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1、unit1The Big Three Management StylesThe Big Three Management Styles by Paul B. Thornton Management literature describes numerous management styles, including assertive, autocratic, coaching, country club, directing, delegating, laissez-faire, participatory, supportive, task-oriented and team-based.
2、Are there really that many styles? I believe there are three basic styles - directing, discussing and delegating, the 3-Ds of Management Style. DIRECTING STYLE Managers using this style tell people what to do, how to do it and when to have it completed. They assign roles and responsibilities, set st
3、andards and define expectations. Communicating - The manager speaks, employees listen and react. Managers provide detailed instructions so employees know exactly what to do. The ability to communicate in a clear, concise and complete fashion is critical. The only feedback managers ask for is, Do you
4、 understand what needs to be done? Goal-Setting - Your goal is to sell 15 cars per month. The manager establishes short-term goals. When goals are specific and time bounded, employees are clear on what is expected of them. Goals and deadlines often motivate people. Decision-Making - I want you to st
5、op what you are currently doing and help Sue set up the room for the seminar. The manager makes most if not all decisions. When problems arise the manager evaluates options, makes decisions and directs employees as to what actions to take. Monitoring Performance and Providing Feedback -Managers esta
6、blish specific control points to monitor performance. Get back to me at 11.00 am to brief me on what you have accomplished. Managers provide frequent feedback including specific instructions on how to improve performance. DISCUSSING STYLE Managers using this style take time to discuss relevant busin
7、ess issues. What happens in a good discussion? People present ideas, ask questions, listen, provide feedback, challenge certain assumptions and coach as needed. Its important to make sure ideas are fully discussed and debated. Managers often perform the role of facilitator, making sure the discussio
8、n stays on track and everyone has a chance to contribute. Communicating - Two-way communication is the norm. Lets go around the table and give everyone a chance to discuss their ideas. Managers spend as much time asking questions and listening as they do talking and sharing their ideas. The right qu
9、estion focuses the discussion and draws out peoples ideas. Goal-Setting- Ingrid, what do you think our sales target should be for the fourth quarter? After adequate discussion, goals are then established. Utilizing a participatory style generally helps to increase employees commitment to achieve the
10、ir goals. Decision-Making - We have a problem with the amount of inventory were currently carrying. What action do you think we should take? Decisions are made collaboratively. Both manager and employee play an active role in defining problems, evaluating options, and making decisions. Monitoring Pe
11、rformance and Providing Feedback - The manager and employee monitor performance and discuss what actions need to be taken. This works best when both parties are open and make adjustments as needed. DELEGATING STYLE Managers using this style usually explain or get agreement on what has to be accompli
12、shed and when it must be completed. The how-to-do-it part of the equation is left up to the employee. Responsibility and authority are given to employees to get the job done. Communicating - Regarding what has to be accomplished, communications may be one-way: I want you to deliver a 15-minutes pres
13、entation on our new compensation programme at Tuesdays meeting. In other situations it may be two-way: Lets discuss what needs to be accomplished in the marketing brochure youre designing. Additional communication takes place to review what has been accomplished and obstacles preventing progress. Go
14、al-Setting - As stated above, specific goals may be established by the manager or may evolve after a discussion between manager and employee. Failures in delegation can often be traced back to a lack of understanding of the desired output or deliverable. I thought you only wanted recommendations, no
15、t an implementation plan. Decision-Making - Barbara, thats your decision to make. Decisions as to how the task will be accomplished are left to the employee. Employees have the power to take appropriate actions to achieve the desired goals. Managers must avoid reverse delegation when employees try t
16、o give back decisions that they should be making. Monitoring Performance and Providing Feedback - I want a weekly update on plan accomplishments. Managers decide how much monitoring is necessary. The amount of monitoring depends on the priority of the task and the person doing it. Providing feedback is the responsibility of the employee. Keeping the manager informed, especially when the plan is off track, is critical.
