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This proffesionel manager charactristics mentioned above makes aperfect vison for employees to work cooperatively with energetic effort under a this successful mangment skills.
Great to know about these characteristics. it will help me to distinguish and to contrast the various management styles.
Every manager has important each own particular management style of operating.This include centralisation orientation motivation decision making attitude and communication.
The right management style determines the organizational effectiveness
The explanation about management styles-characteristics is very understandable, nevertheless, the information presented in this subject is too general, in addition to this, there was a time when i would have liked the biography reference for comparing the slide information with others authors who have already written about this topic. So at this point, i would like to suggest to the teachers of ALISON university to add the biography reference, and please to take into consideration this concern, as a way to make our learning more rich. Thank you very much.
If we take into consideration all the management styles characteristics, at this point i wonder, is it possible that those management features be also related to the type of organisation or to the level of management?
The management style is very important, and approach depend on t he administrator, but the most interesting is the efficacy ( how effective) is the the managers approach and how dose it impact on the growth and development of the corporation.
What are the characteristics of management style?
Depending on the type of organisation,m anagement develops styles that suit task to be performed and its agency.
The characteristics mentioned above are of course very important in every aspect of management. The manager should not leave the employees behind.Undoubtedly, financial incentives can provide the necessary encouragement for the employees to work harder and more efficiently .
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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