Management styles
Dr Agata Stefanowska
Chair of Organisation, Management and Economy
Managers
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Classifying Managers
• First-line Managers
• Individuals who manage the work of non-managerial employees.
• Middle Managers
• Individuals who manage the work of first-line managers.
• Top Managers
• Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.
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Managerial Levels
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What Managers Do?
with others
with the organization
Interaction
with the external context of
the organization
Reflection thoughtful thinking
Action practical doing
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Mintzberg’s Managerial Roles
• Interpersonal roles grow directly out of the authority of a
manger's position
• Informational roles connected with receiving and transmitting
information.
• Decisional roles involve making significant decisions that affect
the organization.
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Interpersonal roles
The role of:
• The Figure head performs symbolic legal or social duties.
• The Leader builds relationships with employees and
communicates with, motivates, and coaches them.
• The Liaison maintains a network of contacts outside the work unit
to obtain information.
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Informational roles
The role of:
• The monitor looks for internal and external information about
issues that can affect the organization.
• The disseminator transmits information internally that is obtained
from either internal or external sources.
• The spokesperson transmits information about the organization to
outsiders.
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Decisional roles
The role of:
• The entrepreneur acts as an initiator, designer and encourager of change and
innovation.
• The disturbance handler takes corrective action when the organization faces
important, unexpected difficulties.
• The resource allocator distributes resources of all types, including time,
funding, equipment, and human resources.
• The negotiator represents the organization in major negotiations affecting the
manager's areas of responsibility
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Skills Approach
• Technical skills
• Knowledge and proficiency
in a specific field
• Human skills
• The ability to work well with
other people
• Conceptual skills
• The ability to think and
conceptualize about
abstract and complex
situations concerning the
organization
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TECHNICAL SKILLS
A persons’ knowledge and ability to make effective use of any
process or technique constitutes his technical skills.
For eg: Engineer, accountant, data entry operator, lawyer, doctor
etc.
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HUMAN SKILLS
An individuals’ ability to cooperate with other members of the
organization and work effectively in teams.
For eg: Interpersonal relationships, solving people’s problem
and acceptance of other employees.
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CONCEPTUAL SKILLS
Ability of an individual to analyze complex situations and to
rationally process and interpret available information.
For eg: Idea generation and analytical process of information.
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Skills Needed at Different Management Levels
Questionnaire - Skills Inventory
(Northouse, 2007)
• Rate each question using the following scale:
• 1= not true,
• 2=seldom true,
• 3=occasionally true,
• 4=somewhat true,
• 5=very true
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1= not true, 5=very true
• 1. I enjoy getting into the details of how things work……..… 1 2 3 4 5
• 2. As a rule, adapting ideas to people’s needs is easy for me.
........................................................... 1 2 3 4 5
• 3. I enjoy working with abstract ideas …………............. 1 2 3 4 5
• 4. Technical things fascinate me............................................ 1 2 3 4 5
• 5. Being able to understand others is the most important part of my work
..................... 1 2 3 4 5
• 6. Seeing the big picture is easy for me ...........................1 2 3 4 5
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1= not true, 5=very true
• 7. One of my skills is being good at making things work……….. 1 2 3 4 5
• 8. My main concern is to have a supportive communication climate
........................ 1 2 3 4 5
• 9. I am intrigued by complex organizational problems..........................
12345
• 10. Following directions and filling out forms comes easily for me
................................................. 1 2 3 4 5
• 11. Understanding the social fabric of the organization is important to
me ......................................... 1 2 3 4 5
• 12. I would enjoy working out strategies for my organization’s growth
..................................... 1 2 3 4 5
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1= not true, 5=very true
• 13. I am good at completing the things I’ve been assigned to do
.............................................. 1 2 3 4 5
• 14. Getting all parties to work together is a challenge I enjoy............. 1 2 3 4 5
• 15. Creating a mission statement is rewarding work........................... 1 2 3 4
5
• 16. I understand how to do the basic things required of me
............................................................. 1 2 3 4 5
• 17. I am concerned with how my decisions affect the lives of others
................................................ 1 2 3 4 5
• 18. Thinking about organizational values and philosophy appeals to
me.............................. 1 2 3 4 5
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Scoring
• Technical Skill (sum questions 1, 4, 7, 10, 13, 16)
_________
• Human Skill (sum questions 2, 5, 8, 11, 14, 17)
_________
• Conceptual Skill (sum questions 3, 6, 9, 12, 15, 18)
_________
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Determinants of leadership style
?
• Personality of manager - the most important, best to be flexible
• Subordinates - their qualifications, experience, independence
• Type of institution - the greatest rigor in military
• Time, urgency of the decision - for example, in case of flooding
• Desirable qualities - imagination, the ability of forward-thinking, real authority
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Management styles:
• Autocratic
• Democratic
• Delegative (Laissez-faire)
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Autocratic management style
• Leader show high concern for the task, and low concern for the people
• Manager makes most of the decisions, gives directions and expect his
order to be followed
There are 3 types of autocratic leaders:
• a directive autocrat makes decisions unilaterally and closely supervises
subordinates, crude but fair
• a permissive autocrat makes decisions unilaterally, but gives
subordinates latitude in carrying out their work
• an incompetent autocrat (despotic, unpredictable, relationship to
subordinates depends on his humor)
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Democratic management style
• Leader show high concern for both people and task
• Managers share the decisions with the work group, everything is
agreed upon by the majority.
• The communication is extensive in both directions (from
employees to leaders and vice-versa).
• This style can be particularly useful when complex decisions need
to be made that require a range of specialist skills
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Delegative management style
• Leader show low concern for both: people and task
• Leaders are hands-off and allow group members to make the
decisions.
• Very little guidance from leaders
• Group members are expected to solve problems on their own
• The leadership style that leads to the lowest productivity among
group members
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Douglas McGregor's XY Theory
• Douglas McGregor, an American social psychologist, proposed his
famous X-Y theory in his 1960 book 'The Human Side Of
Enterprise'
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Theory X
• 'authoritarian management' style
Characteristics of the Theory X:
• The average person dislikes work and will avoid it.
• Therefore most people must be controlled, directed, forced with
the threat of punishment to work towards organisational
objectives.
• The average person prefers to be directed, to avoid responsibility;
is relatively unambitious, and wants security above all else.
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Theory Y
• 'participative management' style
Characteristics of the Theory Y:
• Effort in work is as natural as work and play.
• People will apply self-control and self-direction in the pursuit of
organisational objectives, without external control or the threat of
punishment.
• Commitment to objectives is a function of rewards associated with their
achievement.
• People usually accept and often seek responsibility.
• Using a high degree of imagination and creativity in solving organisational
problems is widely distributed in the population.
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Theory Z - William Ouchi
• often referred to as the 'Japanese' management style
• a combination of all that's best about theory Y and modern Japanese
management,
Characteristics of the Theory Z:
• - Long-term employment and job security
• - Collective responsibility
• - Implicit, informal control with explicit, formalized measures
• - Collective decision-making
• - Slow evaluation and promotion
• - Moderately specialized careers
• - Concern for a total person, including their family
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WHAT MAKE MANAGERS SUCCESSFUL?
• Hard work
• Smart work
• Patience
• Out of box thinking
• Reading and acquiring
knowledge
• Ethical consciousness
• Collaborative relationship
• Perseverance
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Quiz
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Thank You for Your attention
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