PRINCIPLE AND PRACTICES OF MANAGEMENT BEHAVIOUR

Principle and Practices of Management Behaviour



Principle and Practices of Management Behaviour

Management Styles

The process of management is familiar in overall all gathering of any organization. It is a tactic through which the attempts of the staff are well coordinated, directed as well as properly guided exercising systems. There is also the use of various procedures so as to achieve the organizational goals. The basic definition of management style is the line of attack any manager exercises his or her authority in order to achieve the target. This can encompass an amalgamation of a number of factors that are in-house to the employees of the organization; this includes personal values, national culture personality as well as external factors that are the overt and implicit rules and procedures of the organization. The core strategy is based on the manager as to how he or she interprets the rules and benchmarks.

All the management styles are typical ways of decisions making approaches that relate to an individual's subordinates. The management styles and techniques was advance and further developed in the year 1958 to 1973 by two renowned theorists Warren H. Schmidt and Robert Tannenbaum, both the theorist argued on distinct occasion claiming the fact leadership style is mainly reliant on the current situations and circumstances. It is therefore, they are of the belief that all types of leaders should apply various styles of management also organize all the styles as per the requirement.

Following are the different styles of management used by managers so as to make their organization work more effectively as well as handle the employees as per the company policies and procedures:

Autocratic

In an Autocratic management style, manager takes decisions unilaterally, having no regard for the subordinates working under him or her. Decisions take in an autocratic style management replicate the judgment and behaviour of the administrator; through this one projects the picture of a confident, well organized business (Anderson & Kyprianou, 1994, pp: 73). In contrast, the lower staffs working under the administration overly rely on leaders and hence more management may be required.Following are two different sub categories of autocratic leaders:1) Directive Autocrat2) Permissive Autocrat

Democratic

When the manager appreciates the employees to take part in decision making it is said to be Democratic style, of management. In this case, the decisions are taken based on the majority agrees on. Here, there is extensive use of communication that is from the leaders to employees and vice versa. The style is essential when multifaceted judgments need to be made requiring extensive specialty skills. Taking the business view point over all it increases the job satisfaction as well as the quality of work. On the other hand, the decision-making procedure becomes extremely slow, along with the requirement of an agreement may evade captivating the finest decision relating to business. As the autocratic leaders, democratic leaders are also two types i.e. permissive and directive.

Laissez-faire

In the context of Laissez-faire leadership management style, the role of the leader is nonessential, and employees administer their individual region in the business. Here, the leaders escape the responsibility of the ...