Oshagbemi,T and Gill, R. (2003)
Gender Differences and Similarities in The Leadership Styles
And Behaviour of UK Managers
Women in Management Review
18(6), p.228-298
Management Styles and Performance
Knowledge management (KM) style is related to how particular managers deal with the knowledge assets of the firm and what approaches they adopt for KM. Style is personal attribute and so KM style varies from one manager to another, and may be influenced by the culture of their organization. Some managers recognize KM as purely technology issue, while others recognize KM as a strictly human concern. In the technological approach, knowledge is treated as more explicit, and therefore it is usually codified, in the belief that this guarantees efficiency. However this is rarely the case. Other approaches rely heavily on human knowledge but they are also unlikely to be successful if they are not integrated with approaches linked to modern technology. The majority of managers recognize KM as a mixture of the human and technical approaches with an emphasis that depends on how they classify knowledge itself.
Hasan, H and Al-hawari, M. (2003) Management Styles and Performance
Journal of Knowledge Management
7(4), p.15-28
Management Styles Grounded In Interpersonal Roles
For the purpose of the investigation, an interpersonally skilled headship is one who has a wide variety of verbal factors and performs it well with the appropriate non-verbal cues. He or she can structure interactions effectively by organizing these verbal factors and non-verbal factors cues into purposeful sequences, which steer the interaction towards its objectives, and, can develop an approach to the interaction, which is appropriate to the objectives in question ad the probable reactions of the stakeholders or important components of the school ( teachers, students, non-academics and parents ). Management style of an individual, the variable of the study under report, is the characteristic way in which the headship goes about his managerial tasks in a specific organization assessed over a longer period of time by those who work with him. Styles are a combination of what the individuals bring with him or her into the organization (e.g. national culture, family or peer influence), the way the organizational culture (rules) is recognized, the way the individual actually exacts his or her role. Managerial style is the patterns of behaviour which a manager, head of school, adopts in order to plan, organize, motivate and control.
Khetarpal, I and Srivastava,R.C. (2000) Management Styles Grounded In Interpersonal Roles
The international journal of educational management
14(2), p. 74 -83
Management Style And Coping With World-Class Competition.- The Chinese Approach To Management
Although in any culture, behaviour can be placed on a continuum, so that not all individuals are stereotypical. Chinese managers tend to place value on maintaining harmony and on fostering long-term relationships within an intimate workgroup. The influence of face and the need for co-operation and group welfare, further affect work relationships, leading to a managing philosophy based on loyalty, nepotism, collectivism, and a high tolerance for ambiguity, but with scant reliance on universal laws and principles.
These attributes are combined with a strong correlation among age, seniority and status, in that status gained as a result of seniority and/or age, can translate into legitimate authority and power.
The management culture thus created relies on benevolent styles of dealing with subordinates, resulting in a relationship-based system akin to the Confucian ethos.
Wright, P C; Szeto, W.F; Geory D .G.(2000) Management Style And Coping With World-Class Competition. - The Chinese Approach to Management
Management Decision
38(9), p. 607-612
Management Styles in The Public Sector
One of the key problems facing management in the public sector is how to introduce change in working practices when measurable improvement is required but is hard to discern because of the nature of the services provided. Thus, improving school performance, for example, cannot be taken out of the context of the nature of the pupil, home environment and socio-economic condition without placing at risk the credibility of any measure of improvement. Perhaps as a consequence, working practices in the public sector have been the subject of some criticism for not being flexible and for continuing with methods which appear, at least to those with an outside perspective, to be outmoded and ready for change. Indeed, the British Prime Minister, Tony Blair, has been quoted as referring to people in the public sector, in general, as being "rooted in the concept that if it's always been done this way, it must always be done this way" (Sunday Times, 1999). What it is management in the public sector set out to achieve and, importantly, what management style is used.
Brookfield, D. (2000) Management Styles in the Public Sector
Management Decision
38(1), p. 13-18
News articles
1 In 3 Workers Want To Fire Boss
A third of Irish workers claim the relationship with their boss is almost unbearable, it was revealed yesterday.
The survey found only15 per cent of employees had an excellent relationship with their manager. One in five said their relationship was pretty good but the remaining 33 per cent are less than satisfied.
The survey of management styles by recruiters Irishjobs.ie revealed worker’s biggest hate was distrust and a lack of support between management and staff.
However, a good boss is one who trusts employees to work on their own initiative but is available for support and guidance if required. The survey of 350 workers showed they wanted a boss who was approachable, a good listener and treated them with respect.
The Mirror
November 16, 2004
Stressed-out managers 'running on empty'
A more engaging management style is badly needed in many UK companies. When workers feel they are part of a growing business they are more likely to be highly motivated, more responsive to change and therefore more likely to perform better.
A simple equation - happy staff equals more profits. But negative energy is permeating our work culture. It is a known fact that the UK works harder than any EU country and as we move towards a service-driven economy keeping workers happy and productive is becoming increasingly important. This could be a major problem for a company if it is looking to expand and grow and will therefore impact future profits
[Accessed 28 November 2004]
Web sites
Virgin
Virgin looks for opportunities where they can offer something better, fresher and more valuable. Virgin often moves into areas where the customer has traditionally received a poor deal, and where the competition is complacent. When virgin starts a new venture, they base it on hard research and analysis. Typically, they review the industry and put themselves in the customer's shoes to see what could make it better. And with their growing e-commerce activities, they also look to deliver 'old' products and services in new ways.
New ventures are often steered by people seconded from other parts of Virgin, who bring with them the trademark management style, skills and experience.
Virgin frequently creates partnerships with others to combine skills, knowledge, and market presence and so on. The power of the Virgin name; Richard Branson's personal reputation; their unrivalled network of friends, contacts and partners; the Virgin management style; the way talent is empowered to flourish within the group. Its companies are part of a family rather than a hierarchy. In a sense Virgin is a community, with shared ideas, values, interests and goals.
http://www.virgin.com
BMW
The BMW Group stands out as a model of responsible behaviour in creating and safeguarding jobs. BMW calls employees “associates” demonstrate an extremely strong identification with the company and clearly share its goals.
BMW offers its employees a comprehensive palette of flexitime work schedules; sports, leisure and wellness programs; and measures for reconciling family and professional commitments.
BMW was introduced as the Associate and Leadership Model throughout the whole BMW Group. Values and convictions are lived in practice. The BMW Group strives to make this model the foundation for all human-resource activities. The central principle of “give and take” highlights the link between corporate values and monetary and career-advancement incentives. In regard to management style, BMW accomplished the transition from a hierarchical culture to a culture of trust and teamwork, a culture more suited to an environment that is growing ever more complex and dynamic.
http://www.bmwgroup.com
HP
In 1957 HP becomes a publicly traded company. In the company's first off-site meeting of senior managers, the HP corporate objectives are written. The objectives cover seven points: profit, customers, fields of interest, growth, our people, management and citizenship. These management philosophies, radically different from the top-down management style of many companies, serve as the basis of HP's management style, which comes to be known as the "HP Way."
HP begins manufacturing in its first building in the Stanford Industrial Park, Palo Alto when it becomes HP's corporate headquarters. The new site supports the company philosophy that people require attractive and pleasant surroundings to attain maximum job satisfaction and to perform to the best of their abilities.
http://www.hp.com
Conclusion
Management is a discursive subject and much has been written about it. The study of organisation and management theory has, therefore, to proceed on a broad front. It is the comparative study of the different approaches which will yield benefits to the manager.
The study of organisations, their structure and management is important for the manager. Although there might be general agreement from time to time what constitutes best management style, theoretical ingredients will tend to vary. Management theories are therefore contestable rather than definitive and although there is a sense of progressive, evolutionary refinement, there is no master narrative to reassure us that the latest theory is necessarily the best.