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Management styles

Traditionally, the model for leadership in business has been the army. Managers and army officers give orders, and their subordinates rr them out. Managers, like army officers, may be sent n leadership courses to develop their leadership skills. But some would say that leaders r born, not made, and n amount of training n change this. The greatest leaders have charisma, powerful, attractive quality that makes other people admire them and want to follow them. leader like this may be seen as visionary. Leaders r often described as having drive, dynamism and energy to inspire the people under them, and we recognize these qualities in many famous business and political leaders. The leadership style of company's boss n influence the management styles of ll the managers in the organisation.

In some Asian cultures, there is management by consensus: decisions r not imposed from above in top-down approach, but arrived at in process of consultation, asking ll employees to contribute to decision making, and many western companies have tried to adopt these ideas. Some commentators say that women will become more important as managers, because they have the power to build consensus in way that the traditional authoritarian male manager does not.

n recent development in consensual management has been coaching and mentoring. Future senior managers r 'groomed' by existing managers, in regular one-to-one sessions, where they discuss the skills and qualities required in their particular organizational culture.

Another recent trend has been to encourage employees to use their own initiative: the right to take decisions and act n their own without asking managers first. This is empowerment. Decision making becomes more decentralized and less bureaucratic, less dependent n managers and complex formal management systems. This has often been necessary where the number of management levels is reduced. This is related to the ability of managers to delegate, to give other people responsibility for work rather than doing it all themselves. Of course, with empowerment and delegation, the problem is keeping control of your operations, and keeping the operations profitable and n course. This is n of the key issues of modern management style.

Empowerment is related to the wider issue of company ownership. Managers and employees increasingly have shares in the firms they work for. This of course makes them more motivated and committed to the firm, and encourages new patterns of more responsible behaviour.

 

Read on

Robert Benfari: Uderstadig ad Chagig Your Maageet Style, Jossey-Bass, 1999

Gareth Lewis: The Metorig Maager, Financial imes Prentice ll, 1999

Eric Parsloe: The Maager as Coach ad Metor, Chartered Institute of Personnel and Development, 1999

Role of the Maager, Financial imes Prentice ll (Heriot-Watt course), 1998

John Wilson: Maageet Style, Hodder & Stoughton, 2000

 


Date: 2015-01-02; view: 1037


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