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Introduction to management

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Introduction

IBO 1007 INTRODUCTION TO MANAGEMENT ASSIGNMENT 1 29 NOVEMBER 2004 BY NIHAN YILMAZ MANAGEMENT STYLES Introduction People are the main resources of any organisation and any organisation is only as good as the people who worked with in it. Organisation can only achieve goals and objectives by the co-ordinated efforts of their members and it is task of management to get work done through other people. Management is fundamental to the effective operation of work organisations. There are two sharply contrasting styles: 1-Autocratic: Leader makes all decision unilaterally 2-Permissive: Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities Combining these categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles give us four distinct ways to manage: Directive Democrat: Makes decisions participatively; closely supervises subordinates. Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates Permissive Democrat: Makes decisions participatively; gives subordinates latitude in carrying out their work. Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying out their work. A management style is an overall method of leadership used by a manager. Managers must also adjust their styles according to the situation that they are presented with. The performance of the manager has direct relationship with the success of any organisation. This paper will give examples from journal articles, news articles and web sites about management styles. Journals Gender Differences And Similarities In The Leadership Styles And Behaviour Of UK Managers. ...read more.

Middle

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). ...read more.

Conclusion

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. ...read more.

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