Management Styles

17,053 views

Published on

Management Styles / Democratic / Autocratic

Published in: Business

Management Styles

  1. 2. PANNEL MEMBERS <ul><li>Mr. Farrukh Ijaz </li></ul><ul><li>Mr. M A Rauf Khokher </li></ul><ul><li>Mr. Abdul Hafeez </li></ul><ul><li>Mr. M Adeel Farooq </li></ul><ul><li>Mr. Kamran Farooq </li></ul><ul><li>Ms. Tayyaba Manzar </li></ul><ul><li>Ms. Sidra Ashraf </li></ul><ul><li>Ms. Tauseef </li></ul><ul><li>Ms. Bushra </li></ul>
  2. 3. MANAGEMENT STYLES
  3. 4. <ul><li>MANAGEMENT STYLES </li></ul><ul><li>Introduction </li></ul><ul><li>Historical Background </li></ul><ul><li>Management Theories </li></ul><ul><li>Management Styles </li></ul><ul><li>Advantages / Disadvantages </li></ul><ul><li>Situational Management Style </li></ul><ul><li>Conflict Management Style </li></ul><ul><li>Bad Management Style </li></ul><ul><li>Shift to Leadership </li></ul><ul><li>Conclusion </li></ul>
  4. 5. INTRODUCTION
  5. 6. HISTORICAL BACKGROUND
  6. 7. EGYPTIAN PYRAMIDS <ul><li> 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 </li></ul>
  7. 8. GREAT CHINA WALL <ul><li> 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 </li></ul>
  8. 9. SYDNEY OPERA HOUSE <ul><li> 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 . </li></ul>
  9. 10. MANAGEMENT THEORIES <ul><li>Scientific Management Theory </li></ul><ul><li>Frederick Taylor(1890-1940) </li></ul><ul><li>Bureaucratic Management Theory </li></ul><ul><li>Max Weber (1930-1950) </li></ul><ul><li>Human Relations Movement </li></ul><ul><li>(1930-today) </li></ul>
  10. 11. MANAGEMENT STYLES
  11. 12. MANAGEMENT STYLES <ul><li>Management by: </li></ul><ul><li>Coaching and Development </li></ul><ul><li>Competitive Edge </li></ul><ul><li>Consensus </li></ul><ul><li>Decision Models </li></ul><ul><li>Exception </li></ul><ul><li>Information Systems </li></ul><ul><li>Interaction </li></ul>
  12. 13. MANAGEMENT STYLES <ul><li>Management by: </li></ul><ul><li>Matrices </li></ul><ul><li>Objectives </li></ul><ul><li>Organizational Development </li></ul><ul><li>Performance </li></ul><ul><li>Styles </li></ul><ul><li>Walking Around </li></ul><ul><li>Work Simplification </li></ul>
  13. 14. <ul><li>Directive Democrat: Makes decisions participative; closely supervises subordinates. </li></ul><ul><li>Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates. </li></ul><ul><li>Permissive Democrat: Makes decisions participative; gives subordinates latitude in carrying out their work. </li></ul><ul><li>Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying out their work. </li></ul>MANAGEMENT STYLES
  14. 15. <ul><li>Democrat </li></ul><ul><li>Manager permits subordinates to take part in decision making </li></ul><ul><li>Autocratic </li></ul><ul><li>Manager makes all decisions unilaterally </li></ul>MANAGEMENT STYLES
  15. 16. ADVANTAGES / DISADVANTAGES MANAGEMENT STYLES <ul><li>No two-way communication </li></ul><ul><li>Creates “them and us” attitude </li></ul><ul><li>Quick decision making </li></ul><ul><li>Effective when employing workers </li></ul>AUTOCRAT <ul><li>Mistakes or errors can be made if workers are not skilled or experienced enough </li></ul><ul><li>Authority is delegated to workers </li></ul><ul><li>Useful when complex decision is required </li></ul>DEMOCRAT Disadvantages Advantages Style
  16. 17. MANAGEMENT STYLES BY SITUATION
  17. 18. <ul><li>TELLING </li></ul><ul><li>Works best when employees are neither willing nor able to do the job (high need of support and high need of guidance) </li></ul><ul><li>DELEGATING </li></ul><ul><li>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) </li></ul>MANAGEMENT STYLE BY SITUATION
  18. 19. <ul><li>PARTICIPATING </li></ul><ul><li>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) </li></ul><ul><li>SELLING </li></ul><ul><li>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) </li></ul>MANAGEMENT STYLE BY SITUATION
  19. 20. <ul><li>The different styles depend on the situation and the relationship behavior (amount of support required) and task behavior (amount of guidance required). </li></ul>MANAGEMENT STYLE BY SITUATION (write up)
  20. 21. <ul><li>Collaborating – I win, you win </li></ul><ul><li>Competing – I win, you lose </li></ul><ul><li>Accommodating – I lose, you win </li></ul><ul><li>Compromising – I bend, you bend </li></ul><ul><li>Avoiding – You bend, I bend </li></ul>CONFLICT MANAGEMENT STYLE
  21. 22. <ul><li>The Bland Boss </li></ul><ul><li>The Grunt </li></ul><ul><li>The Control-Freak </li></ul><ul><li>The Politician </li></ul><ul><li>The Absent Manager </li></ul><ul><li>The Whip-Cracker </li></ul><ul><li>The Spiteful Manager </li></ul>BAD MANAGEMENT STYLES
  22. 23. MANAGEMENT STYLE SHIFT TO LEADERSHIP
  23. 24. 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
  24. 25. 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
  25. 26. 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
  26. 27. CONCLUSION

×