Managing High Performance - Essay Example

Managing High Performance Affiliation: Organizational culture is an essential aspect in the management of firms. It determines the success of the operations of a firm prior to the set goals and objectives. Management styles are critical to consider because they influence the overall functionality of an entity in its business contexts. Management can be autocratic or participative. Autocracy is associated with absolute ruling by the boss or rather the senior management. Participative management style on the other hand encompasses an approach that diversifies ruling and governing of the firm.

The article Leadership, followership, and management evolution (Van Vugt, Hogan & Kaiser, 2008) prioritizes participative management. It argues against the rigidities of autocracy. This style of management is successful in the sense that it does not demoralize employees and involves them in management, giving them an opportunity to be managers of themselves. Decision making is a crucial action in management and it encompasses influencing the direction that an organization takes in its business pursuits.

Decision making processes can either be centralized or decentralized (Rao, 2008). Centralization of decision making leaves a few individuals with the responsibility of making crucial decisions that affect the operations of the firm. Decentralization of decision making process delegates decision making responsibilities to other employees including junior employees. The article Shared or unshared consensus decision in macaques? (Sueur, & Petit, 2008) emphasizes on decentralized decision making.

This mode of making decisions is effective in terms of time and cost saving. It minimizes bureaucratic procedures and thus successfully efficient. Management styles can also be presented as formal or informal. The mode of management style adopted under this principle depends on the leadership interests of the firm. Informal management styles fail to accustom to specific procedures of conducting business within and without the firm. The article Cooperative behavior cascades in human social networks (Fowler & Christakis, 2010) promote formal management style.

It minimizes employee redundancies and promotes result-oriented management and leadership. Employee inefficiencies and ineffectiveness prior to the operations of the firm are minimized or alleviated altogether. All the three aspects highlighted above in management and decision making processes relate to employee management in different contexts of working environments. The underlying difference is the management and leadership criteria that different organizations put in place. ReferencesFowler, H.

& Christakis, N. (2010). Cooperative behavior cascades in human social networks. P Proc. Nat Acad. Sci. U S A 107: 5334–5338.Rao, S. (2008).Corporate management, governance, and ethics best practices. New York: John Wiley and Sons.Sueur, C. & Petit, O. (2008). Shared or unshared consensus decision in macaques? Behav. Proc. 78: 84–92.Van Vugt, M., Hogan, R. & Kaiser, R. (2008). Leadership, followership, and management evolution: Some lessons from the past. Am. Psychol. 63: 182–196.