MANAGEMENT FUNCTIONS

The functions of management uniquely describe managers' jobs. The most commonly cited
functions of management are planning, organizing, leading, and controlling, although some
identify additional functions. The functions of management define the process of
management as distinct from accounting, finance, marketing, and other business functions.
These functions provide a useful way of classifying information about management, and most
basic management texts since the 1950s have been organized around a functional framework.

PLANNING

Planning is the function of management that involves setting objectives and determining a
course of action for achieving these objectives. Planning requires that managers be aware of
environmental conditions facing their organization and forecast future conditions. It also
requires that managers be good decision-makers.

Planning is a process consisting of several steps. The process begins with environmental
scanning, which simply means that planners must be aware of the critical contingencies
facing their organization in terms of economic conditions, their competitors, and their
customers. Planners must then attempt to forecast future conditions. These forecasts form the
basis for planning.

Planners must establish objectives, which are statements of what needs to be achieved and
when. Planners must then identify alternative courses of action for achieving objectives. After
evaluating the various alternatives, planners must make decisions about the best courses of
action for achieving objectives. They must then formulate necessary steps and ensure
effective implementation of plans. Finally, planners must constantly evaluate the success of
their plans and take corrective action when necessary.
There are many different types of plans and planning.

 STRATEGIC PLANNING.

Strategic planning involves analyzing competitive opportunities and threats, as well as the
strengths and weaknesses of the organization, and then determining how to position the
organization to compete effectively in their environment. Strategic planning has a long
time frame, often three years or more. Strategic planning generally includes the entire
organization and includes formulation of objectives. Strategic planning is often based on
the organization's mission, which is its fundamental reason for existence. An
organization's top management most often conducts strategic planning.

 TACTICAL PLANNING.

Tactical planning is intermediate-range planning that is designed to develop relatively

concrete and specific means to implement the strategic plan. Middle-level managers often
engage in tactical planning. Tactical planning often has a one- to three-year time horizon.

 OPERATIONAL PLANNING.
Operational planning generally assumes the existence of objectives and specifies ways
to achieve them. Operational planning is short-range planning that is designed to
develop specific action steps that support the strategic and tactical plans. Operational
planning usually has a very short time horizon, from one week to one year.

ORGANIZING

Organizing is the function of management that involves developing an organizational

structure and allocating human resources to ensure the accomplishment of objectives. The
structure of the organization is the framework within which effort is coordinated. The
structure is usually represented by an organization chart, which provides a graphic
representation of the chain of command within an organization. Decisions made about the
structure of an organization are generally referred to as "organizational design" decisions.

Organizing also involves the design of individual jobs within the organization. Decisions
must be made about the duties and responsibilities of individual jobs as well as the manner in
which the duties should be carried out. Decisions made about the nature of jobs within the
organization are generally called "job design" decisions.

Organizing at the level of the organization involves deciding how best to departmentalize, or
cluster jobs into departments to effectively coordinate effort. There are many different ways
to departmentalize, including organizing by function, product, geography, or customer. Many
larger organizations utilize multiple methods of departmentalization. Organizing at the level
of job involves how best to design individual jobs to most effectively use human resources.

Traditionally, job design was based on principles of division of labor and specialization,
which assumed that the more narrow the job content, the more proficient the individual
performing the job could become. However, experience has shown that it is possible for jobs
to become too narrow and specialized. When this happens, negative outcomes result,
including decreased job satisfaction and organizational commitment and increased
absenteeism and turnover.

Recently many organizations have attempted to strike a balance between the need for worker
specialization and the need for workers to have jobs that entail variety and autonomy. Many
jobs are now designed based on such principles as job enrichment and teamwork.

LEADING

Leading involves influencing others toward the attainment of organizational objectives.

Effective leading requires the manager to motivate subordinates, communicate effectively,
and effectively use power. If managers are effective leaders, their subordinates will be
enthusiastic about exerting effort toward the attainment of organizational objectives.

To become effective at leading, managers must first understand their subordinates'

personalities, values, attitudes, and emotions. Therefore, the behavioral sciences have made
many contributions to the understanding of this function of management. Personality research
and studies of job attitudes provide important information as to how managers can most
effectively lead subordinates.

Studies of motivation and motivation theory provide important information about the ways in
which workers can be energized to put forth productive effort. Studies of communication
provide direction as to how managers can effectively and persuasively communicate. Studies
of leadership and leadership style provide information regarding questions such as, "What
makes a manager a good leader?" and "In what situations are certain leadership styles most
appropriate and effective?"

CONTROLLING

Controlling involves ensuring that performance does not deviate from standards. Controlling
consists of three steps, which include establishing performance standards, comparing actual
performance against standards, and taking corrective action when necessary. Performance
standards are often stated in monetary terms such as revenue, costs, or profits, but may also
be stated in other terms, such as units produced, number of defective products, or levels of
customer service.

The measurement of performance can be done in several ways, depending on the

performance standards, including financial statements, sales reports, production results,
customer satisfaction, and formal performance appraisals. Managers at all levels engage in
the managerial function of controlling to some degree.

The managerial function of controlling should not be confused with control in the behavioral
or manipulative sense. This function does not imply that managers should attempt to control
or manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead,
this function of management concerns the manager's role in taking necessary actions to
ensure that the work-related activities of subordinates are consistent with and contributing
toward the accomplishment of organizational and departmental objectives.

Effective controlling requires the existence of plans, since planning provides the necessary
performance standards or objectives. Controlling also requires a clear understanding of where
responsibility for deviations from standards lies. Two traditional control techniques are the
budget and the performance audit. Although controlling is often thought of in terms of
financial criteria, managers must also control production/operations processes, procedures for
delivery of services, compliance with company policies, and many other activities within the
organization.

The management functions of planning, organizing, leading, and controlling are widely
considered to be the best means of describing the manager's job as well as the best way to
classify accumulated knowledge about the study of management. Although there have been
tremendous changes in the environment faced by managers and the tools used by managers to
perform their roles, managers still perform these essential functions.

Roles & Responsibilities of a Manager in an Organization

http://www.management-hub.com/hr-manager-roles.html

The three vital determinants of team work are the leader” subordinates and the environment. These
factors are interdependent. It is the leader’s responsibility to make the environment conducive to
work. He studies the employees individually and insists interest in them. By encouraging the
inquisitive employees and by prohibiting insidious elements, he creates hygienic environment. He
inculcates the sense of collectivism in employees to work as a team. The resultant output will then
be efficiency.

LEADER IS A REPRESENTATIVE OF SUBORDINATES

He is intermediary between the work groups and top management. They are called linking pins by
rensis likert. As linking pins they serve to integrate the entire organization and the effectiveness
depends on the strength of these linking pins. Leader shows personal consideration for the
employees. As representatives they carry the voice of the subordinates to the to management.

LEADER IS AN APPROPRIATE COUNSELLOR

Quite often people in the work place need counselling to eliminate the emotional disequilibrium that
is created sometimes in them. Leader removes barriers and stumbling block to effective
performance. For instance, frustration that results from blocked need drive keeps an employee
derailed or the working track. It is here the leader comes in, renders wise counsel, releases the
employee of the emotional tension and restores equilibrium.

USES POWER PROPERLY

If a leader is to effectively achieve the goal expected of him, he must have power and authority to
act in a way that will stimulate a positive response from the workers. A leader , depending on the
situation , exercises different types of power , viz reward power and expert power. Besides the
formal basis , the informal basis of power also have a more powerful impact on organizational
effectiveness. No leader is effective unless the subordinates obey his orders. There fore, the leader
uses appropriate power so that subordinates willingly obey the orders and come forward with
commitment.

LEADER MANAGES THE TIME WELL

Times is precious and vital but often overlooked in management. There are three dimensions of time
– boss – imposed – time , system- imposed –time and self – imposed time . That are prominent in
literature. Because the leader has through knowledge of the principle of time management such as
preparing time charts, scheduling techniques, etc., he is in a position to utilize the time productively
in the organization.

STRIVES FOR EFFECTIVENESS

Quite frequently the manager are work – abolic and too busy with petty things to address to major
details of effectiveness. To fill the gap, sometimes leaders throws his concerted efforts to bring
effectiveness by encouraging and nurturing team work, by better time management and by the
proper use of power. Further, leader provides and adequate reward structure to encourage
performance of employees. Leader delegates authority where needed and invites participation
where possible to achieve the better result. He also provides the workers with necessary resources.
By communicating to workers what is expected of them, leader brings effectiveness to organization.
The above functions of the leader are by no means comprehensive but they do suggest as to what
leaders do generally.

MANAGING AND LEADING

Leading and managing are not synonymous. One popular way of distinguishing between managing
and leading is brought out by the French terms dux and Rex. Dex is a leader and an activist,
innovators and often an inspirational type and rex is a stabilizer or broker of manager. But more
realistically, effective management required good leadership. Bennis had once commented, there
are many institutions I know are very well managed but very poorly led”. This statement crystal –
clearly demonstrates that the difference between managing, and leading is indeed a lot. Though a
layman considers managing as a broad terms including leading function a behaviorist advances the
following points to marshall the difference between these two leading and managing.

RELEATIONSHIPS

Managerial behavior implies the existence of a manager managed relationship. This relationship
arises with in organizational context. Where as leadership can occur why where, it does not have to
originate in the organization context. for example , a mob can have a leader but cannot have a
manager. Further, is an organization, informal. Group have leader not managers.

SOURCES OF INFLUENCE

Another potential difference between leader and manager lies in their sources of influence.
Authority is attached to the managerial position in the case of a manager: where as a leader may not
have authority but can receive power directly from his followers. In other words, managers obtain
authority from his followers. In rather pure terms, this is the difference between the formal
authority theory and the acceptance theory of authority.

SANCTIONS

A Manger has command over all allocation and distributions of sanctions. For Example, manager has
control over the positive sanctions such as promotion and awards for his task performance and the
contribution to organizational objectives. Manager is also in a position to exercises the negative
sanctions such as withholding promotions, or mistakes, etc. In a sharp contrast, a leader has
altogether different type of sanctions to exercises and grant. He cans gerent or with hold access to
satisfying the very purpose of joining the group’s social satisfactions and related task rewards. These
informal sanctions are relevant to the individual with belongingness or ego needs: where as the
organizational sanctions granted or exercised by the managers are geared to the physiological and
security needs of individual.

ROLE CONTINUANCE

Another fundamental difference between managing and leading is the role continuance. A manager
may continue in office as long as his performance is satisfactory and acceptable to the organization.
In sharp contrast, a leader maintains his position only through the day to day wish to the followers.

REASONS FOR FOLLOWING

Though in both managing and leading followers become involved, the reasons may be different.
People follow managers because their job description, supported by a system of rewards and
sanctions, requires them to follow. Where as people follow leader on voluntary basis. Further, it
there are no followers, leader no more exists. But, even if there are no followers, a manager may be
there.
Management Concepts - The Four Functions of Management

http://www.buzzle.com/articles/management-concepts-the-four-functions-of-
management.html

For any kind of organization to run smoothly, it needs to implement core management concepts.
This necessitates that the four management functions - planning, organizing, directing and
controlling be precisely understood.

Any organization, whether new or old, small or big, requires certain methods, procedures and plans
in place for its efficient functioning. For this to happen, they must develop and implement
management concepts which help them implement their vision for the future of the organization

The concept of functions of management was put forth by Henri Fayol, a management theorist from
France, influential in proposing many of the management concepts in use today. Originally, he had
proposed five management functions; namely, planning, organizing, commanding, coordinating and
controlling. Modern texts have reduced the functions from five to four. They include planning,
organizing, leading, and controlling. The four concepts of management, translated into functions
lead to the creation of a cohesive organization. They can be seen here as a diagram. It is interesting
to note that there is no hard and fast rule to be followed in the application of these functions, as
management is a real-time decision-making system, any of these functions can be operational in
conjunction with any other and also as independent entities themselves.

PLANNING

Planning is the foundation pillar of management. It is the base upon which all other areas of
management are built. Planning requires administration to assess where the company presently is
and where it would be in the coming years. From there, an appropriate course of action is
determined and implemented to attain the company's goals and objectives.

Planning is an unending course of action. There may be sudden strategies required to be

implemented during a crisis. There are external factors that constantly affect a company, both
positively and negatively. Depending on the conditions, a company may have to alter its course of
action regarding certain goals. This kind of preparation or arrangement is known as strategic
planning.

In strategic planning, management analyzes internal and external factors that may affect the
company, its objectives and goals. One of the primary tools of strategic planning is the use of SWOT
Analysis, a technique that helps organizations find their strengths and weaknesses, identify areas of
opportunity and take preventive measures against threats arising from both internal and external
environmental factors.

The SWOT matrix can be understood by dividing it's cells according to what they represent for the
organization.

 Internal environment stands for the factors affecting performance within the company itself,
this could be both positive or negative in nature.
 External environment is the outside world, factors beyond the control of the organization
which may affect it in positive or negative ways.
 Strengths are the things that the organization does well, its core competency in production,
sales, innovation and so on.
 Weaknesses are the areas which need improvement such as a high attrition rate.
 Threats are the foreign variables that affect the company such as government regulations,
entry of new competitors or even natural disasters

An organization can analyze it's position in relation to its strengths and weaknesses by classifying
them in the SWOT matrix. Then the planning process can incorporate the results and solutions
offered in its structure, along with the necessary strategy changes required.

How Does Planning Happen?

Although in theory, planning may sound like a static one-off activity which is to be done in a
particular manner and then left to fend for itself, it is a dynamic process which can be broken
up into different parts for ease of understanding and also as a reference. It progresses through
stages of development and is ultimately, like most management principles, a looping
function, without review and monitoring it will not be effective.

Setting Objective Goals

Before the actual process of planning can begin, one must know what its purpose is, where is
all this discussion and debate going to lead?

An objective marker, as a desirable and rational outcome of planning should be first outlined.

This objective must be precise before it is anything else. Saying that we plan to achieve a
certain figure of sales and make a certain amount of profit is nonsensical, when the means to
achieve them have not been decided upon.

Planning objectives must be realistic, enthusiasm about a particular sector of the economy, or
a new launch having performed well in the initial months, can lead to unrealistic and often
unachievable goals being set by the managers.

How can objectives be realistic? The best way is to state them in numbers, with clear
language and a frame of reference which all employees can understand. For example, an
objective of producing 20,000 units by the 30th of March with a reduction in operating
expenses by 3% and launching X product in 3 (names) markets simultaneously on (date), is
much more to the point than saying we will increase production, lower costs and make a huge
profit selling our new product this year.

However, not all goals and their objectives can be set down in quantitative terms, some are
subjective and can only be described or formulated according to precedent. An example is the
effect of motivational programs on the efficiency of the employees.

➤ Developing Planning Premises

A premise is an assumption about something that has not yet come to pass. In relation to
planning, these premises take the nature of analytical forecasts which are made to understand
future conditions. Care must be taken that the forecast data be in quantitative terms and not a
qualitative or descriptive view. Data makes it easier to forecast future revenue streams and
possible holdups due to working capital issues. On the outside it can give a feeling of how the
economy and competitors might behave in the future.

➤ Recognizing Limitations

An organization is a coming together of different people who work in different verticals,

although for the primary purpose of achieving a set goal. This may not, however, be as easy
to do in the real world, there may be several limitations to the organization's smooth
functioning due to bottlenecks in different departments like the human resources, operations
and finance. A good plan must incorporate these limitations into its structure, to be able to
deal with them when the time comes.
➤ Plan Period

A suitable time frame is necessary to be able to achieve the objectives in a systematic

fashion. A plan period sets apart a number of days or months, depending upon the nature of
the plan, after accounting for the objectives, premises and limitations it might be subject to.
This time frame is an objective in itself and acts as a guideline for fulfilment of the various
aspects of the plan. Care must be taken to ensure that the plan period is reasonable and not
over-enthusiastic or pessimistic about the objectives.

➤ Formulating Strategies and Policies

The basic function of any plan is to lay down certain policies and adopt strategies which will
propel the organization toward its goals. The top management of the organization, in
consultation with the subordinates, must outline these strategies. Policies can be of various
kinds such as new audit norms for the finance department or changes in hiring practices for
the HR department. Strategies are broader in their scope and are more focused on short term
or long term results. Alternative strategies and plans must also be formulated as fall-backs, in
case changes are required during the plan period.

➤ Operational Planning

Support plans are required for the broader strategies and policies developed by the
management. These policies are mostly short term in nature and are done more on the
departmental level, they are usually implemented to improve efficiency in the various
procedures.

➤ Review and Appraisal of Plans

Once the various plans are in action, there must be timely reviews to judge whether they are
operating according to the given objectives. A plan may look attractive on the boardroom
table but may not necessarily work on the assembly line or integrate with the supply chain of
the organization. A review is therefore another primary aspect of the planning process, any
changes that are required must be documented and embedded in the next iteration of the
plans.

ORGANIZING

The second function of the management is getting prepared and getting organized. The
management must organize all its resources beforehand, to follow the course of action
decided during the planning process. While determining the hierarchy of the organization,
managers must look at the requirements of different divisions or departments. They must also
ensure the harmonization of staff, and try to find out the best way to handle the important
tasks and reduce unnecessary expenditure within the company. Management determines the
division of work according to its need. It also has to decide for suitable departments to hand
over authority and responsibilities.
The following can be steps in organizing function from the perspective of a manager.

➤ Defining Jobs and Activities

Job profiles need to be identified according to the needs of the various departments within a
company. The accounts department will need a cashier, just as the assembly line will require
the services of supervisors and workers, both skilled and unskilled. Even before this is done,
the activities themselves must be clear, accounting of pay-in slips or the steps involved in the
production, all this must be ready at hand for the managers to refer to and accordingly make
appointments.

➤ Organizing Activities

The second step is to organize these varied jobs into manageable units. A good example is
classifying the workers in charge of welding under a separate supervisor, or setting up a team
of software engineers under a team leader. This aspect of organizing deals with the division
of labor in the organization.

➤ Distribution of Authority

The next step is to specify the range and breadth of the powers given to various managers and
supervisors working in different departments. This is necessary for the division of
responsibility and effective reporting.

➤ Balancing Authority and Responsibility

Only classifying and assigning responsibility is not enough, a manager must make sure the
different departments’ co-ordinate among themselves and recognize the powers and duties
assigned to each one of them. This is vital as the smooth functioning of the whole
organizational structure depends upon people learning to work together.

DIRECTING/LEADING

Directing or leading is the third function of management. Working under this function helps
the management control and supervise the actions of the staff. It also enables them to render
assistance to the employees by guiding them in the right direction, to achieve the company's
goals and also accomplish their personal or career goals, which can be powered by
motivation, communication, department dynamics, and department leadership. Some
characteristic features of the directing function are as follows.

Directing attempts to motivate and lead the employees toward the planned objectives. It is
therefore inspirational in nature.

Directing aims to delegate tasks to subordinates, doing this the right way can be helpful in
increasing the productivity of the entire organization.
Directing is undertaken by all levels of the management. A superior directs his subordinate
who in turn delegates tasks to the people he supervises and so on. The worker on the shop
floor also directs the machines to perform certain tasks.

Directing is a very human function of management in that it deals with people on a personal
basis. Managers who have the responsibility to direct have to be sensitive to behavior patterns
and have the ability to read body language so as to make more informed decisions regarding
their employees.

CONTROLLING

Control - the last of the five functions of management, includes establishing performance
standards, which are aligned to the company's objectives. It also involves evaluation and
reporting of actual job performance. When these points are studied by the management, it is
necessary to compare both these things. This study or comparison leads to further corrective
and preventive actions. The controlling function aims to check if the tasks being allotted are
performed on time and according to the standards set by the quality department.

Controlling happens after the planning process has been implemented and the tasks assigned.
It aims to see if the results are in line with the objectives set forth in the original plan.

Standards must be set according to the resources available and accounting for external factors
which may affect performance.

The controlling processes, in comparison with other three, is a continuous process. All levels
of management take part in this function.

Control is also dynamic in nature as the management can anticipate future problems, adopt
necessary preventive measures, and make policy changes in time.

Effective and efficient management leads to success, which is the attainment of objectives
and goals, that an organization sets for itself. Of course, for achieving the ultimate goal,
creative problem-solving and successful application of all five functions is necessary.

STAFFING – the Fifth Function

Some modern management experts also include the function of staffing as an important
management practice. Without human resources, no organization can get off the ground, let
alone do business and make profits. Even the most labor efficient business models like online
marketing and consulting require expertise in the form of knowledgeable individuals whose
job it is to identify trends, do research and provide business plans or solutions to problems. In
industries where man power is required for important processes of production such as
manufacturing, mining, automobiles and heavy engineering, staffing can be a crucial aspect
of the business. Some distinct features of staffing function are mentioned below.

Staffing is an important function because it puts the right man in the right job.

It is an ongoing activity as employees keep leaving and joining the company, they also retire
from time to time leaving empty places in various positions.

Efficiency is a prime focus of this function as managing people is the toughest job there is,
everything must be accounted for, leaves, payments, benefits, medical allowances, social
security accounting and much more.

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functions-of-management.html
Management Styles and Techniques

Management styles and techniques differ from organization to organization. Here are the
commonly seen techniques in the corporate world today

A leader or a manager should be very careful, while choosing the business management
styles and techniques for an organization. This is because the success of an organization
depends upon the kind of management styles and the management skills which the managers
exhibit. Some management styles are people oriented, while others are project or work
oriented. Here are the three management styles which are primarily used by the managers in
today's organizations.

Management Styles

Teamwork Style

In teamwork style of management, tasks are accomplished by constituting teams first, and
then dividing the tasks among the teams. It is commonly observed that tasks are
accomplished more efficiently through teams. That is why, most organizations today, follow
this style of management. The different team members bring their knowledge to the table,
while accomplishing various tasks and hence, tasks can be done more quickly in teams rather
than by individuals on their own. In order to function properly, there should be proper
workplace communication between the various team members and also, between the manager
and the team members. "Team spirit" is a prerequisite for the success of this style of
management.

Directing Style

In this style of management, the manager communicates the "goals, expectations and
standards" to the employees very clearly in the beginning itself. The manager is in direct
control of the situation literally, i.e. he dictates to the employees what tasks have to be done,
how they have to be done and the deadline for those tasks. The manager has all the decision-
making powers and seldom asks the employees for a feedback. This management style is
considered slightly impersonal, but sometimes such situations arise in organizations, such as
meeting a deadline or when the number of employees is too huge, that only top-down
management approach or directing style of management can bring desired results.

Participatory Style

Participatory style of management is based on the principle of "faith". Under this style of
management, the leadership and management places full faith in the abilities of the
employees. The tasks are given directly to the employees and are well-explained to them in
advance. Their inputs on the tasks are also given due importance. The employees know how
their work is fitting into the organization's big goals. When their inputs are sought and they
are also made aware how important they are to the health of the organization, their motivation
levels become very high and they perform better. This style is usually seen in smaller
organizations, with lesser number of employees.
Management Techniques

Management techniques are those management concepts or strategies, which are followed to
run an organization efficiently and profitably. Management techniques, whether pertaining to
employees, the customers of the organization or the partners, in case of partnerships, should
be chosen only after evaluating the needs of all three. An example of a management
technique pertaining to employees is the use of incentives, so as to motivate them, or to
provide them with training in order to update their skills. Management techniques pertaining
to customers are usually aimed at keeping them happy and satisfied, so that they keep on
coming back. An example of this, could be the various discount offers that are given to the
customers on special occasions, such as Christmas. Whatever management techniques are
chosen by organizations, the main thing to consider is that they should fulfil the needs of the
organization and also, of the employees, customers and the partners.

According to business experts, the most effective techniques are those that are a mix of all the
styles. The management styles that are followed should depend upon the situation that an
organization is facing. In the fast changing business environment, it will neither be practical
nor profitable, to stick to only one style. That is why the management gurus, when giving
management tips, always insist that only the organizations that evolve their management
techniques, according to the ever changing corporate culture, will survive to see the future.

By Aastha Dogra

Read more at Buzzle: http://www.buzzle.com/articles/management-styles-and-

techniques.html
Types of Management Styles

Since the advent of corporate and organizational culture, different types of management
styles have been conceptualized and put forward by management scholars and gurus. Be it
Mayo or Drucker, all have proposed some theories that have been hailed as these classic
styles.

Management styles are a group of principles that any firm can follow as a part of their
management policy to garner maximum output from its employees and grow collectively as a
team. As the wheels of time have progressed and the business world has grown into an
extremely challenging field, they have become significant in imparting stability and good
governance to private firms. Basically, it is not necessary that every management style suits
every firm. The fact is that a management style followed in one company may fail in the
other company. Every management style is unique and some people may respond positively
to a management style whereas some may not perform effectively for the same management
style.

Types of Management Styles

Some of the popular styles that have been studied in depth by scholars and business students
are the theories given by Taylor, Fayol, Weber, Mayo, Maslow, Schein and Drucker. All
these theories have been based on the experiences of these scholars who have researched and
come up with their theories.

Authoritarian Management Style

In this style, a manager at the top governs and decides all the management policies. In this
style of management, the manager expects the employees to perform tasks as they have been
outlined by the boss and senior managers. In this style of management, the employees know
what to do, how to do and when to do.

What is Autocratic/Authoritarian Management Style?

The synonym for autocratic is authoritarian, which means one individual has the authority to
make all the important decisions for a group or people. The autocratic style is not a preferred
or favorable way for multiple reasons, but can be used as a situational management style.
Comparing the autocratic leadership style to dictatorships is not a wrong thing to do, since the
style of leading and managing a group of people is the same.

When you have one leader or manager, the choices, rules and regulations, decisions and
important changes are made by him without the say of the people who are to be governed
(employees). After giving the orders, the employees are not given the right to complain,
oppose or expect explanations, but are expected to obey the orders irrespective of their
choice. The rewards and appreciation for the employees are also given only if the leader is
convinced with their work.
Advantages and Disadvantages

This style should be incorporated only for certain situations for the modern business. Because
of the various rights given to the employees of today, the practice of this style is not at all
healthy. However, there are times when employees need to be dealt with strictly, so that there
is a certain level of discipline maintained in the work place. Here are its pros and cons.

Advantages

One of the biggest advantages is that, because there is one person making the decisions, there
is no confusion during the implementation. This also leads to decisions being made faster and
more effectively.

There is no lack of communication between the employees, regarding the instructions as they
are common to all. This too, avoids confusion between the teammates or the managers and
the employees.

There is a certain level of discipline and decorum which is maintained among the employees.
Since they are not given the right to speak against the employers or rebel against it, there are
no issues of revolt or difference in opinions among the employee and employer.

Disadvantages

The disadvantages of the autocratic leadership styles, however, outnumber the advantages.
Because of these forceful instructions given to the employees, the staff is not content and thus
doesn't respect the employer.

There are various fresh ideas and creative working styles which the staff would like to
suggest to the management, but this creativity is not respected by the authority. This leads to
an unhealthy environment among the staff and there could be lack of interest in work,
resulting in less business and income.

When the instructions from the autocratic boss don't come on time, there is confusion among
the teams or the employees, as to how the further work is to be done. This could lead to
delays and loss in business, making the employees completely dependent on one person for
decisions.

A few examples of this style in the past have been; Adolph Hitler, Saddam Hussein, various
types of monarchies throughout the world. This results to a very unhealthy interaction
between the two parts of any organization, the employer and the employees, which is indeed
a team.

After learning and reading about management in theory and practice, students or budding
managers are expected to pick a style. They can decide to either follow a single style or use a
combination of all the three, which is the best.

Read more at Buzzle: http://www.buzzle.com/articles/autocratic-management-style.html

Democratic Management Style

The managers who follow the democratic style of management focus on giving flexibility to
the employees so that the team can together evolve as one unit. By involving the team
members in taking decisions and delegating tasks, the managers give the employee a sense of
ownership and so that every employee feels as one family. In this style, team building skills,
social harmony and cooperation are aimed to achieve a target.

Paternalistic Management Style

Pater in Latin stands for 'father' and the paternalistic style of managers try to act as a father
figure to the employees, thereby ensuring that all employees 'feel happy and bonded' while
working in the company. Managers at the top will listen to the employee and at times ask for
feedback and opinions while taking any decision. The social need of recognition of the
employee is taken care of, in this style of management. This style matches with the theory of
social needs by Maslow.

Theories Hailed as Management Styles

Famous management experts and scholars like Taylor, Hawthorne, Drucker put forward
certain theories regarding management styles and leadership on the basis of their experience
and study. These theories become so popular that they are now considered as unique styles of
management in their own right. Let us take a glance at some of these theories

Taylor's Theory of Scientific Management

It was proposed by Frederick Winslow Taylor in 1900, popularly known as 'Taylorism',

Taylor's theory of scientific management focused on developing a standard method to
perform any job. According to Taylor the main task of decision making must be decided by
the management board and workers should focus on their tasks.

The Hawthrone Effect Studied by Elton Mayo

This management style evolved between the 1930s to 1940s, from the study of Elton Mayo, a
management professor who studied the effect of working conditions on the employees in the
Western Electric Hawthorne Works in Cicero, Illinois (a suburb of Chicago). According to
this management style, the necessary condition for receiving quality performance from the
employees is to provide them with all the adequate needs. Elton believed that human beings
are not single dimensional entities and so if a firm needs quality performance, employees
must be satisfied by firm's care and support. Proper working environment and other facilities
must be provided to the employees for maximum output.

Peter Drucker's Management Style of Focusing on Objectives

Peter Drucker, often hailed as the guru of modern management, gave this management style
in 1954. The principles given by Drucker in this theory have become extremely popular in
today's markets. According to this management style, motivation of the employees, excellent
communication, coordination and clarity of the targets are the three important governing
factors in the success of a firm.

These are just the basic types of styles used in today's corporate world. There are many others
listed below:

 Charismatic Management
 Situational Management
 Transformational Management
 Bureaucratic Management
 Task-oriented Management
 Transactional Management
 Relation-oriented Management

The best leadership style preferred by employees is 'situational management' wherein the
leader changes roles, rules, and concepts of management depending on the situation to get the
job done appropriately. The leader thinkably needs to adopt a specific style depending upon
the work to be done, and according to the skills and the mind-set of employees.

Read more at Buzzle: http://www.buzzle.com/articles/management-styles.html

What are the Skills Needed to be a Good Manager

A manager has a very important role to play in a company and for that he needs to possess
certain skills. Take a look at some of the skills needed to be a good manager.

In order for any organization to run smoothly, there has to be a great team in place. While the
employees make all the work happen (so to say), the managers ensure that all the work is
done well enough. In that order, a good manager is a boon for any company. He is the one
who has to ensure that the organization's affairs are well taken care of. Thus, a good manager
needs to have a strong knowledge about the functioning of the company so that he can make
valuable contributions to the same. But isn't 'good' a rather ambiguous term to use when
describing the qualities of a manager? What does 'good' mean? By using the term 'good' we
mean a capable and responsible person, one who can make things happen. This is merely to
state a few. While it is true that there are a few who are born to be natural leaders, there are
others who need to work their way towards becoming one. In this following article, we will
look at some of the ways in which to become a good manager and the skills that are necessary
for the same.

There are certain skills that a person must possess in order to become a responsible manager.
Let us review some of the skills necessary for the same.

Great Communication

The most important skill that makes a good manager is his ability to communicate well with
his team. Unless he is able to communicate with his team and explain to them what the
management expects from them there will be no results garnered.

Problem-Solving and Decision-Making

In the course of achieving a goal, a team will be faced with several problems and difficult
times. In such a situation, it is necessary that the team manager be adept at decision making
and problem solving.

A Set of Skills

There are several skills that a manager should possess. The most important one being that he
should be able to organize and plan well. This becomes necessary in order to meet the goal
that has been set. For this to happen, he must also possess the knowledge of effective time
management. A person who manages to plan the schedule and divide time equally between
tasks can be an asset for the organization.

Ability to Guide

A good manager should have all the basic leadership skills. There are various ways in which
a person can handle different situations through various leadership roles. A good leader
should be able to guide his/her teammates to be able to perform well. Leadership does not
mean dominating people. It means encouraging them such that they work to the best of their
abilities and produce positive results.

Building a Great Team

Team building is not a simple task and the test of a good manager lies in the fact whether he
can build a great team. For this, it is necessary that he learns what the skills of each team
worker are and makes use of them in the best possible manner for the good of the greater
goal. He must possess the ability to listen and encourage his team as well. For a team to
perform efficiently, a good manager should be able to motivate the team for their tasks.
He/she should encourage talents. In case of people with low performances, he/she should
tackle the situation with professionalism to reach a positive conclusion.
Knowledge

It is very, very important that a manager keep himself constantly updated about the workings
of his field. This is necessary so that he can use the knowledge and make positive
contributions to the goal.

Possessing Goals

A good manager should also have a visionary sight for the benefit of the company. He/she
should plan the future steps for the growth of the company.

Other Skills

Here are some other skills that a good manager must possess:

Even in a crisis, a person with good managerial skills should be able to perform well. He/she
should be mentally tough to handle any kind of situation and tackle a trying period with ease.

He/she should also be responsible enough to maintain a good office atmosphere. A manager
should be sensitive towards others in the workplace. A happy atmosphere would only lead to
more productivity for the company.

Read more at Buzzle: http://www.buzzle.com/articles/what-are-the-skills-needed-to-be-a-

good-manager.html