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Chapter 5 Mang styles & Role

Chapter 5 discusses various management styles and the functions of management, emphasizing that there is no single best approach to management. It outlines five management styles: autocratic, democratic, laissez-faire, bureaucratic, and transactional, each with distinct characteristics. Additionally, it details the core functions of management, including planning, organizing, staffing, directing, controlling, and coordinating, which are essential for achieving organizational goals.

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11 views

Chapter 5 Mang styles & Role

Chapter 5 discusses various management styles and the functions of management, emphasizing that there is no single best approach to management. It outlines five management styles: autocratic, democratic, laissez-faire, bureaucratic, and transactional, each with distinct characteristics. Additionally, it details the core functions of management, including planning, organizing, staffing, directing, controlling, and coordinating, which are essential for achieving organizational goals.

Uploaded by

mannan.raja102021
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Chapter # 5 Management Styles

Management is the process of planning, organizing, directing, and controlling resources. It involves
creating an environment that allows employees to work efficiently and productively towards achieving
organizational goals. The goal of management is to harness physical, financial, human, and informational
resources effectively.

Contingency Approach to Management

The contingency approach to management is based on the idea that there is no single best way to manage.
Contingency refers to the immediate contingent circumstances. Effective organizations must tailor their
planning, organizing, leading, and controlling to their particular circumstances. In other words, managers
should identify the conditions of a task, the requirements of the management job, and people involved as
parts of a complete management situation. The leaders must then work to integrate all these facets into a
solution that is most appropriate for a specific circumstance. The contingency approach to management
assumes that there is no universal answer to many questions because organizations, people, and situations
vary and change over time.

Management Styles

A management style is the way a manager works to achieve the goals of a project, team or company. It
includes how managers interact with the team members and other stakeholders. How they plan projects,
delegate work, set and measure goals, and make decisions for the project and team.

1. Autocratic
An autocratic management style puts the manager at the top of the pyramid on a team. They make decisions
and control projects without soliciting input from team members or other stakeholders.

2. Democratic
A democratic management style, opposite of autocratic, puts the voice of the team at the forefront of
decision-making and project management. The manager seeks input from subordinates and other
stakeholders to drive the vision and direction of projects.

3. Laissez-faire
A laissez-faire management style is a hands-off approach to leadership that lets team members work
independently and make decisions for themselves.

4. Bureaucratic
A bureaucratic management style relies on rules, policies and standard operating procedures, rather than
a leader’s personality, interests or charisma. Team members are evaluated on standard criteria, projects
are planned according to procedure and goals are meticulously measured and reported.

5. Transactional
A transactional management style rewards employees for meeting specific milestones and objectives. It
sets clear expectations and relies on the promise of a reward to motivate employees.
Functions of Manager

1. Planning is the process of determining the goals and


objectives and strategies for achieving goals of the
organization. When doing planning, managers need to:

 Write or review the organization’s mission.


 Identify and analyze opportunities.
 Establish goals.
 Select a course of action to achieve these goals.
 Determine resources needed.

2. Organizing means deciding what work needs to be


done, assigning the tasks, and arranging them into a
decision-making framework. Organization involves
evolving the structure of the people working in the
organization and their roles. Also organizing involves
determining activities required to achieve the
established objectives, grouping these activities in a
logical basis for handling by persons, managers and,
finally assigning persons to the job designed.

3. Staffing: The primary purposes of staffing are to find, hire, train, develop, reward and retain the
required amount of good people, helping them meet their needs while they help the company meet its
goal. This statement addresses several important aspects of staffing including recruiting, training and
retaining employees that will benefit the company.

4. Directing: is influencing people’s behavior through motivation, communication, group dynamics,


leadership and disciples. The purpose of directing is to channel the behaviors of all personnel to
accomplish the organization’s mission and objectives while simultaneously helping them accomplish
their own career objectives.

5. Controlling: is the management function, in which managers set and communicate performance
standards for people, processes, and devices. The four steps of the control process are:

 Establishing performance standards.


 Measuring performance.
 Comparing measured performance to established standards.
 Taking corrective action.

6. Coordinating: This function brings a harmony and smoothness in the various group activities and
individual efforts directed towards goals. It needs synchronizing individual efforts and actions which
may differ. This is normally carried out by the authority of top level management. Coordinating includes
communicating with others, providing directions and motivating people

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