1. The document discusses various factors that influence a manager's style, including national culture, organizational form, industry, and tenure. 2. It outlines different contextual factors that shape managerial roles and styles, such as external cultural and industry influences, organizational characteristics, job-specific factors, and temporal and personal contexts. 3. While personal style and context are both important, the document argues that they are most influential together, with an effective manager being one whose natural style fits the particular context rather than changing styles situationally.

1. UNTOLD VARIETIES OF
MANAGING
Dr. Yogesh Upadhyay
Pro-Vice Chancellor
ITM University

3. What is (Less) Important?
Factors –
• national culture and personal style,
• form of organization, also industry
and tenure

4. 1. The External Context
– The Cultural Milieu;
– Sector;
– Industry;
2. The Organisational Context
– Form of organisation;
– Size, Age and Stage of Organisation

5. • Culture has more influence on how the roles
are performed than on which ones are
performed.
• Forms
– The Entrepreneurial Organization;
– The Machine Organization;
– The Professional Organization;
– The Project Organization (Adhocracy);
– The Missionary Organization:
– The Political Organization

6. 3. The Job Context
– The Level of Job;
– Nature of Work Supervised
– Scale and Scope
4. The Temporal Context
– Temporal Pressures;
– Managerial Fashion;

7. 5. The Personal Context
– Nature + Nurture;
– Background;
– Tenure.
6. Personal Style of Managing
– The Many Dimensions of Managerial Style;
– Proactiveness;
– The Many Styles of Managing.

8. • how the incumbent makes
the job, as opposed to
just doing the job.

9. • Conventional MBA training
encourages a rather analytical,
and unbalanced, approach to
managing, as compared with
bringing experienced managers
into a classroom to refl ect on
their own experience.

10. • Myers-Briggs, which offers sixteen styles
by combing the dimensions of
– Sensing (S) versus Intuition (N),
– Thinking (T) versus Feeling (F),
– Introversion (I) versus Extroversion (E), and
– Judging ( J) versus Perceiving (P).

11. • Maccoby’s (1976)
– reliable craftsmen,
– power-hungry jungle fighters,
– steady company men, or
– competitive gamesmen.
• Khandwalla’s (1977)
– conservative,
– risk taking,
– seat-of-the-pants,
– technocratic,
– participative,
– coercive,
– mechanistic, and
– organic

12. • Science – Celebral style
• Art- Insightful style
• Craft – Engaging style

14. • Personal style is important, no
question. But that seems to be
more about how managers do
things, including the decisions
they make and the strategies they
shape, than what they do as
managers.

15. • Style matters and context matters,
but mostly they matter together, in a
symbiotic relationship.
• As Kaplan put it, “the only way to
think of any given [general
managerial] job is the person-in-
the-job” (1983:29).

16. Is the Manager a Chameleon?

17. Harvard Business Review article entitled
“Leadership That Gets Results” by Daniel
Goleman (2000)
• Coercive (“Dowhat I tell you)
• Authoritative (“Come with me . . . toward a
vision,”)
• Affiliative (“People come first”),
• Democratic (“What do you think?”),
• Coaching (“Try this”), and
• Pacesetting (“Do as I do).

18. • The effective manager may more
usually be the one whose natural
style fits the context, rather than
the one who changes style to fit
context, or context to fit style (let
alone being a so-called
professional manager whose style
is supposed to fit all contexts).