PANNEL MEMBERS Mr. Farrukh Ijaz Mr. M A Rauf Khokher Mr. Abdul Hafeez Mr. M Adeel Farooq Mr. Kamran Farooq Ms. Tayyaba Manzar Ms. Sidra Ashraf Ms. Tauseef Ms. Bushra

Mr. Farrukh Ijaz

Mr. M A Rauf Khokher

Mr. Abdul Hafeez

Mr. M Adeel Farooq

Mr. Kamran Farooq

Ms. Tayyaba Manzar

Ms. Sidra Ashraf

Ms. Tauseef

Ms. Bushra

MANAGEMENT STYLES

MANAGEMENT STYLES Introduction Historical Background Management Theories Management Styles Advantages / Disadvantages Situational Management Style Conflict Management Style Bad Management Style Shift to Leadership Conclusion

MANAGEMENT STYLES

Introduction

Historical Background

Management Theories

Management Styles

Advantages / Disadvantages

Situational Management Style

Conflict Management Style

Bad Management Style

Shift to Leadership

Conclusion

INTRODUCTION

HISTORICAL BACKGROUND

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

Massive Stone Design Built 4500 Yrs ago 2.3 Million Stone Blocks Base 230 m long Height 146 m Built using rollers, ropes . and levers

GREAT CHINA WALL 688 BC TO 1644 AD 300 YRS – 500 KM TOTAL 6000 KM RENOVATION 200 YRS AGO BASE 20 FT TOP 11 FEET WIDE HEIGHT 7 TO 37 FT ALL MADE BY HANDS

688 BC TO 1644 AD 300 YRS – 500 KM TOTAL 6000 KM RENOVATION 200 YRS AGO BASE 20 FT TOP 11 FEET WIDE HEIGHT 7 TO 37 FT ALL MADE BY HANDS

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

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

MANAGEMENT THEORIES Scientific Management Theory Frederick Taylor(1890-1940) Bureaucratic Management Theory Max Weber (1930-1950) Human Relations Movement (1930-today)

Scientific Management Theory

Frederick Taylor(1890-1940)

Bureaucratic Management Theory

Max Weber (1930-1950)

Human Relations Movement

(1930-today)

MANAGEMENT STYLES

MANAGEMENT STYLES Management by: Coaching and Development Competitive Edge Consensus Decision Models Exception Information Systems Interaction

Management by:

Coaching and Development

Competitive Edge

Consensus

Decision Models

Exception

Information Systems

Interaction

MANAGEMENT STYLES Management by: Matrices Objectives Organizational Development Performance Styles Walking Around Work Simplification

Management by:

Matrices

Objectives

Organizational Development

Performance

Styles

Walking Around

Work Simplification

Directive Democrat: Makes decisions participative; closely supervises subordinates. Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates. Permissive Democrat: Makes decisions participative; gives subordinates latitude in carrying out their work. Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying out their work. MANAGEMENT STYLES

Directive Democrat: Makes decisions participative; closely supervises subordinates.

Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates.

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

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

Democrat Manager permits subordinates to take part in decision making Autocratic Manager makes all decisions unilaterally MANAGEMENT STYLES

Democrat

Manager permits subordinates to take part in decision making

Autocratic

Manager makes all decisions unilaterally

ADVANTAGES / DISADVANTAGES MANAGEMENT STYLES No two-way communication Creates “them and us” attitude Quick decision making Effective when employing workers AUTOCRAT Mistakes or errors can be made if workers are not skilled or experienced enough Authority is delegated to workers Useful when complex decision is required DEMOCRAT Disadvantages Advantages Style

No two-way communication

Creates “them and us” attitude

Quick decision making

Effective when employing workers

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

Authority is delegated to workers

Useful when complex decision is required

MANAGEMENT STYLES BY SITUATION

TELLING Works best when employees are neither willing nor able to do the job (high need of support and high need of guidance) DELEGATING Works best when the employees are willing to do the job and know how to go about it (low need of support and low need of guidance) MANAGEMENT STYLE BY SITUATION

TELLING

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

DELEGATING

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

PARTICIPATING Works best when employees have the ability to do the job, but need a high amount of support (low need of guidance but high need of support) SELLING Works best when employees are willing to do the job, but don’t know how to do it (low need of support but high need of guidance) MANAGEMENT STYLE BY SITUATION

PARTICIPATING

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

SELLING

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

The different styles depend on the situation and the relationship behavior (amount of support required) and task behavior (amount of guidance required). MANAGEMENT STYLE BY SITUATION (write up)

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

Collaborating – I win, you win Competing – I win, you lose Accommodating – I lose, you win Compromising – I bend, you bend Avoiding – You bend, I bend CONFLICT MANAGEMENT STYLE

Collaborating – I win, you win

Competing – I win, you lose

Accommodating – I lose, you win

Compromising – I bend, you bend

Avoiding – You bend, I bend

The Bland Boss The Grunt The Control-Freak The Politician The Absent Manager The Whip-Cracker The Spiteful Manager BAD MANAGEMENT STYLES

The Bland Boss

The Grunt

The Control-Freak

The Politician

The Absent Manager

The Whip-Cracker

The Spiteful Manager

MANAGEMENT STYLE SHIFT TO LEADERSHIP

MANAGEMENT STYLE SHIFT TO LEADERSHIP Formal Authority Personal Charisma Power Makes Facilitates Decision Plans details Sets direction Approach Objectives Vision Seeks Short Term Long Term Horizon Sub ordinates Followers Have Managing Work Leading People Focus Stability Change Essence Manager Leader Subject

MANAGEMENT STYLE SHIFT TO LEADERSHIP Results Achievement Wants Action Striving Likes Money for work Excitement for work Exchange Transitional Transformational Style Tell Sell Persuasion Reactive Proactive Dynamic Control Passion Energy Head Heart Appeals to Manager Leader Subject

MANAGEMENT STYLE SHIFT TO LEADERSHIP Blames Takes Blame Takes Gives Credit Being Right What is Right Concern Establish Seeks Truth Existing Roads New Roads Direction Avoids Uses Conflict Makes Breaks Rules Minimizes Takes Risk Manager Leader Subject

CONCLUSION