Management styles

Management styles
Supervised by:
Mr L. El Habbouch
Presented by:
Mechyakha Fatima Zahra
Management styles can vary from company to company,
and of course within organizations themselves. Different
styles are appropriate for different situations or types of
Managers like Bill Gates and Warren Buffett have
famously developed their own distinctive methods from
which others can learn. However, the fact that the two
examples are very different shows that there is no single
route to success.
I- Definition
II- The types of Management Style
III-The Advantages And Disadvantages of M.G
VI-the Japanese management style
I- Definition
Management styles are characteristic ways of
making decisions and relating to subordinates. This
idea was further developed by Robert Tannenbaum
and Warren H. Schmidt (1958, 1973), who argued
that the style of leadership is dependent upon the
prevailing circumstance; therefore leaders should
exercise a range of management styles and should
deploy them as appropriate.
II- The types of Management Style
1- Autocratic:
An Autocratic style means that the manager makes decisions
unilaterally, and without much regard for subordinates. As a result,
decisions will reflect the opinions and personality of the manager;
this in turn can project an image of a confident, well managed
business. On the other hand, strong and competent subordinates may
chafe because of limits on decision-making freedom, the organization
will get limited initiatives from those "on the front lines", and
turnover among the best subordinates will be higher.
There are two types of autocratic leaders:
the Directive Autocrat makes decisions unilaterally and closely supervises
the Permissive Autocrat makes decisions unilaterally, but gives subordinates
latitude in carrying out their work
2- Paternalistic :
A more Paternalistic form is also essentially dictatorial; however,
decisions take into account the best interests of the employees as well
as the business. Communication is again generally downward, but
feedback to the management is encouraged to maintain morale. This
style can be highly advantageous when it engenders loyalty from the
employees, leading to a lower labor turnover, thanks to the emphasis
on social needs. On the other hand for an autocratic management
style the lack of worker motivation can be typical if no loyal
connection is established between the manager and the people who
are managed. It shares disadvantages with an autocratic style, such as
employees becoming dependent on the leader.
3- Democratic :
In a Democratic style, the manager allows the employees to take part in
decision-making: therefore everything is agreed upon by the majority.
The communication is extensive in both directions (from employees to
leaders and vice-versa). This style can be particularly useful when
complex decisions need to be made that require a range of specialist
skills. From the overall business's point of view, job satisfaction and
quality of work will improve, and participatory contributions from
subordinates will be much higher. However, the decision-making
process could be severely slowed down unless decision processes are
streamlined. The need for consensus may avoid taking the 'best' decision
for the business unless it is managed or limited. As with the autocratic
leaders, democratic leaders are also two types i.e. permissive and
4- Laissez-faire :
In a Laissez-faire leadership style, the leader's role is as a mentor and
stimulator, and staff manage their own areas of the business. Thus it is only
successful with 1] inspirational leadership that understands the different
areas of initiative being taken by subordinates, and 2] strong and creative
subordinates who share the same vision throughout the organization. It is a
style that is best for strong, entrepreneurial subordinates in an organization
with dynamic growth in multiple directions. This style brings out the best in
highly professional and creative groups of employees; however in cases
where the leader does not have broad expertise and ability to communicate
a strong vision, it can degenerate into disparate and conflicting activities.
Lacking a strong maestro as leader, there is a risk in both focus and
5- Management by Walking Around (MBWA):
Management by Walking Around (MBWA) is a classic technique used by
managers who are proactive listeners. Managers using this style gather as
much information as possible so that a challenging situation doesn't turn into a
bigger problem. Listening carefully to employees' suggestions and concerns
will help evade potential crises. MBWA benefits managers by providing
unfiltered, real-time information about processes and policies that is often left
out of formal communication channels. By walking around, management gets
an idea of the level of morale in the organization and can offer help if there is
A potential concern of MBWA is that the manager will second-guess
employees' decisions. The manager must maintain his or her role as coach and
counselor, not director. By leaving decision-making responsibilities with the
employees, managers can be assured of the fastest possible response time.
Paternalistic style
Since management process is to plan, organize, lead and control, it is crucial to perform all
these components within the process. In a complex business environment today, the work
environment varies accordance to the situation and people behaviors. Each of the
management style above has its unique features and if well understood, they can be your
managing weapon to help you in your job function. These management styles when applied
have different effect at different work environment. Therefore, it is imperative that you apply
the most appropriate style or a combination of styles at the most appropriate time and
situation to yield the maximum result. Never stick to only one management style.
III-The Advantages And Disadvantages of M.G
management Description
Senior managers
Quick decision making
take all the
Effective when employing
important decisions many low skilled workers
with no
involvement from
No two-way communication
so can be de-motivating
Creates “them and us”
attitude between managers
and workers
Managers make
decisions in best
interests of
workers after
More two-way
communication so
Workers feel their social
needs are being met
Slows down decision making
Still quite a dictatorial or
autocratic style of
Workers allowed
to make own
Some businesses
run on the basis
of majority
Authority is delegated to Mistakes or errors can be
workers which is
made if workers are not
skilled or experienced enough
Useful when complex
decisions are required that
need specialist skills
III- The Japanese management style
It is said that after World War II, both employers and employees believed the aim
of restoration of mass production in the Japanese economy was to organize
people and skills effectively under democratic policy. A management system was
established which reinforced a cooperative system between employers and
employees. This system was created because individuals, corporations, and the
country agreed to restore Japan itself as well as to improve the lifestyle of the
Japanese people. Included in this management style were three characteristics:
lifetime employment, a seniority system for salaries and promotions, and labor
unions within the corporation.
People, rather than things or money, are at the center of Japanese management.
When the characteristics of Japanese management are described, this element
cannot be ignored. Many opinions have been offered comparing Japanese
management and Western, especially American, management. These
comparisons have been discussed by such scholars as Abegglen and Stalk
(1985), Drucker (1971), and Tsuda (1987).
In conclusion, there is no one
management style to suit all situations.
It is only wise that you learn to use
various types of management style to
manage your own business.