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Management Styles
What are they?
They are strategies, efforts, or direction used to create a more efficient and humane workplace whilst sustaining a profitable status. All of the aforementioned while still being able to create methods to deal with individual cases, ensure smooth running, respect local culture, and be feasible. Ideal:
the master is available to all people and doesnt reject anyone
- Lao Tzu
Different Styles
Many styles have been identified either as implemented and working or as Implemented and abandoned:
Assertive, Autocratic, Coaching, Country Club, Directing, Delegating, Laissez Faire, Participatory.
A Simpler Approach
I believe there are three basic styles directing, discussing and delegating. The 3-Ds of Management Style. (Thornton)
Paul B. Thornton
Directing
Major control in managements hands Managers assign roles and responsibilities, set standards, and define expectations. Appropriate when specific orders have been given to perform specific tasks.
Directing
Communication: Precision in communication critical. Usually in the form of directions from management. Goal-Setting: Short term goals set by management. Decision Making: Management makes most decisions. Monitoring Performance: Control points to monitor performance. Rewards and Recognition: Management is happy when directions are followed precisely.
Discussing
People take time to discuss relevant issues Employees and managers can present ideas, ask questions, listen, provide feedback, challenge assumptions and coach as needed. Managers usually facilitate and provide feedback during meetings.
Discussing
Communication: More about people and their ideas. Gives a way for people to be heard. Goal-Setting: Employees tend to be more committed to their goals through helping set them. Decision Making: Everyone is involved in the decision making process. Monitoring Performance: Performance monitored by employees and managers. Rewards and Recognition: Openness, social skills, and contributions to discussions are recognized.
Delegating
Expectations established by management. Employees autonomous for the most part. Responsibility transferred from management to employee. Appropriate when employees are trained and experienced at what they do. If there is anything that a man can do well, I say let him do it. Give him a chance.
- Abraham Lincoln
Delegating
Communication: Varies depending on situation, can be one way or two way. Goal Setting: Goals may be established by managers or by employee management groups. Decision Making: Employees make most decisions themselves. Managers try to avoid reverse delegation. Monitoring Performance: Managers specify types of monitoring vehicles and require timely feedback, specific to their demands. Rewards and Recognition: Managers reward efficiency and excellence in autonomy.
Employee Centered
The more employees are involved and recognized, the more productive they are likely to be.
Management By Objectives
Management By Objectives
Concise statements of expected accomplishments made by management and employees
Requirements
Goal Specificity Participative Decision Making An Explicit Time Period Performance Feedback
Examples
Health Care Organizations Educational Institutions Government Offices Non-profit Organizations
3 Major Types
Representative Participation Quality Circles Stock Ownership Plans
Representative Participation
workers are represented by a small group of employees who actually participate,
Quality Circles
a group of eight to ten employees and supervisors who have a shared area of responsibility, who meet regularly to discuss quality problems, investigate the causes of these problems, and propose solutions,
Apprentice System
Best vocational training system in Europe Nearly 400 Qualifications On the job training 70% industrial workers go through system & passed Viable relationship between Training & Employment System a. Government b. Employers Association c. Trade Unions
Workmanship Wide Span of Control Loyal Managers (Comparing to Anglo-Saxon Managers) Quality & Innovation Effective Labor Relations
Workmanship
Highly rewarded and respected, high quality Technical & professional excellence is valued & encouraged Enhances potential for satisfying intraorganizational relationships Basic attitude is relatively favorable & respectful of expert knowledge
If personnel highly qualified, then little need for staff personnel Avg. proportion of staff personnel in German firms less than 30% Firms have 1 layer of supervision (British/French have at least 2) Employees are relatively autonomous (in executing their work) Exercise greater job discretion
Quality & Innovation a. Product oriented & complete on quality than price Effective Labor Relations a. Less preoccupied with labor disputes b. Industry-wide range bargaining w/ trade unions c. Gives employees right to elect # of non executive directors to firms mgmt board
Degree of Formalization
Regard to instructions, tasks, duties & rights Not inclined to improvise, rather rely on rules & regulations Reduce uncertainties on shop floor Faithful to deadlines Production departments are more central in their organizational functioning
South Africa
Since the first all race elections in 1994 South Africa has been struggling to manage its tremendous cultural diversity of its population.
Management
Because they have such a diverse population, this calls for a diversity when it comes to management practices. There are three approaches to management that are prevalent in South Africa.
Eurocentric Afrocentric Synergistic inspirational
(Forces cont.)
Industrial Organization
Keiretsus - businesses connected with other firms through mutual trading ties and shareholdings
Government
Ministry of International Trade and Industry (MITI) primary responsibility was formulating and implementing international trade policy
Manufacturing Systems
Just-in-time manufacturing and purchasing (JIT) Total quality control (TQC) Continuous improvement through the use of suggestion systems and quality circles Research & Development A reputation as heavy investors in R & D
(HRM cont.)
Company unions
Previous unions were anti-business Presently a supporting link in their integrated human resource practices.
(Future cont.)
Demographic, structural and economic change rapidly aging work force and a rising hourly wage Japans passion for learning and enrollment in western educational programs, has highlighted for its managers many of the weaknesses of the present Japanese system, and is stimulating change
Thank You