Role of Managers under Different Styles of Leadership

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Lecture # 2
Management, Organizational Policy and Practices

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Managers Role

1.

2.

3.

4. 5.

6.

Study results with the aim to improve his performance as a manager Try to discover who if anybody is outside the system, in need of special help He creates trust. He creates an environment that encourages freedom and innovation He does not expect perfection He understands the benefits of cooperation and the losses from competition He does not expect perfection

7. A manager understands and conveys to his people the meaning of a system. 8. He helps his people to see themselves as components in a system 9. A manager of people understands that people are different from each other 10. He is an unceasing learner. 11. He is coach and counsel, not a judge. 12. He understands the interaction between people and the circumstances that they work in.
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Sources of Power
Manager has three sources of power:
1. Authority of office 2. Knowledge 3. Personality and persuasive power; tact

A successful manager of people develops Nos. 2 and 3; he does not rely on No. 1. He has nevertheless the obligation to use No. 1, as this source of power enables him to change the processequipment, materials, methods to 3 4/22/12

Style of Management
Autocratic Participative Managers do as theyWork (responsibility) are told, transmitis delegated. orders Manager coordinates own group's work with that of the group in which he is a subordinate. Manager clears difficulties out of path of subordinate. Work can be a source of satisfaction or 4/22/12 punishment

Managers Job

Style of Management.
Autocratic Participative Decisions are madeParticipation in at the top. decision making at all levels. Military type of organization. 'Line and staff'. 'Chain of command'.

Decision Making

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Style of Management.
Autocratic Participative Assumes that peoplePeople learn not only hate work, have to beto accept, but to seek forced to do it, havegreater responsibility to be forced to(work at a higher achieve company'slevel). objectives. In modern industrial life, most people's intellectual potential is only partially utilized.
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View of people

Style of Management.
Autocratic Fear motivation. Motivation Participative Reward motivation.

We need 'a certain level' or 'more' unemployment.

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Modern Management Styles

Management by Coaching and Development (MBCD) Managers see themselves primarily as employee trainers. Management by Competitive Edge (MBCE) Individuals and groups within the organization compete against one another to see who can achieve the best results. Management by Decision Models (MBDM) Decisions are based on projections generated by artificially constructed situations. Management by Information Systems (MBIS) Managers depend on data generated within the company to help them increase efficiency and inter-relatedness.

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Modern Management Styles

Management by Exception (MBE) Managers delegate as much responsibility and activity as possible to those below them, stepping in only when absolutely necessary. Management by Interaction (MBI) Emphasizes communication and balance of male/female energy as well as integration of all human aspects (mental, emotional, physical and spiritual), creating an empowered, high-energy, high-productive workforce Management by Matrices (MBM) Managers study charted variables to discern their inter-relatedness, probable cause and effect, and available options.

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Modern Management Styles

Management by Consensus (MBC) Managers construct systems to allow for the individual input of employees. Management by Work Simplification (MBWS) Managers constantly seek ways to simplify processes and reduce expenses Management by Styles (MBS) Managers adjust their approaches to meet situational needs.

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Modern Management Styles

Management by Organizational Development (MBOD) Managers constantly seek to improve employee relations and communications. Management by Performance (MBP) Managers seek quality levels of performance through motivation and employee relations. Management by Walking Around (MBWA) Managers walk around the company, getting a 'feel' for people and operations; stopping to talk and to listen. Sometimes known as Management by Walking Around and Listening (MBWAL). This management style is based on the HP Way developed by entrepreneur Dave Packard, co-founder of Hewlett-Packard.

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13 Fatal Errors of Management

Refuse to accept personal accountability Fail to develop people Try to control results instead of influencing

thinking

Join the wrong crowd Manage everyone the same way Forget the importance of profit

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13 Fatal Errors of Management

Concentrate on problems rather than objectives Be a buddy, not a boss Fail to set standards Fail to train your people Overlook incompetence Recognize only top performers Try to manipulate people
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Refuse to accept personal accountability

Click to edit Master subtitle style the This sets the stage for asking

right questions:

What did I do wrong? What should I do to rectify this situation? What can I learn from this?

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Fail to develop people

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Managers who build dependency do so out of personal insecurity Managers who deny subordinates the experience of solving routine problems deny them the opportunities for growth When confronted with a problem by a subordinate:
Look at the person Listen with your eyes, as well as your ears
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1. 2.

TRY TO CONTROL RESULTS INSTEAD OF INFLUENCE THINKING

THOUGHTS create FEELINGS affect ACTIVITY

rewarded/recognized

HABITS

generate

RESULTS
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Join the Wrong Crowd

Pronoun disease the tendency of some

employees to use they instead of we

Loyalty means that I share a common

ideal with you, not that I agree with everything you say or that I believe you are always right

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MANAGE EVERYONE THE SAME WAY

DONTS
Play the role indicates you are not up to the task

and need these trappings to feel capable

Manage by staff meeting management is largely

a one-to-one proposition

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FORGET THE IMPORTANCE OF PROFIT

No enterprise can long survive without

generating a surplus over its costs of operation

Even nonprofit organizations must maintain

this discipline

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CONCENTRATE ON PROBLEMS RATHER THAN OBJECTIVES

Management is essentially a thinking, not a doing job When a person under your management fails to perform satisfactorily, do you ask:
Whats the reason for the lack of performance?

or
Whats wrong with this person?
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BE A BUDDY, NOT A BOSS

You must be either a buddy or a boss;

successful hybrids do not exist

While you can relax and have fun with an

employee, its never entirely social; its a professional, business relationship

You cant be responsible for people; thats the

job of a parent, not a manager

You must be responsible to them by giving

them the support they need to do their jobs

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FAIL TO SET STANDARDS

Performance standards: Quantity, Quality, Timeliness & Cost.
Standards eliminate management pressures by

eliminating personality from tough decision making. Standards serve as a covenant between an employee and his organization, based on understanding, good faith, and mutual commitment.
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FAIL TO TRAIN YOUR PEOPLE

Managements role is to induce employees to consistently perform at PAR; thus, the dual role of every manager is to:
Get people from entry level to PAR Maintain PAR, once attained

PARs elements:
Precedents guides for evaluating future

behavior
Actions what employees do
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Overlook Incompetence
Why?
They feel the need to be loved and seek it on

the job
They hope the problem will disappear if they

ignore it others

They lack the willingness or ability to confront

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RECOGNIZE ONLY TOP PERFORMERS

The Personal Touch
Break objectives into bite-size pieces Provide a support system to help each person

achieve his or her objectives attaining objectives

Provide personal and timely recognition for

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TRY TO MANIPULATE PEOPLE

Traditional management motivational approaches
Fear - the stick Rewards the carrot Belief building help the individual establish a

belief in himself, his organization, and the products/services rendered

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