Management Styles

A managers ‘style’ will govern how they interact

with others in the organisation.

Autocratic Persuasive Consultative Participative

Management makes decision and tells staff.

Management makes decision and invites questions.

Management presents problem, asks for suggestions and makes decision

Management presents problem and staff and management work together to make decision

Autocratic Style

Strong, centralised control with a single source of Strong, centralised control with a single source of authorityauthority

The expectation that subordinates follow ordersThe expectation that subordinates follow orders

One-way communication from the top downOne-way communication from the top down

External motivation through sanctions and rewardsExternal motivation through sanctions and rewards

Need for constant supervisionNeed for constant supervisionPoor working relationships Poor working relationships Staff fear managementStaff fear management

Persuasive Style

Centralisation of powerCentralisation of power

Policy and decision making determined by managementPolicy and decision making determined by management

Staff are encouraged to commit to tasks through use of Staff are encouraged to commit to tasks through use of persuasive techniquespersuasive techniques

Decisions still made for staff even though time is taken by Decisions still made for staff even though time is taken by management to discuss basis for decision making processmanagement to discuss basis for decision making process

Consultative Style

Communication flows both from and to management Communication flows both from and to management

Policy making still rests with management but discussions Policy making still rests with management but discussions held with staff prior to the final determinationheld with staff prior to the final determination

Can slow decision makingCan slow decision making

CostlyCostly

Change can take longer to establishChange can take longer to establish

Participative Style

Authority and power decentralised throughout the Authority and power decentralised throughout the organisationorganisation

Encouragement of employee empowerment (involved Encouragement of employee empowerment (involved in decision making process)in decision making process)

Frequently adopted by professional organisations Frequently adopted by professional organisations where intellectual abilities and skills of employees are where intellectual abilities and skills of employees are similar similar

Employees self directed and intrinsically Employees self directed and intrinsically motivated.motivated.

Criticised by some as style whereby management Criticised by some as style whereby management abdicates responsibilityabdicates responsibilityIn the extreme can lead to a In the extreme can lead to a laissez-faire laissez-faire situationsituation

Style of management in which organisation and its people are Style of management in which organisation and its people are allowed to drift with very few useful management outcomes.allowed to drift with very few useful management outcomes.

Management style selected according to situation.