This easy will discus different styles of management with explanation to there key features. Along with examples of organisations and how styles of management are applied as well as the factors which influence the styles. It will discus theory’s like Mintzbergs five functions and theory x along with comparing autocratic and democratic styles of management.
Management is about bringing organisations or workers together to achieve the aims and objectives of the business. Management must do this using its existing resources in an efficient and effect way to benefit the goals. Within management you will find different type of people such as leaders and managers. The key distinctions between theses two are that leaders will have people follow
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Autocratic managers are seen not to trust employees as they just give them orders, which are to be followed with no problem as its one-way communication. When working as event staff in the Liverpool museums the manager worked with this style as it suited the job. It worked because there where so many staff with a lot that needed doing, so being able to give orders knowing they would be carried out meant that they knew that everything was being done. However the effects of this meant workers would be given jobs they didn’t like so they wouldn’t do the jobs to the high standards expected by the manger. This style links to the McGregor 's theory X (1960) view of workers. This theory is based on the assumption that the everyday worker has little to determination and hides away from work to avoid responsibilities. The theory X states that the common workforce works better under a hands on management such as jobs that have repetitive tasks like working as event staff. It helps when decisions need to be made quick and controlling large numbers of …show more content…
This role doesn’t look at the personal ability’s of workers as it a more autocratic approach. It defends an idea based only on Fayol’s experience its not based on a variety of research. However the American Luther Gulick and Brit Lydnall Urwick added to Fayol’s list and changed some terminology to make it more modern and relevant. Henry Mintzberg (Ten Management Roles, 1990) a management expert professor acknowledged the change in mangers roles. Mangers now find themselves doing a verity of different tasks each day such as resolving conflict and sorting new contracts as well as leading their team. He came up with ten roles categorized into three headings, which acknowledge these changes. However a manager 's job is very active as they could be doing any mixture of these roles at any point in the day, but they cannot be all these things to everyone in a large organization, as it would not work. This works great for a group of managers who can each be different
Also Qantas was running with an autocratic leadership style meaning autocratic managers like to make all the important decisions and closely supervise and control workers. Managers do not trust workers and simply give orders (one-way communication) that they expect to be obeyed. This approach derives from the views of Taylor as to how to motivate workers and relates to McGregor’s theory X view of workers. This approach has limitations but it can be effective in certain situations.
Management is the basis of how any given organization operates and how each activity preformed is organized that makes each day possible and profitable for the overall good of the company. Power and responsibility levels are ranked amongst each individuals own skill set, education, and experience level in an organization. Management has many levels depending on each individual company and its size. This can consist of several people answering to one main head of operations, or thousands upon thousands answering to several different tiers of management (Bauer & Erdogan, 2012).
The classical approach to management was the result of an effort to develop a body of management thinking, and the management theorists who participated in this effort are considered the pioneers of management study. The classical viewpoint emphasises efficiency in managing work and organisations in order to increase production (S. C. Certo & S. T. Certo, 2006).... ... middle of paper ... ...
Management is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively. An organization’s resources include assets such as people and their skills, know-how and experience; machinery; raw materials; computers and information technology; and patents, financial capital and loyal customers and employees (Bethel 2006).
The neoclassical organizational theory, which evolved as a reaction to the rigid, authoritarian structure of the classical organizational theory, focuses on the importance of human relations and behavior in the workplace (Docherty et al., 2001). According to the classical organizational theory, there is a single best method to designing an organization. Based on this theory, a manager must have close control over their subordinates, resulting in an organization with tall hierarchies and a narrow span of control (Scott, 1961). In contrast, the neoclassical organizational theory argues that both economic effectiveness and employee satisfaction should be priorities in an organization. Based on this theory, a manager should have loose control over their subordinates, resulting in an organization with flat hierarchies and a wide span of control (Scott, 1961). In turn, the neoclassical organizational theory gave rise to two movements known as the human relations movement and the behavioral movement. The human relations movement is based on how people relate to and interact with one another within a group whereas the behavioral movement is focused on the individual behavior of employees (Docherty et al., 2001).
This management style is the opposite to autocratic. This type of management style wants to collect more sources of information and opinions before any final decision is made. To do this successfully the business will have good communication channels so that the employees are able to give their opinions easily. The consultative manager will have to have listening skills and also the ability to create the right sorts of channels to consult other people.
There are several theories that examine an organization and it’s approach to managing work in an effort to develop efficiency and increase production. Two classical approaches to management are Taylor’s scientific management theory and Weber's bureaucratic management theory. Both men are considered pioneers of in the study of management.
Management can be simply defined as ¡§getting things accomplished through other people¡¨. Management is then the term describe the work done by the manager, which are planning, organizing, leading and controlling the use of human and other resources, in order to help the organization to achieve a higher organization performance. Planning is to define to goals or targets of the organization and devising action plans to meet organization goals. Organizing is to determine what tasks should be done, arrange jobs to subordinates, controlling the budgeting and divided tasks to individuals or teams. Leading is to motivate staffs to work, maintaining the progress of activities and good relationship and to ensure to work done effective and efficient. Controlling is to measure work performance, assess whether goals have been met, compare the set targets, and make corrections when it is needed
Ngirwa, C. C., Euwema, M., Babyegeya, E., & Stouten, J. (2013). Leaders styles of managing
An organisation is a deliberate arrangement of team consisting different personal identities to accomplish some specific goals and managers are the ones who hold the responsibility of mastering and placing them together to strive for that purpose (Robbins, Bergman, Stagg, and Coulter, 2008). Robbins et al. (2008) have stated that managers are people who coordinate and oversee the work activities of others so that the goal is accomplished effectively and efficiently. Managers usually possess qualities such as having strong communication skills, flexibility, imagination, enthusiasm, problem solving skills, and of course the desire to be a great leader (Phdinmanagement.org, 2014). The structure of management conducted by a manager is often influenced by the four functions introduced by Henri Fayol (planning, organising, leading, controlling); how Henry Mintzberg’s management roles play in the organisation and also the three essentials management skills proposed by Robert L. Katz (Robbins et al., 2008).
There are three well-established theories of classical management: Taylor?s Theory of Scientific Management, Fayol?s Administrative Theory, Weber?s Theory of Bureaucracy. Although these schools, or theories, developed historical sequence, later ideas have not replaced earlier ones. Instead, each new school has tended to complement or coexist with previous ones.
Miles, R. (1975) Theories of Management: Implications for Organisational Behaviour and Development. McGraw-Hill, New York.
In this paper I will look at the four major leadership styles, their characteristics, advantages, disadvantages, and in what situations a particular leadership style is desired. Additionally, I will look at my leadership style and how I acquired this style throughout my career.
Classical management theories which are based on the contributions made by scholars like Henri Fayol, Fredrick Taylor and Max Weber, are often viewed as highly structured, hierarchical, emphasis on strict division of labour and centralisation of power (Miller, 2012),. Although these theories have taken inspiration from post industrial revolution, and were mostly prevalent in the early twentieth century, we can still see trace...
At the very drawn of the society, management has been emerging under changing situations. And still now it has been redefining its implications throughout every sphere of our society. Management is now widely spread out mostly in business organization. In the paradigm of business, management is getting things done through and with the other people.1 (Institute in Omaha, Nebraska,)