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Lecture 2 Management Style

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Lecture 2 Management Style

Uploaded by

Stephen Bulay-og
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Lecture 2

Engineering Management

Management Styles
Engineering VS Management
What Is a Management Style?

• the way you work to achieve the goals of a


project, team or company.

• how you interact with the team members and


stakeholders, plan ,projects,

• How you delegate work, set and measure goals,

• How you make decisions for the project and


team.
The 3 managerial Roles

•Interpersonal
•Informational
•decisional
• MANAGEMENT STYLES
1. Autocratic
• management style
puts the manager at
the top of the pyramid
on a team.

• They make decisions


and control projects

• without soliciting
input from team
members or other
stakeholders.
2. Democratic
• opposite of autocratic,

• puts the voice of the


team at the forefront of
decision-making and
project management.

• The manager seeks input


from subordinates and
other stakeholders to
drive the vision and
direction of projects.
3 Laissez-faire

• hands-off approach to
leadership that

• lets team members


work independently
and make decisions
for themselves.
4 Servant leadership
• puts employees’ needs,
growth and professional
development ahead of
the needs of the
manager, company or
project

• . It prioritizes team
bonding and employee
well-being.
• 5 Administrators(Career
Officers)
• look to company rules and regulations
for solving all problems.

• live by the book and are usually very


good employees.

• Ben Diokno Finance


• show total loyalty to the organization secretary
and

• been with the company for many


years.
Administrators

• not very good communicators,


• using the official company channels for all
communications,

• not good in resolving conflict,


• looking to company rules for resolving these.
Administrators

• – They are generally respected by their staff,


and by peers, for

• their organizational loyalty and knowledge.


6.Time Servers
• generally older managers who have lost interest in
their joband environment,
• marking time until retirement
• moving to another job.
• They avoid stress,
• and maintain a low profile
• low motivation
• do the minimum amount of work needed to hold
down a job.
Time Servers
• – Decisions are avoided since they could lead to
mistakes.
• – Personal status is very important to them.
• – have good management experience, and if
motivated can become a very valuable asset to the
organization.
• – They often consider themselves to be “father or
mother figures”.
• – They understand people and can build an effective
team if they try.
• – They recognize achievements in others and are ready
to acknowledge them.
7. Climbers
• – These manager are driven by extreme personal
ambition and
• will sacrifice everything, including self and family,
to get to the top of the corporate ladder.
• – They want to achieve and to be seen to have
achieved,
• especially by those in a superior position.
climbers
• – Climbers will pursue personal advancement by fair means
or
• foul.
• become demotivated if this does not show
• quick results,
• – Self interests come before those of the organization, and
• peers will be fought in order to gain an advantage and to build
• an empire.
• – Status is important but only as a sign of seniority
8 Generals

• – This is usually a younger person who exhibits lots of


energy.
• – The general likes to rule and manipulate power,

• achievement oriented: power is used to get tasks done.


• – Generals work extremely hard, driving themselves
and those around them.
Marcos /JFK /Lyndon Johnson
Generals
• sociable and mix well at all levels.
• They usually get their way with peers by overwhelming,
although peers can
• resent this if it is done too often.
• – Status is important to generals, but for the luxury
associated
• with it, not as a symbol of seniority.
• – They are strong-willed individuals, often with the same
• characteristics as a self-made entrepreneurs.
9 Supporters
• – Supporters maintain a balanced view about the
world, the organization, subordinates, and
themselves.
• – They are usually experience managers who are
knowledgeable in management techniques
• – Supporters work through people in achieving
their aims.
• – They are good at delegation and develop their
subordinates by giving them responsibility.
Ronald reagan is supporter
management style
.. Supporters
• – The people working under them are highly
motivated.
• – Supporters’ personal technical knowledge is
usually lacking, but this
• compensated for by the support they themselves
receive from the specialists within their
department.
• – Supporters are good facilitators and are very
good in managing change.
. Supporters
• – They recognize achievement and reward it.

• – They tend to be loners and do not mix well with


peers.

• – This means that they can often miss out on


information from the grapevine,

• so that they are not always well-briefed on


organizational matters.
10. Nice Guys
• usually weak-willed and are more
• interested in being liked, by peers and
subordinates,
• than in achieving targets.

• – They do not criticize their subordinates,


even when they are poor performers, and

• may in fact support too much,so


unconsciously retarding their development
Several Challenges Faced by
Would Be Managers
1 The increased workload

• – It isn’t unusual for managers to work


70-80 hours
• per week, and some work even longer
hours.
• manager’s job always starts before a shift
and end hours after the shift is over.
2 The challenge of supervising
former peers.
• – This issue can be one of the toughest for new
managers.
• – They frequently struggle to find the right approach,
• with some trying too hard to remain “one of the gang”,
and others asserting their authority too harshly.
• – In almost all cases, the translation from a peer-to
peer relationship to a manager-to-subordinate one is
challenging and stressful.
3. The headache of responsibility
for other people.

• – A lot of people get into management


because like the idea of having power,
• but the reality is that many managers feel
overwhelmed by the responsibility
• of hiring, supervising, and disciplining others.
4.Being caught in the middle.

• – Except for those in the top echelons,


managers find themselves acting as a
backstop, caught between upper
management and the workforce.
• – Even when managers disagree with the
decisions of the top executives, they are
responsible for implementing them.
• end

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