Comparison of Different Styles of Management - Coursework Example

Developing Manager Management theories Coordination of efforts of people to accomplish goals and objectives of an organization through effective utilization of resources is termed management and it comprises planning, organizing, staffing, directing as well as controlling. Various management theories and past experiences have been employed by managers to effectively run their organizations to success (Barney, 1986). Classical management theory was emanated between 1885 and 1940 in the industrial revolution, since there was a need to effectively plan, organize, influence and control work activities in the growing industries. This theory is categorized into Scientific and Administrate management. The classical theory concerned with structure and mechanics of an organization. It was expounded by Henry Fayol who emphasized on structure of formal organization, F W Taylor suggested a mechanical performance thus training was to be done scientifically to employees, Weber described management informs of bureaucracy thus hierarchy of authority and system of rules had to exist for effective management (Barney, 1986). . A second theory on management is Human Relation Theory which was concerned with human factors and its epicenter lied on motivation, group motivation, leadership and relationship between employers and employees (Barney, 1986). . Behavioural Management Theory focused on human motivation through satisfaction, incentive and intrinsic. Maslow theory (1943) which focuses on human needs is the basis of this theory (Barney, 1986). . Comparisons of different styles of management Companies that employ managers who are flexible and adopt different styles of management get the maximum from their employees. The essay thus compares some of the styles of management applied to an organization. Directive verses Authoritative styles of management Directive style is where a manager orders employees around and thus its main objective is an immediate compliance from employees. Leaders here, set standards that are difficult to meet and a punishment is done to those who do not meet the standards. This leads to frustration, loss of enthusiasm and disengagement of employees toward a common goal. This style of management is effective in times of crisis or when deviations are evident which might lead to collapse of a company. Though it is a style that derives motivation through threats, it is ineffective when employees are underdeveloped thus they learn a little. This method also cannot be used in a place where employees are highly skilled; they become frustrated and demoralized. On the other hand, Authoritative style enables clarity of vision for the employees and provides a room for teamwork. It also gives a long term direction to the employees. The style is effectively applied in situation where clear directions and standards are needed and when a leader is credible. Though it cannot work when employees are underdeveloped since they will need a guidance on what to perform, employees will not follow a vision if the manger is incredible (Black& Richard, 2003). Affiliative verses Participative styles of management Affiliative style of management is where a manager sits with employees and allow for bonding. It also creates harmony among employees and their managers. The style is effective in combination with other management styles, where task routine and performance is adequate and can be used in the management of work related conflicts. It cannot be used in a crisis and where inadequate performance is realized. In the participative style of management, there is a buildup of commitment and consensus among employees. The style allows for democracy thus is effective when employees work together which build teamwork, it is also applicable when the staff are experience and in a steady working environment. The ineffectiveness of this style of management can be realized in time of crisis, where there is lack of competency and employees also need coordination (Black & Richard, 2003). Chaotic verses Laissez-faire Chaotic style of management gives the employees freedom to make decisions concerning management. While in Laissez-faire style; leaders delegate duties of management to employees. Many researchers have noted that this style leads to low production as the managers (Black & Richard, 2003) do very little guidance. Leadership characteristics Many researchers have described leadership using traits or abilities while other have based their arguments on the personalities and behaviors thus this essay borrow ideas concerning traits of leadership in a broad way; Mission, goal and vision oriented: leaders must be aware of the mission, vision and goal of an organization because these describe the purpose and direction of an organization. Competent: A leader must be an expert in the field he/she undertakes. Thus, s/he should be able to guide employees on direction and procedures. A highly competent leader earns respect and is admired by many employees (Cameron, Esther & Mike, 2004). In this regard, s/he should be able to have strong team. By selecting effective team of experienced personnel, detection of weak areas in the organization is easy. Good communication skills: to convey ideas to employees effectively, a need of excellent command of communication skills is required. A leader should always be in contact with people vie emails, meetings or other forms of correspondences especially face-to-face. Inspirational: Employees always look to leaders who can give them advice, direction, guidance as well as motivating them (Cameron, Esther & Mike, 2004). Supportive: a leader who supports workers enhances effective performance. This is done by providing safe working conditions, being truthful to workers enable them speak freely. This therefore facilitates the employees’ progress towards attaining organizational goals. Ability to delegate: A leader should that person who delegate work to junior employees thus trust is developed. Delegation of work also reduces work that piles up and reduces time taken in tackling these tasks (Cameron, Esther & Mike, 2004). Motivation theories Motivation is an inner force that initiates, guides, and maintains behaviors that are geared towards a specific goal. Different theories have been developed to explain motivation thus this essay provides a better understanding of motivation through key ideas shown in the various theories. Humanistic Theory of Motivation This relies on the idea that people have strong cognitive reasons to do different things. This is explained by Abraham’s Maslow’s hierarchy of needs, which shows different motivations at different levels. Maslow’s theory is based on deficit principle where a satisfied need no longer motivates behavior of an individual since people take action to satisfy what they don’t have. It also relies on progression principle since the five needs are hierarchical thus one has to satisfy a need up the pyramid after the lower one is met. At the bottom of the pyramid; the first people are motivated to fulfill the desire of having biological needs for foods and shelter then followed by safety, belongingness, and love, and in higher up the pyramid is self-esteem and at the apex is self-actualization (DuBrin & Andrew, 2004). Herzberg’s two-factor theory Herzberg notes two factors that influence motivation at workplace; Hygiene factors, which include salary, security of job, working conditions, policies as well as supervision techniques. These factors rather cause dissatisfaction of employees if they are not provided appropriately. Satisfier or motivator such as responsibility, achievement, growth opportunities, and recognition are motivation factors at workplace. A need to ensure that hygiene factors are available and then build satisfiers in workplace (DuBrin & Andrew, 2004). Alderfer’s ERG theory The ERG (Existence, Relatedness and Growth) theory is based on Maslow’s hierarchy of needs theory. Relatedness needs are those to satisfy interpersonal relationships like social needs, Growth needs that are desires to develop psychologically like self-esteem and self-actualization. It proposes that when a lower need is satisfied, one move seeks a higher need to satisfy thus if it is not satisfied, one may scale down the hierarchy, which is referred by Alderfer as frustration-regression principle. Managers thus should provide opportunities to workers to utilize higher-level needs (DuBrin & Andrew, 2004). McClelland’s acquired theory It recognizes that everybody prioritizes needs din different ways. Life experiences make people learn the needs. McClelland notes three needs; need for achievement, need for power and need for affiliation. He then associated each need with unique and distinct work preferences; the managers can help workers to meet all these needs. Higher achievers have desire to do things better as compare to the lower achievers. Therefore, they are strongly motivated by job conditions with their responsibility, feedback, and moderate risk. A person with high need of power is likely to follow a path of continuous promotion. They enjoy being leaders, influencing others, like competitive situations. People with affiliation needs seek companionship, social approval and interpersonal relations. Most managers tend to be higher in seeking needs for power and low in their affiliation needs (DuBrin & Andrew, 2004). Communication process (verbal and Non-verbal) Communication process is a procedure towards ensuring effective communication. It is through the communication process, that people share a same meaning of message conveyed. Individuals who follow communication process effectively become productive since there is an understanding of information (Luecke & Richard, 2003). Communication process comprises four key steps as follows; Sender or encoder The sender conceptualizes information and decides the most appropriate means to deliver the information. Medium This is the form, which information takes, it can be inform of verbal, written, non-verbal or email (Luecke & Richard, 2003). Channel The information is transmitted through this pathway. It can be post office, internet, radio, mobile or through air. Receiver He or she is the decoder. The receiver extracts the meaning and interprets the information before giving feedback (Luecke & Richard, 2003). Feedback For a complete and effective communication, a feedback enables the sender to confirm whether the receiver got the intended meaning, upon which the communication is termed successful. Context The contexts here include the surrounding environment such as attitudes of the sender/receiver, time, and place (Luecke & Richard, 2003). Hospitality organization: A case sample: Britannia Hotel UK. Analysis of Britannia communication process (Compliant business processing) RightFax: Receives all Britannia’s in-bound reservation faxes and then automatically send the information into Aichemy. The Alchemy system: routinely send an email notification of new booking to specified email address, which bear a direct link to the fax image within Aichemy repository. The Alchemy web publishing application ensures authorized members of staff access the image of fax reservation. Through this compliant business processing, Britannia ensures a secure booking process, security of credit card data therefore is entrusted to them (Davies, 1999). Organization culture and change The behavior of both employers and employees who are part of an organization and the conclusion staff reach due to their actions is referred to as organizational culture. Organizational culture affects interaction with staff, customers, as well as stakeholders. A culture that is aligned towards achievement of goals in an organization make a company outdo their competitors and dominate a market. Steps considered for culture change in an organization (Denison, Daniel, Haaland & Goelzer, 2004) Change leadership: the first thing is to examine the leadership tools such as vision, persuasion, and story tell and act as a role model. Ensure people know and welcome your idea of the change. Inspire employees to curb turn over issue (Davies, 1999). Cement change with management: for instance role definitions, measurement and control systems, then use power tools of coercion and punishments as a last alternative if the first two could not work. Combination of leadership and management leads to negotiation, strategic planning, decision-making, and learning (Denison, Daniel, Haaland & Goelzer, 2004). Case: Britannia Hotel: Response to change A change in structure can influence a change of culture. On the other hand, a change in culture can also influence an organizations’ structure. Thus, a company must first clarify what change it has to go through. Changing an organization structure at each level results to culture change. Various factors need to be put into consideration’ (Davies, 1999). Change in role assignment: reassign technical personnel at every department to different roles through decentralization thus a Human Resource expert can handle affairs of the staff in the department in consultation with manager (Davies, 1999). Involvement of employees in the change: a grass-root approach in changing structure is followed where employees are involved in the restructuring the company. This only depend on the employees’ collaboration (Davies, 1999). Strong culture: Strong culture can effectively change its culture because its employees are responsive to the structure (Davies, 1999). Personal SWOT analysis Strength I am very creative. I always come up with new dishes that surpass customers’ expectations. I am good in communication – my customers understand may language and most of them prefer my services. Weakness I perform my duties in a hurry and compulsive thus sometime my work are or sub-standards. I usually get stressed up when I don’t beat deadlines. Opportunity The neighboring hotel experience higher rate of employee turnover due to their poor working conditions. My senior manager will be going for a two-day conference. This would greatly enhance my career development(Davies, 1999). Threats I’m always overworked due to inadequate staffing. Our organization is registering lower income due to low season; the manager thus is considering a cutback to lay off some staff members(Davies, 1999). CURRICULUM VITAE PERSONAL INFORMATION Name: Date of Birth: Gender: Citizenship: Marital Status: Address: Telephone : Email : OBJECTIVE To become a successful Manger in a Hotel Industry who encourages team building, integrity and embraces hard work. EMPLOYMENT HISTORY Works as an assistant manager: Food and Beverage Department – Britannia Hotel EDUCATION University Name: Year : Grade High School: Year: Grade PROFESSIONAL QUALIFICATIONS Certificate of training on Supervisory and Management Roles Computer Application Packages (Ms word, excel. PowerPoint, Publisher) LANGUAGES UK English which is well spoken and written INTERESTS Cooking, making friends and team building and volunteering Sample interview questions 1. What are your weaknesses? I am putting efforts to improve on my communication skills majorly through online studies. 2. Why do you want to be here? My values and objectives are in line with this company’s mission and objectives. Thus my services will of a greater benefit to your company as I also develop in my career. 3. What are your goals? The immediate objective I hold is to seek employment in a growing premise and on the long-term I would prefer to the direction the company would take late in its progress. Priority objectives and targets in developing individual potential based on SMART objectives An employee is motivated to perform well if individual goals and priorities are set and are aligned to organizational goals in order to achieve a business performance target. For instance, an employee goal can be; “To improve in my communication techniques with two months as I also go to work” (Ristino & Robert, 2000). Action plan based on SMART objectives Potential Action Plan Objective Task Resources Barriers to success Evidence of success Completion Improve in my communication techniques by successful presentation Complete online tutorials on communication Website for tutorials Power blackouts Complete on-job-training 7th May 2014 Attend management workshops Finance, stationery Poor time management Participate in workshop 20th May 2014 Write a presentation concerning the workshop training Online help, a tutor to guide and provide feedback I don’t understand the procedures of using the software Give a clear presentation on the supervisory roles 3rd June 2014 Practice in front of colleagues and request for feedback Fellow employees I have gained confidence in presentation in front of colleagues 11th June 2014 Give a timed presentation on meeting session concerning the training The Power Point document Handouts I become nervous I have clearly given a good presentation in front of fellow employees 30th June 2014 Ways of motivating employees to achieve goals and objectives of a company Encourage teamwork Manager should encourage teamwork through an initial meeting thus; it encourages a group result as compared to that of an individual. An employee thus recognizes his or her contribution to the result. Modify a management approach for various employees Different employees need different approaches in handling them for instance some employees would require coaching while on work. This enables them learn more and encourage them to work (Ristino & Robert, 2000). Provide opportunity to employees for personal development Managers should provide workshops; on-job-training for their employees to develop their skills hence they gain confidence and boost morale (Davies, 1999). Encourage employees’ ideas Managers should invite employees to help set goals. Seek their views on decision making and plans on ongoing activities. This makes employees have a feeling that they are part of the organization (Ristino & Robert, 2000). Establish fair company policies The policies developed should be those that are guided by the company goals thus will motivate employees farther. The policies should be those which encourage employee feedback, collaboration and decision making (McGuire & Stephen, 2003). Encourage and foster innovation Managers should realize that employees invent great ideas or produce new products especially those who are based on the designing or manufacturing of products. Recognize worthy employees Employees who are hard working should be awarded with certificate for best performance. Recognition is an important motivation factor in an organization (McGuire & Stephen, 2003). Give and receive feedback from employees Managers should not blame employees. Always look at how a problem is solved instead of looking for who caused the problem. You should look in to how the problem could be avoided in future. Provide a clear job description and accountability The manager should specify the expected results and tasks in order to enhance performance as well as accountability (McGuire& Stephen, 2003). Job retention and team turn over in a company Many companies are faced with a problem of job retention and high employ turnover. Most managers do not put into consideration their employees’ welfare thus they are poorly managed through provision of poor working conditions, low motivation among other factors. Hire the right people Managers should employ right staff and should define their role clearly. The employ should fit the company’s culture as well as him/herself (Parker, 2000). Keep compensation and benefits current Managers should give compensations to employees in time for their work and should also offer competitive benefits to reduce turnover. Recognize and give rewards to employees Always appreciate a commended job by giving rewards. These rewards should be specific, tangible and thus encourages loyalty. Thus reduces turnover in the company (Parker, 2000). Give opportunity for growth and development Employees provide an opportunity for growth. Companies which lack growth opportunity register high turnover intentions because their employees are not developed through training and investment on them (Cummings & Worley, 2004). Provide clear performance reviews Performance reviews always give opportunity to win trust and mend relationship between employers and employees thus improve their motivation. The improved performance management therefore reduces turnover (Cameron & Robert, 1999). Provide a vision which is inclusive Provision of a sense of purpose and meaning in work is by giving strong vision and goals and involve employees in such. This improves their loyalty and belongingness in the company. This in away reduce turnover of employees (Cameron & Robert, 1999). When work is given high value by employees; through recognition of the employees, praise and provision of special incentives, the value of work condition is thus raised leading to a greater reduction of employee turnover. Career development through managerial and personal skills Personal skills are often seen at work through people’s attitudes and behaviours. Examples are positive attitude and behavior, strong sense of responsibility, adaptability, interest in lifelong learning among others. Developing a career through managerial and personal skills involve; Learning – a willingness to take an opportunity to learn and showing interest in personal development enables an employee to seek training and also the reliance on feedback improve his or her understanding (Davies, 1999). Adapting to a situation - new challenges make somebody learn, the big issue here is how to adapt to the situation. An example is when an employee gets a promotion. An employee, who can adapt easily to a challenging environment, plans early enough and thus prioritizes on actions towards personal and career development (Cummings & Worley, 2004). Goal setting – ability to make concrete decisions about what is wanted and determination of when the goal is to be achieved enable commitment of an individual towards development of a career (Davies, 1999). Initiative skill- it shows the ability to take initiative in a situation and thus one is able to grab an opportunity that arises. The skill enables one to develop since a slight opportunity is never missed. For instance, when one does an on job training or even attends conferences even if no allowances are provided (Cummings & Worley, 2004). Motivation skills – a motivated employee is focused and determined to achieve a goal or task assigned. Motivation improves confidence and makes one ambitious to develop since morale of the individual is improved (Cameron & Robert, 1999). Career development plan for one year period Career goal: To become an Assistant Food and Beverage Manager. Requirements Current skills and interests Plan to reach my goal Training in on-the- job experience. Excellent communication skills Critical thinking Proactive Time management Service oriented 1. Employed as an intern in a food and beverage premise 2. Worked in hotel as an a trainee 3. Served as a student leader in hospitality department for 1 year 4. Hospitality management course – 68 point 5. Highschool economics- 4 grade point average Management degree- Harvard college Work with Britannia Hotel group as an intern assistant food and beverage manager Reference Barney, J. B. (1986). "Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?". Academy of Management Review, 11(3), pp. 656–665. Black, Richard J. (2003) Organizational Culture: Creating the Influence Needed for Strategic Success, London UK. Cameron, Esther & Mike G. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools, & Techniques of Organizational Change. Sterling, VA: Kogan Page. Cameron, Kim S. & Quinn, Robert E. (1999), Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Prentice Hall. Cummings, Thomas G. & Worley, Christopher G. (2004), Organization Development and Change, 8th Ed., South-Western College Pub. Davies, B. (1999). Industrial organization the UK hotel sector. Annals of tourism research, 26(2), 294-311. Denison, Daniel R., Haaland, S. & Goelzer, P. (2004) "Corporate Culture and Organizational Effectiveness: Is Asia Different from the Rest of the World?" Organizational Dynamics, pp. 98–1 09 DuBrin & Andrew J. (2004) Essentials of Management. 7th ed. Cincinnati: Thomson South-Western. Luecke & Richard (2003). Managing Change and Transition. Boston: Harvard Business School Press,. McGuire & Stephen J.J. (2003). "Entrepreneurial Organizational Culture: Construct Definition and Instrument Development and Validation, Ph.D. Dissertation", The George Washington University, Washington, DC. Parker, M. (2000) Organizational Culture and Identity, London: Sage. Ristino &Robert J.(2000) The Agile Managers Guide to Managing Change. Bristol, VT: Velocity Business Publishing. Read More