Management Styles

PANNEL MEMBERSPANNEL MEMBERS Mr. Farrukh IjazMr. Farrukh Ijaz

Mr. M A Rauf KhokherMr. M A Rauf Khokher

Mr. Abdul HafeezMr. Abdul Hafeez

Mr. M Adeel FarooqMr. M Adeel Farooq

Mr. Kamran FarooqMr. Kamran Farooq

Ms. Tayyaba Ms. Tayyaba

ManzarManzar

Ms. Sidra Ashraf Ms. Sidra Ashraf

Ms. TauseefMs. Tauseef

Ms. BushraMs. Bushra

MANAGEMENT MANAGEMENT STYLESSTYLES

MANAGEMENT STYLESMANAGEMENT STYLES IntroductionIntroduction Historical BackgroundHistorical Background Management TheoriesManagement Theories Management StylesManagement Styles Advantages / DisadvantagesAdvantages / Disadvantages Situational Management StyleSituational Management Style Conflict Management StyleConflict Management Style Bad Management StyleBad Management Style Shift to LeadershipShift to Leadership ConclusionConclusion

INTRODUCTIONINTRODUCTION

EGYPTIAN PYRAMIDSEGYPTIAN PYRAMIDS Massive Stone DesignMassive Stone Design Built 4500 Yrs ago Built 4500 Yrs ago 2.3 Million Stone 2.3 Million Stone BlocksBlocks Base 230 m long Base 230 m long Height 146 m Height 146 m Built using rollers, Built using rollers, ropes ropes .. and levers and levers

GREAT CHINA WALLGREAT CHINA WALL

688 BC TO 1644 AD688 BC TO 1644 AD 300 YRS – 500 KM 300 YRS – 500 KM TOTAL 6000 KM TOTAL 6000 KM RENOVATION 200 YRS AGORENOVATION 200 YRS AGO

BASE 20 FT BASE 20 FT TOP 11 FEET WIDE TOP 11 FEET WIDE HEIGHT 7 TO 37 FT HEIGHT 7 TO 37 FT ALL MADE BY HANDS ALL MADE BY HANDS

SYDNEY OPERA HOUSE SYDNEY OPERA HOUSE Completed 1940-1973Completed 1940-1973 Power cable 645 KM Power cable 645 KM Rooms 1000 Rooms 1000 Theatres 05 Theatres 05 Hall Capacity 2679 Persons Hall Capacity 2679 Persons Seating Capacity 1547 Seating Capacity 1547 Height 183 m Height 183 m Width 120 m wide Width 120 m wide Organ – 10,000 pipes Organ – 10,000 pipes Roof is made of 1,056,000 Roof is made of 1,056,000 tiles tiles ..

MANAGEMENT THEORIESMANAGEMENT THEORIES

Scientific Management TheoryScientific Management TheoryFrederick Taylor(1890-1940)Frederick Taylor(1890-1940)

Bureaucratic Management TheoryBureaucratic Management TheoryMax Weber (1930-1950)Max Weber (1930-1950)

Human Relations MovementHuman Relations Movement(1930-today)(1930-today)

MANAGEMENT STYLESMANAGEMENT STYLES

Management by:Management by:

Coaching and Coaching and DevelopmentDevelopment

Competitive Edge Competitive Edge Consensus Consensus Decision Models Decision Models Exception Exception Information Systems Information Systems Interaction Interaction


Management by:Management by:

MatricesMatrices Objectives Objectives Organizational Organizational

Development Development Performance Performance Styles Styles Walking Around Walking Around Work Simplification Work Simplification

Directive Democrat:Directive Democrat: Makes decisions Makes decisions participative; closely supervises subordinates.participative; closely supervises subordinates.

Directive Autocrat:Directive Autocrat: Makes decisions unilaterally; Makes decisions unilaterally; closely supervises subordinates.closely supervises subordinates.

Permissive Democrat:Permissive Democrat: Makes decisions Makes decisions participative; gives subordinates latitude in carrying participative; gives subordinates latitude in carrying out their work.out their work.

Permissive Autocrat:Permissive Autocrat: Makes decisions Makes decisions unilaterally; gives subordinates latitude in carrying unilaterally; gives subordinates latitude in carrying out their work.out their work.


DemocratDemocrat

Manager permits subordinates to Manager permits subordinates to take part in decision makingtake part in decision making

AutocraticAutocratic

Manager makes all decisions Manager makes all decisions unilaterallyunilaterally


StyleStyle AdvantagesAdvantages DisadvantagesDisadvantages

DEMOCRADEMOCRATT

• Authority is Authority is delegated to delegated to workersworkers

• Useful when Useful when complex decision complex decision is requiredis required

• Mistakes or Mistakes or errors can be errors can be made if workers made if workers are not skilled or are not skilled or experienced experienced enoughenough

AUTOCRAAUTOCRATT

• Quick decision Quick decision making making

• Effective when Effective when employing employing workers workers

• No two-way No two-way communicationcommunication

• Creates “them Creates “them and us” attitudeand us” attitude

ADVANTAGES / DISADVANTAGESADVANTAGES / DISADVANTAGES


TELLINGTELLING

Works best when employees are neither Works best when employees are neither willing nor able to do the job (high need of willing nor able to do the job (high need of support and high need of guidance)support and high need of guidance)

DELEGATINGDELEGATING

Works best when the employees are Works best when the employees are willing to do the job and know how to go willing to do the job and know how to go about it (low need of support and low need about it (low need of support and low need of guidance)of guidance)

MANAGEMENT STYLE MANAGEMENT STYLE

BY SITUATIONBY SITUATION

PARTICIPATINGPARTICIPATING

Works best when employees have the Works best when employees have the ability to do the job, but need a high ability to do the job, but need a high amount of support (low need of guidance amount of support (low need of guidance but high need of support)but high need of support)

SELLINGSELLING

Works best when employees are willing to Works best when employees are willing to do the job, but don’t know how to do it do the job, but don’t know how to do it (low need of support but high need of (low need of support but high need of guidance)guidance)


BY SITUATIONBY SITUATION

The different styles depend on the The different styles depend on the situation and the relationship behavior situation and the relationship behavior (amount of support required) and task (amount of support required) and task behavior (amount of guidance required).behavior (amount of guidance required).

MANAGEMENT STYLE MANAGEMENT STYLE BY SITUATION (write up)BY SITUATION (write up)

CollaboratingCollaborating – I – I win, you winwin, you win

CompetingCompeting – – I win, you loseI win, you lose

AccommodatingAccommodating – – I lose, you I lose, you winwin

CompromisingCompromising – – I bend, you I bend, you bendbend

AvoidingAvoiding – – You bend, I bendYou bend, I bend

CONFLICT CONFLICT MANAGEMENT STYLEMANAGEMENT STYLE

The Bland BossThe Bland Boss The GruntThe Grunt The Control-FreakThe Control-Freak The PoliticianThe Politician The Absent ManagerThe Absent Manager The Whip-CrackerThe Whip-Cracker The Spiteful ManagerThe Spiteful Manager

BAD BAD MANAGEMENT STYLESMANAGEMENT STYLES


SHIFT TO SHIFT TO LEADERSHIPLEADERSHIP

SubjectSubject LeaderLeader ManagerManager

EssenceEssence ChangeChange StabilityStability

FocusFocus Leading PeopleLeading People Managing WorkManaging Work

HaveHave FollowersFollowers Sub ordinatesSub ordinates

HorizonHorizon Long TermLong Term Short TermShort Term

SeeksSeeks VisionVision ObjectivesObjectives

ApproachApproach Sets directionSets direction Plans detailsPlans details

DecisionDecision FacilitatesFacilitates MakesMakes

PowerPower Personal CharismaPersonal Charisma Formal AuthorityFormal Authority


SHIFT TO LEADERSHIPSHIFT TO LEADERSHIP


Appeals to Appeals to HeartHeart HeadHead

EnergyEnergy PassionPassion ControlControl

DynamicDynamic ProactiveProactive ReactiveReactive

PersuasionPersuasion SellSell TellTell

StyleStyle TransformationalTransformational TransitionalTransitional

ExchangeExchange Excitement for Excitement for workwork

Money for workMoney for work

LikesLikes StrivingStriving ActionAction

WantsWants AchievementAchievement ResultsResults




RiskRisk TakesTakes MinimizesMinimizes

RulesRules BreaksBreaks MakesMakes

ConflictConflict UsesUses AvoidsAvoids

DirectionDirection New RoadsNew Roads Existing RoadsExisting Roads

TruthTruth SeeksSeeks EstablishEstablish

ConcernConcern What is RightWhat is Right Being RightBeing Right

CreditCredit GivesGives TakesTakes

BlameBlame TakesTakes BlamesBlames



Management Styles

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