Management Styles

1
Management Styles

• International Management Styles

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Management Styles

• What are they?
• They are strategies, efforts, or direction used
  to create a more efficient and humane workplace
  whilst sustaining a profitable status.
• All of the aforementioned while still being able
  to create methods to deal with individual cases,
  ensure smooth running, respect local culture, and
  be feasible.
• Ideal
• the master is available to all people and
  doesnt reject anyone
• - Lao Tzu

3
Different Styles

• Many styles have been identified either as
  implemented and working or as Implemented and
  abandoned
• Assertive, Autocratic, Coaching, Country Club,
  Directing, Delegating, Laissez Faire,
  Participatory.

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A Simpler Approach

• I believe there are three basic styles -
  directing, discussing and delegating. The 3-Ds of
  Management Style. (Thornton)
• Paul B. Thornton

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Directing

• Major control in managements hands
• Managers assign roles and responsibilities, set
  standards, and define expectations.
• Appropriate when specific orders have been given
  to perform specific tasks.

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Directing

• Communication Precision in communication
  critical. Usually in the form of directions from
  management.
• Goal-Setting Short term goals set by management.
• Decision Making Management makes most decisions.
• Monitoring Performance Control points to monitor
  performance.
• Rewards and Recognition Management is happy when
  directions are followed precisely.

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Discussing

• People take time to discuss relevant issues
• Employees and managers can present ideas, ask
  questions, listen, provide feedback, challenge
  assumptions and coach as needed.
• Managers usually facilitate and provide feedback
  during meetings.

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Discussing

• Communication More about people and their ideas.
  Gives a way for people to be heard.
• Goal-Setting Employees tend to be more committed
  to their goals through helping set them.
• Decision Making Everyone is involved in the
  decision making process.
• Monitoring Performance Performance monitored by
  employees and managers.
• Rewards and Recognition Openness, social skills,
  and contributions to discussions are recognized.

9
Delegating

• Expectations established by management.
• Employees autonomous for the most part.
• Responsibility transferred from management to
  employee.
• Appropriate when employees are trained and
  experienced at what they do.
• If there is anything that a man can do well, I
  say let him do it. Give him a chance.
• - Abraham Lincoln

10
Delegating

• Communication Varies depending on situation, can
  be one way or two way.
• Goal Setting Goals may be established by
  managers or by employee management groups.
• Decision Making Employees make most decisions
  themselves. Managers try to avoid reverse
  delegation.
• Monitoring Performance Managers specify types of
  monitoring vehicles and require timely feedback,
  specific to their demands.
• Rewards and Recognition Managers reward
  efficiency and excellence in autonomy.

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American Management Styles

• Employee Centered Approach
• Management Centered Approach

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Employee Centered

• The more employees are involved and recognized,
  the more productive they are likely to be.

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Management Centered (Top Down Approach)

• Less widely used due to recurring lack of
  employee motivation.
• Quite often used in small business when
  management isnt fully aware that motivating
  factors largely to productivity.
• Necessary for organizations such as the military.

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Employee Centered Approach

• Management by Objectives
• Employee Recognition Programs
• Employee Involvement or Participative Management

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Management By Objectives
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Management By Objectives

• Concise statements of expected accomplishments
  made by management and employees

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Requirements

• Goal Specificity
• Participative Decision Making
• An Explicit Time Period
• Performance Feedback

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Examples

• Health Care Organizations
• Educational Institutions
• Government Offices
• Non-profit Organizations

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Employee Involvement Programs(Participative
Management)
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Employee Involvement Programs (Participative
Management)

• Subordinates share a significant degree of
  decision-making power.

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3 Major Types

• Representative Participation
• Quality Circles
• Stock Ownership Plans

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Representative Participation

• workers are represented by a small group of
  employees who actually participate,

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Quality Circles

• a group of eight to ten employees and supervisors
  who have a shared area of responsibility, who
  meet regularly to discuss quality problems,
  investigate the causes of these problems, and
  propose solutions,

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Stock Ownership Plans

• Used to create the feeling of personal ownership
  which should in turn lead to employee concern
  with how well the company is producing.

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The U.S. in the Big 3

• All three styles are used in the USA
• Tendency of managers to adopt style according to
  requirements of business

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German Management Style

• 1.Vocational Training (Thoroughness
  Consistency)
• 2.Respect for Competence (no-nonsense production
  culture)
• 3. Formalized, hands-on Production Management

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Vocational Training (Thoroughness Consistency)

• Apprentice System
• German Medieval Guilds (Meister Qualification)
• Technical Expertise of Managers (Technical
  Background)

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Apprentice System

• Best vocational training system in Europe
• Nearly 400 Qualifications
• On the job training
• 70 industrial workers go through system passed
• Viable relationship between Training Employment
  System
• a. Government
• b. Employers Association
• c. Trade Unions

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German Medieval Guilds (Meister Qualification)

• Promotes technical workmanship
• 2/3rds of German Supervisors hold a Meister
  Certificate
• One of the foundations of efficiency
  productivity of German industry
• a. Production automatization logistics
• b. Organizational methodology
• c. Leadership
• Technical knowledge engineering skills
• a. Continuously challenged with new procedures,
  tools, techniques

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Technical Expertise of Managers (Technical
Background)

• Known as specialists
• Little belief in added value of a generally
  oriented management education
• Professional criteria
• a. Quality of skill amount of experience
  (most important)
• b. Managers chosen for positions base on expert
  knowledge

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Respect for Competence (no-nonsense production
culture)

• Workmanship
• Wide Span of Control
• Loyal Managers (Comparing to Anglo-Saxon
  Managers)
• Quality Innovation
• Effective Labor Relations

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Workmanship

• Highly rewarded and respected, high quality
• Technical professional excellence is valued
  encouraged
• Enhances potential for satisfying
  intraorganizational relationships
• Basic attitude is relatively favorable
  respectful of expert knowledge

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Wide Span of Control

• If personnel highly qualified, then little need
  for staff personnel
• Avg. proportion of staff personnel in German
  firms less than 30
• Firms have 1 layer of supervision (British/French
  have at least 2)
• Employees are relatively autonomous (in executing
  their work)
• Exercise greater job discretion

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Loyal Managers (Comparing to Anglo-Saxon
Managers)

• Average tenure in one firm is 8 yrs, compared to
  3 in US
• Managers select train their own replacements
• Implement Stellvertreter Principle
  (Shadow-worker)

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Stellvertreter Principle (shadow-worker)

• Managers select and train their own replacements
• Enhances the continuity of decision making while
  promotion ploys and insecurity around who is
  succeeding whom
• Overall, potential successor can temporarily
  experience his or her future position

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• Quality Innovation
• a. Product oriented complete on quality than
  price
• Effective Labor Relations
• a. Less preoccupied with labor disputes
• b. Industry-wide range bargaining w/ trade
  unions
• c. Gives employees right to elect of non
  executive directors to firms mgmt board

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Formalized, Hands-on Production Management

• Degree of Formalization
• Consider job descriptions clear cut procedures
  being of great importance

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Degree of Formalization

• Regard to instructions, tasks, duties rights
• Not inclined to improvise, rather rely on rules
  regulations
• Reduce uncertainties on shop floor
• Faithful to deadlines
• Production departments are more central in their
  organizational functioning

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German Management related to Big Three Management
Styles

• Contain elements from Directing style by
  effective communication from manager to employee,
  accomplishing goals by deadlines and monitoring
  performance with feedback by maintaining control
• Contain elements of Discussing style by giving
  employees a chance to communicate their views
  with manager, decision-making from learning in
  training and monitoring performance with feedback
  by discussing steps to maintain or increase
  productivity
• Contain elements of Delegating style by
  communication with taking necessary steps in one
  way, goal setting with understanding of the
  desired output in productivity and rewards with
  recognition by employees finding ways to get the
  job done from previous experiences or training

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South Africa

• Since the first all race elections in 1994 South
  Africa has been struggling to manage its
  tremendous cultural diversity of its population.

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Management

• Because they have such a diverse population, this
  calls for a diversity when it comes to management
  practices.
• There are three approaches to management that are
  prevalent in South Africa.
• Eurocentric
• Afrocentric
• Synergistic inspirational

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The Eurocentric Approach

• This is a more western approach to management.
• It is based on western value that power is given
  to those that show individualism and related
  self-centered concepts.

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The Eurocentric Approach

• A key point in this approach is forming an
  opposition.
• Adversarial relationships are formed between
  managers and the managed, buyers and suppliers,
  whites and blacks, etc.

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The Afrocentric Approach

• Afrocentricity is a concept that uses Africa has
  a home base in addressing challenges whatever the
  nature.
• The Ubuntu value system is a key component to the
  concept of Afrocentricty.
• Ubuntu implies beliefs that man is part of the
  social fabric and that everybody needs to find
  out where their place is.

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The Afrocentric Approach

• Using this approach everyone in the organization
  has a sense of belonging.
• Management is approachable and the atmosphere is
  informal with a free flow of information.
• The atmosphere gives a good sense of community
  and there are many relationships among
  co-workers.

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The Synergistic Inspirational Approach

• Based on the acknowledgment that South Africa
  must understand and take advantage of its dual
  heritage.
• They have to integrate their African practices,
  values and philosophies with Western management
  styles.

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The Synergistic Inspirational Approach

• Organizations need to seek unity and diversity
• Trust needs to be built and people need to have
  respect for different values.
• People have to also be willing to open up and
  learn new ways of completing tasks.

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South African Styles in the Big 3

• Eurocentric approach Directing
• Afrocentric approach Discussing
• Synergistic inspirational approach Discussing

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Japanese Management Styles
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Forces Shaping Japanese Management Practices

• Culture
• Collective mentality (Confucianism)
• Great persistence (Zen Buddhism)
• Social reciprocity
• Culturally homogeneous society
• Appreciation for education and learning

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(Forces cont.)

• Industrial Organization
• Keiretsus - businesses connected with other firms
  through mutual trading ties and shareholdings
• Government
• Ministry of International Trade and Industry
  (MITI)
• primary responsibility was formulating and
  implementing international trade policy

56
General Management Practices

• Organizational Structure
• Unusually large number of vertical levels
• Overlapping organizations
• Corporate research units reporting to top
  management levels

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Manufacturing Systems

• Just-in-time manufacturing and purchasing (JIT)
• Total quality control (TQC)
• Continuous improvement through the use of
  suggestion systems and quality circles
• Research Development
• A reputation as heavy investors in R D

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Human Resources Management

• The competitive advantages of the Japanese have
  often been attributed to superior human resource
  management systems
• Lifetime employment and generalist career paths
• Seniority-based evaluation, promotion and
  compensation systems

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(HRM cont.)

• Company unions
• Previous unions were anti-business
• Presently a supporting link in their integrated
  human resource practices.
• Women as temporaries and support groups
• Hired as clerical staff
• Expected to resign when married
• Managerial training centers around support
  activities

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Future Japanese Management System

• Japanese management systems are adopting Western
  practices
• Japanese companies with Western operations and
  joint ventures has increased rapidly
• Young professionals and managers, especially
  women, prefer a more Western style of management

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(Future cont.)

• Demographic, structural and economic change
• rapidly aging work force and a rising hourly wage
  
• Japans passion for learning and enrollment in
  western educational programs, has highlighted for
  its managers many of the weaknesses of the
  present Japanese system, and is stimulating
  change

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Japan in the Big 3

• Japanese markets also employ all three techniques
  depending on type of business

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Thank You