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Managers will continue to play a vital role in an organization. The COMDAC is one of the steps to developing a good management style.
Management styles applicable to meet the organisation"s Objectives.
Bad thing to realize more and more how bad the administration is where I work :( But in the opposite, it is a great example of the needs that management has in that place. I totally believe that a manager that could be in the middle of task-oriented and employee-oriented could create a great place of business and at the end the customers would be the ones to perceive the positive energy that "middle orientation" management could create.
COMDAC among them Decision making is must important factor because some managerial person let their employees to take a part in and somebody doesn't. but if everybody included to take a part in decision making new ideas will arouse so everyone could be benefited. all topics are marvelous.
What characteristics that can be used to distinguish management style?
Different management styles for different organizations. They won't all operate the same on a any given day due to supply and demand or the economy.
CHARACTERISTICS OF A GOOD LEADER 1. Authenticity "After years of studying leaders and their traits, I believe that leadership begins and ends with authenticity." 2. Desire to Serve Others "Authentic leaders genuinely desire to serve others through their leadership." 3. Empowering People "They are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves." 4. Guided by Heart, passion and compassion "They are as guided by qualities of the heart, by passion, and compassion, as they are by qualities of the mind." 5. Recognize their shortcomings "Authentic leaders use their natural abilities, but they also recognize their shortcomings and work hard to overcome them." 6. Lead with Purpose "They lead with purpose, meaning and values." 7. Build Enduring Relationships "They build enduring relationships with people." 8. Clear Where They Stand "Others follow them because they know where they stand." 9. Refuse to Compromise "When principles are tested, they refuse to compromise." 10. Develop Themselves "Authentic leaders are dedicated to developing themselves because they know that becoming a leader takes a lifetime of personal growth." LEADERSHIP STYLES There are four Main Leadership Styles Autocratic Bureaucratic Laissez-faire Democratic Autocratic Leadership Style This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. The studies say that autocratic leaders: Rely on threats and punishment to influence employees Do not trust employees Do not allow for employee input Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: New, untrained employees who do not know which tasks to perform or which procedures to follow Effective supervision can be provided only through detailed orders and instructions Employees do not respond to any other leadership style
Characteristics of Management Styles Autocratic: Leader makes all decisions unilaterally. Permissive: Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities. Combining these categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles gives us four distinct ways to manage: Directive Democrat: Makes decisions participatively; closely supervises subordinates. Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates. Permissive Democrat: Makes decisions participatively; gives subordinates latitude in carrying out their work. Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying out their work.
Should managers apply one particular style in the organisation?
Managers have different characteristics and each will developer their own management style of operating within the organization
Business Management - Characteristics of management styles
Characteristics of management styles
Each manager develops their own particular management style of
Whilst the functions and roles that managers have to perform follows a
fairly uniform path, the manner in which they implement and exercise these
various functions and roles varies from manager to manager. Each manager
develops their own particular management style of operating. However, it is
possible to see certain common characteristics in management styles
exhibited by managers and, as a result, it is possible to group or to
classify management styles into specific categories based on these common
The characteristics that may be used to distinguish between management
Centralisation - degree of centralisation. This characteristic relates
to the distribution of power and authority within the organisation, whether
it is highly centralised and administered by a single or a small number of
managers or if it is highly decentralised and administered by a large
number of managers. The span of control (the number of employees and tasks
that the manager has responsibility for) is linked to this characteristic.
The more centralised the power base, then the greater the span of control.
The extent of the span of control can be seen in the organisational chart
and the number of managerial levels and the number of managers at each of
Orientation. This characteristic relates to the extent to which the
manager is task-oriented as opposed to employee-oriented, that is, what the
manager sees as their core priority or responsibility. This characteristic
is used to categorise managers according to the priority they place on
getting the job done at any cost as opposed to taking into account the
impact that the tasks may have on the employees.
Motivation. This characteristic relates to the extent to which the
managers use purely material incentives, as opposed to non-material
incentives, when attempting to motivate employees to enhance or to increase
their performance levels or, simply, to remain with the organisation. This
characteristic also looks at the extent to which the manager rewards
individual employees, as opposed to groups or teams of employees, and also
rewards not only the output of employees but also their input into the
Decision-Making. This characteristic relates to the extent to which
the manager makes all decisions personally or allows the employees to have
some degree of input into the decision-making process. Some managers will
make all decisions themselves without any input from employees and, at the
other extreme, some managers will allow employees to make all the decisions
and will only make decisions in regard to timelines and resource levels and
Attitude. This characteristic relates to the extent to which the
manager is concerned with the professional and the personal development of
the employees as opposed to simply treating the employee like a number to
be used accordingly. This characteristic looks at the degree to which the
manager adopts a holistic approach to the individual employee, adopts a
caring attitude and is concerned with both professional and personal
Communication. This characteristic relates to the extent to which the
manager adopts open communication channels which are used for communicating
with other managers and employees as opposed to closed information giving
channels directed downwards from managers to employees. It also relates to
the specific mediums used within these communication channels, e.g. memos
as opposed to forums and discussions.
These characteristics may be used to distinguish between and to contrast
the various management styles that may be adopted by managers.
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