Lecture 7: MBA Project

Management

By Dr. Edward Ssenyange

Topics for Discussion
• Philosophy of Management

• Management Styles

By Dr. Edward Ssenyange,

Tutorial Questions

Qstn.3. Write Short notes on the following

Management Styles:
(a)Autocratic (4 Marks)
(b)Consultative (5 Marks)
(c)Persuasive (4 Marks)
(d)Democratic (4 Marks)
(e)Laissez-faire (4 Marks)
(f) MBWA (4 Marks) 3

By Dr. Edward Ssenyange,

Philosophy of Management

• Management is an art and science that

encompasses all activities within an
Organization

By Dr. Edward Ssenyange,

Philosophy of
Management
• Philosophy of Management is about
the existence and content of
management knowledge in the
information base as an academic
discipline

By Dr. Edward Ssenyange,

Philosophy of Management
• Philosophy of Management is also
concerned with the relevance and
usefulness to the practical world
• It empowers management
practitioners to explain various
phenomenon as well as find workable
solutions to various challenges

By Dr. Edward Ssenyange,

Philosophy of Management
• Management is actually the life line,
root and core of all sector and all
level institutions

• It involves the Planning, Organizing

Delegating, Coordinating, and
Controlling all instuitional activities
7

By Dr. Edward Ssenyange,

Management Styles
• Types of Managers refers to
leadership styles of persons in
management positions

• One critical factor to a managers

success is their leadership style, both
in how you manage people and how
you like to be managed
8

By Dr. Edward Ssenyange,

Management Styles
• Effective managers can reduce
employee turnover and improve
productivity through the boosting of
employee morale

• There are six widely agreed-upon

types of management styles
commonly used in the contemporary
business world
9

By Dr. Edward Ssenyange,

Management Styles
• Each management style has strengths
and weaknesses

• As such, a manager can utilize a mix

of management styles to accomplish
tasks through other people

10

By Dr. Edward Ssenyange,

Management Styles
• The mix is demanded by the complex
real life scenarios that present
themselves before managers hence
requiring solutions emanating from
more than one management approach

11

By Dr. Edward Ssenyange,

Management Style 1:
Autocratic
• Autocratic managers make decisions
unilaterally, without much (or any)
input of subordinates

• This unilateral format can be

perceived as a good management
technique only when the right
decisions are made
12

By Dr. Edward Ssenyange,

Management Style 1:
Autocratic
• Autocratic style of Management can
lead to faster decision-making,
because only one person’s
preferences need to be considered
• However, this style of management
can de-motivate employees
accustomed and interested in the
concept of ownership of decisions
and more autonomy 13

By Dr. Edward Ssenyange,

Management Style 1:
Autocratic
• In times of crisis where the time
factor is curtailed, the Autocratic
Management style is most feasible
but when extended to ordinary or
day to day practice, it can lead to
high staff turnover and associated
challenges

14

By Dr. Edward Ssenyange,

Management Styles 2:
Consultative
• This Style 2 provides for discussion
by way of a leader consulting for
input of employees but being
reserved the right to make the final
decision
• This final decision considers the
interests of employees but premised
on a strong business focus
15

By Dr. Edward Ssenyange,

Management Styles 2:
Consultative
• Consultative management style
develops a sense of loyalty from
employees included in decision-
making processes

16

By Dr. Edward Ssenyange,

Management Styles 2:
Consultative
• It is advisable to include all
employees as much as possible so
that no one feels left out otherwise
they will get de-motivated by the
feeling that they do not matter and
are misplaced

17

By Dr. Edward Ssenyange,

Management Styles 2:
Consultative
• Perhaps the best approach would be
to involve all the specific function or
departmental staff in the
consultation process pertaining to
their function/department

18

By Dr. Edward Ssenyange,

Management Styles 2:
Consultative
• Managers should however be
cautious not to develop a
dependency syndrome on staff in the
sense that the manger may not be
able to make a firm decision on all
matters without consulting staff

19

By Dr. Edward Ssenyange,

Management Styles 3:
Persuasive
• It is similar to the autocratic
management style

• A persuasive leader maintains that

the team should appreciate and
adopt his way of analysis of issues
and solutions to approaches
20

By Dr. Edward Ssenyange,

Management Styles 4:
Democratic
• Democratic managers offer
employees an opportunity to engage
in decision-making

• This means all decisions are

agreed upon by the majority

21

By Dr. Edward Ssenyange,

Management Styles 4:
Democratic
• The communications go from both
the manager down to employees and
from the employees up to the
manager

22

By Dr. Edward Ssenyange,

Management Styles 4:
Democratic
• Democratic management style is
useful when decisions pertain to
complex challenges that may require
collective responsibility
• However, democracy slows down
decision-making and could be
inefficient at times
23

By Dr. Edward Ssenyange,

Management Styles 5: Laissez-
faire
• Laissez-faire management style is
the complete opposite of
autocracy

24

By Dr. Edward Ssenyange,

Management Styles 5: Laissez-
faire
• Employees are allowed to make the
majority of decisions, with
management providing guidance
when needed

25

By Dr. Edward Ssenyange,

Management Styles 5: Laissez-
faire
• So the manager in this case is
considered a mentor rather than a
leader

26

By Dr. Edward Ssenyange,

Management Styles 5: Laissez-
faire
• This style of management is popular
in startups and technology
companies, where risk taking is
encouraged

27

By Dr. Edward Ssenyange,

Management Styles 5: Laissez-
faire
• However, it can complicate the strife
to achieve corporate or overarching
goals and objectives since
coordination of functions is limited

28

By Dr. Edward Ssenyange,

Management Styles 6:
Management By Walking Around
(MBWA)
• The MBWA classic technique is
about management by listening

29

By Dr. Edward Ssenyange,

Management Styles 6:
Management By Walking Around
(MBWA)
• So what happens is that Managers
“convene” sessions at which they
gather employee inputs mainly
comprising solutions to operational
and industrial/ sector challenges

30

By Dr. Edward Ssenyange,

Management Styles 6:
Management By Walking Around
(MBWA)
• At the management sessions, the
Manager should not direct but
counsel

31

By Dr. Edward Ssenyange,

Management Styles 6:
Management By Walking Around
(MBWA)
• The comfort in unanimously
reaching a most pragmatic and
responsive solution is that it will
always be widely appreciated,
accepted and respected by all

32

By Dr. Edward Ssenyange,