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Management Styles

Playing your role efficiently.

What do we mean
“Styles?”

• It is one thing to know the role
of management, and what it
needs to do, and the way it
should think.
• However, it is something else to
know how this leadership role
translates into working relations
with the manager’s staff?

The person with the authority to get the job done.” “Foreman.” etc. This suggests “hierarchy” – the “Boss” view of an organization.” “boss.” “Overseer. This is connected with words like “supervisor.“Top Down” Management • Some people see management like this: a Triangle. .

i.” . and not to others. • It is based on the idea of command and supervision. structured societies.“Top Down” Management • This may be very “appropriate” to some forms of authoritybased. the worker needs to be “watched.e.

where we think of it as a team. .Another Perception • For others. That works only when everyone comes together. it looks like this: A Circle. It works in sport. This represents a “team” approach. (hence “Quality Circle”) rather than being instructed what to do.

• With the Circle the management and the worker are incorporated into a system in which they all share the same interests ( & benefits?) . bosses and workers. managers and unions.e.Another Perception • The outcome of the Triangle approach is the formation of phalanxes—i.

we are encouraged to be “competitive” and we give prizes to the “best students” and so on.A Paradox • Most of our lives. in a capitalist state anyway. rather than in a team? . • How many people would rather work on their own.

Alone or Together? • Management was originally nervous about teams of workers because they did not want the workers becoming organized. unionized. sharing. i.e. • Comparing. competing. sometimes based on class or education divisions. There was a “Them and Us” dimension. cooperating? .

. share the load)? • Decide who gets cut and how much? • Leave it to the Employees to decide. • Should you: • Make an “Across the Board Cut” (fairness.Reacting to a Problem • Suppose you have to cut your salary bill for the unit of which you are manager.

Why? • The company used the approach of “work simplification” which minimized the worker’s responsibilities to limit the chance that he will “screw up” .The Supervision Model • Back in the 1970s. built in Ohio. USA. they introduced a new car called the Vega. • It was a total failure.

. even though it makes the work “easy.Worker’s Perception • That approach indicated a lack of confidence in the worker.” • What it produced were • Boredom • Substance Abuse • Absenteeism • A rotten unreliable car.

.Result • • • • • • • • Booze Drugs Skipping Work Alienation Extremely bad workmanship Bad Reputation Falling Sales Japanese Take Over.

no guaranteed wage.In Contrast • Look at the Experience of the Saturn • Here workers do several jobs. • Incentive is reward for quality. move around. • Quality has replaced fast • “Self-Managed Teams” . any problem and you rework it on your own time.

The Tune Has Changed • In the 1970s we (in the USA) were saying that the world was going to Hell because we “did not have good workers. . in 2006. we know the problem was management.” • If you go into a restaurant and the service is bad—whose fault do you think that really is? The server? • Now.

the main change is that the result is usually measured in quality.What is a Manager? • Typically. a manager was someone whose responsibility it was to get results. • Now. . • The method for achieving quality is incentive. team competition and feedback.

and so resolve your problems. • Management is the same— everyone should feel a participant--some ownership . then the counselor does not do all the talking. • He provides a framework to get you talking.Involvement • If you think of counseling.

who are now engaged in the same thing. whose responsibility it is to produce solutions. and the teams.Teams and Managers • One problem is. where is the balance between the role of the manager. • Defining the task? • Where does the sharing begin and end? .

• It is pointless to ask them to do something for which they are not prepared.Readiness • The employees must also be ready for the task. • Can they do what we are asking? (Task) • Do they have the confidence to do it? (Orientation) .

• Decisions had nothing to do with you.How Employees Have Changed • Born before 1946 • “I want to do a good job (The Work Ethic) • The boss was someone you saw only when there was trouble. • Saving money. .

.And now… • • • • • • Born after 1960/70 “I want to do my own thing” Asks ‘Why?’ Lives on loans and credit Expects things to get better Moves around a lot. and sells his skills in the market.

Accepted role of “boss”—some people more comfortable with that . talks assertively. May seem like a “wimp” to some who want to be told what to do Styles Sits apart.“How do I communicate? Does 40% of talking.