Unit 4001

Unit 4001: An Unit 4001: An Introduction to Introduction to Managerial StyleManagerial Style

Prepared by:Team – 8

London College of Management Studieswww.londoncms.com

Our Objectives:Our Objectives: To examine the definition of management. Briefly examine key theories in management. Briefly outline Leadership and Human

Behaviour. Discuss Motivational Factors. Styles of Management. Levels of Management and Information Systems. Measures of Managerial Effectiveness. Ten characteristics of well-functioning teams. Leadership Theories. Harvard Referencing.

Interpretation of Interpretation of Management:Management:Management refers to the set of activities and often the group of people involved in four general functions:

PlanningOrganizingLeadingCoordinating activities

Leadership and Human Leadership and Human Behaviour:Behaviour:If motivation is driven by the existence

of unsatisfied needs, then it is worthwhile for a manager to understand which needs are the more important for individual employees.

In this regard, Abraham Maslow developed a model in which basic, low-level needs such as physiological requirements and safety must be satisfied before higher-level needs such as self-fulfilment are pursued.

Maslow’s Hierarchy of Maslow’s Hierarchy of NeedsNeeds

Leadership & Human Leadership & Human Behaviour…Behaviour…Physiological Needs

◦ Air◦ Water◦ Nourishment◦ Sleep

Safety◦ Living in a safe area◦ Medical insurance◦ Job security◦ Financial reserves

Leadership & Human Leadership & Human Behaviour…Behaviour…Social Needs

◦ Need for friends◦ Need for belonging◦ Need to give and receive love

Esteem◦ Self-respect◦ Achievement◦ Attention◦ Recognition◦ Reputation

Leadership & Human Leadership & Human Behaviour…Behaviour…Self-Actualization

Self-actualized people tend to have needs such as:

◦ Truth◦ Justice◦ Wisdom◦ Meaning◦ Self-actualized persons have frequent

occurrences of peak experiences, which are energized moments of profound happiness and harmony. According to Maslow, only a small percentage of the population reaches the level of self-actualization.

Motivational Factors:Motivational Factors: According to the Two Factor Theory of Frederick

Herzberg people are influenced by two factors:◦ Hygiene Factors◦ Motivation Factors

 Typical Hygiene Factors: Working conditions, Quality of supervision, Salary, Status, Security, Company, Job, Company policies and Administration and Interpersonal relations

Typical Motivation Factors:Achievement, Recognition for achievement, Responsibility for task, Interest in the job, Advancement to higher level tasks and Growth

Motivational Factors…Motivational Factors…

Managerial SkillsManagerial SkillsA good leader is always looking for ways to improve production and standards. Here are six management skills you can develop as a leader in working to create a quality effective team:

1. Observation - Observing employees at work, procedures, interaction and work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place.

2. Monitor Employee Performance - Assessments and evaluations should not be merely all formality or viewed a necessary paperwork to be done and filed away. Individual and group conferencing should be undertaken not only to monitor performance, but with the expectation of on going professional development and support.

3. Implementation of Professional Development Programs - A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.

Managerial Skills…Managerial Skills…4. Demonstrates Working Knowledge and Expertise - Good

leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not possess all the expertise and knowledge personally, then regular consultations with experts involved in the departments should be held.

5. Good Decision Making - Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. Clear firm decisions, combined with the willingness and flexibility to adapt and adjust decisions when necessary, create confidence in the leadership.

6. Ability to Conduct and Evaluate Research - On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in product and performance, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future.

Managerial StyleManagerial StyleFour Managerial Styles have been explained here, these are:1. Autocratic – An Autocratic style means that the manager makes decisions unilaterally, and without much regard for subordinates. As a result, decisions will reflect the opinions and personality of the manager; this in turn can project an image of a confident, well managed business. There are two types of autocratic leaders:◦ the Directive Autocrat makes decisions unilaterally and closely supervises

subordinates;◦ the Permissive Autocrat makes decisions unilaterally, but gives subordinates

latitude in carrying out their work2. Paternalistic – The leader explains most decisions to the employees and ensures that their social and leisure needs are always met. This can help balance out the lack of worker motivation caused by an autocratic management style. Communication is again generally downward, but feedback to the management is encouraged to maintain morale. This style can be highly advantageous when it engenders loyalty from the employees, leading to a lower labour turnover, thanks to the emphasis on social needs.

Managerial Style…Managerial Style…3. Democratic – In a democratic style, the manager allows the

employees to take part in decision-making: therefore everything is agreed by the majority. The communication is extensive in both directions (from subordinates 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: for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. From the overall business's point of view, job satisfaction and quality of work will improve. It can go against a better choice of action.As the autocratic leaders, democratic leaders are also two types i.e. permissive and directive.

4. Laissez-faire – The leader's role is peripheral and staff manage their own areas of the business; the leader therefore evades the duties of management and uncoordinated delegation occurs. The communication in this style is horizontal, meaning that it is equal in both directions, however very little communication occurs in comparison with other styles. The style brings out the best in highly professional and creative groups of employees, however in many cases it is not deliberate and is simply a result of poor management.

Levels of Management and Levels of Management and Information SystemsInformation Systems

Managerial Effectiveness:Managerial Effectiveness:A manager’s effectiveness can be assessed using the

following: The strength of motivation

& the morale of staff

The success of their training & development

The creation of an organisational environment in which staff work willingly & effectively

Meeting important deadlines

Accuracy of work

Level of complaints

Adherence to quality standards

Productivity

Adhering to budgets set

Ten characteristics of well-Ten characteristics of well-functioning teamsfunctioning teamsThe following are the tem characteristics of well functioning teams:

Purpose: Members proudly share a sense of why the team exists and are invested in accomplishing its mission and goals.

Priorities: Members know what needs to be done next, by whom, and by when to achieve team goals.

Roles: Members know their roles in getting tasks done and when to allow a more skilful member to do a certain task.

Decisions: Authority and decision-making lines are clearly understood. Conflict: Conflict is dealt with openly and is considered important to

decision-making and personal growth. Personal traits: members feel their unique personalities are

appreciated and well utilized. Norms: Group norms for working together are set and seen as

standards for every one in the groups. Effectiveness: Members find team meetings efficient and productive

and look forward to this time together. Success: Members know clearly when the team has met with success

and share in this equally and proudly. Training: Opportunities for feedback and updating skills are provided

and taken advantage of by team members

Leadership TheoriesLeadership Theories1. Trait Approach to Leadership

The Trait Approach arose from the “Great Man” theory as a way of identifying the key characteristics of successful leaders. It was believed that through this approach critical leadership traits could be isolated and that people with such traits could then be recruited, selected, and installed into leadership positions. This approach was common in the military and is still used as a set of criteria to select candidates for commissions.

Although there was little consistency in the results of the various trait studies, however, some traits did appear more frequently than others, including: technical skill, friendliness, task motivation, application to task, group task supportiveness, social skill, emotional control, administrative skill, general charisma, and intelligence. Of these, the most widely explored has tended to be “charisma”.

The table below lists the main leadership traits and skills identified by Stogdill in 1974.

Leadership Theories…Leadership Theories…Traits

- Adaptable to situations- Alert to social environment- Ambitious and achievement-orientated- Assertive- Cooperative- Decisive- Dependable- Dominant (desire to influence others)- Energetic (high activity level)- Persistent- Self-confident- Tolerant of stress- Willing to assume responsibility

Skills

- Clever (intelligent)- Conceptually skilled- Creative- Diplomatic and tactful- Fluent in speaking- Knowledgeable about group task- Organised (administrative ability)- Persuasive- Socially skilled

Leadership Skills and Traits (Stogdill, 1974)

Leadership Theories…Leadership Theories…2. The Behavioural Theories

Behavioural theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do.

If success can be defined in terms of describable actions, then it should be relatively easy for other people to act in the same way. This is easier to teach and learn then to adopt the more ephemeral 'traits' or 'capabilities'.

Leadership Theories…Leadership Theories… 3. Contingency TheoriesContingency theories are a class of

behavioural theory that contend that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others.

An effect of this is that leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change.

This helps to explain how some leaders who seem for a while to have the 'Midas touch' suddenly appear to go off the boil and make very unsuccessful decisions.

Leadership Theories…Leadership Theories…4. Power and Influence Theories

◦ They're based on the different ways in which leaders use power and influence to get things done.

◦ This model distinguishes between using your position to exert power and using your personal attributes to be powerful.

◦ These power can be legitimate, reward and coercive.

◦ Leading by example is another highly effective way to establish and sustain a positive influence with your team.

ReferencesReferencesElectronic books Sadler-Smith, E. (2006) Learning and development for managers:

perspectives from research and practice. Oxford: Blackwell. NetLibrary [Online]. Available at: http://www.netlibrary.com

(Accessed: 16 November 2010).College Library Chapters in edited books Hales, C. (2005) "Managerial roles", in Cooper, C.L. (ed.) Blackwell

encyclopedia of management. 2nd edn. Oxford: Blackwell, vol.11, pp.224-226.

Chapters in electronic edited books Hales, C. (2005) "Managerial roles", in Cooper, C.L. (ed.) Blackwell

encyclopedia of management. 2nd edn. Oxford: Blackwell, vol.11, pp.224-226. Blackwell Reference Online [Online].

Available at: http://www.blackwellreference.com (Accessed: 16 November 2010).

Custom textbooks Rank, J. (compiler) (2007) Organisational behaviour 1. 3rd edn. Harlow:

Pearson Custom Publishing.Chapters in custom textbooks Rollinson, D. (2007) "Groups", in Rank, J. (compiler) Organisational

behaviour 1. 3rd edn. Harlow: Pearson Custom Publishing, pp.217-253.

THANK YOU !!

Any Questions??