor, not director. By leaving decision-making responsibilities with the employees,managers can be assured of the fastest possible response time.

One downside is that MBWA poses the threat of the manager losing authority as the employees feel that they can runthe business.

Paternalistic

An autocratic style means that the manager makes decisions unilaterally, and without much regard for subordinates. Asa result, decisions will reflect the opinions and personality of the manager; this in turn can project an image of aconfident, well managed business. On the other hand, strong and competent subordinates may chafe because of limitson decision-making freedom, the organization will get limited initiatives from those "on the front lines", and turnoveramong the best subordinates will be higher.

Asian paternalistic

Like consultative and easily confused with autocratic and dictatorial; however, decisions take into account the bestinterests of the employees as well as the business, often more so than interests of the individual manager.Communication is downward. Feedback and questioning authority are absent as respect to superiors and groupharmony are central characteristics within the culture. This style demands loyalty from the employees, often more thanto societies' rules in general. Staff turnover is discouraged and rare. Worker motivation is the status quo with EastAsians often having the world's highest numbers of hours worked per week, due to a sense of family duty with themanager being the father, and staff being obedient children, all striving for harmony, and other related Confuciancharacteristics. Most aspects of work are done with a highly collectivist orientation. It shares disadvantages with anautocratic style, such as employees becoming dependent on the leader, and related issues with seniority based systems.

An Asian Paternalistic style means that the manager makes decisions from a solid understanding of what is desired andbest by both consumers and staff. Managers must appear confident, with all answers, and promote growth withharmony, often even if hiding harmful or sad news is required.

See also

Administrative incompetenceManagement scienceManagement systemManagement by objectivesManagement by observationSeagull manager, management style


3 of 4

References

^ "Management Styles" (http://www.rpi.edu/dept/advising/free_enterprise/business_structures/management_styles.htm) .Rensselaer Polytechnic Institute. http://www.rpi.edu/dept/advising/free_enterprise/business_structures/management_styles.htm.

1.

^ "Exploring Different Management Styles" (http://www.managerialskills.org/management-styles/) . ManagerialSkills.org.http://www.managerialskills.org/management-styles/. Retrieved 24 May 2012.

2.

^ "Management Styles - Persuasive" (http://business.mrwood.com.au/unit3/styskil/styskil2.asp) . MrWood.com.au.http://business.mrwood.com.au/unit3/styskil/styskil2.asp. Retrieved 24 May 2012.

3.

Further reading

Tannebaum, R., Schmidt, W (1973). How to choose a leadership pattern. Harvard Business Review, May/June1973.

Retrieved from "http://en.wikipedia.org/w/index.php?title=Management_styles&oldid=500693996"Categories: Management

This page was last modified on 4 July 2012 at 19:33.Text is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply. SeeTerms of use for details.Wikipedia® is a registered trademark of the Wikimedia Foundation, Inc., a non-profit organization.


4 of 4

management styles

Documents