Is there one way to manage

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Is there one way to manage 2


Is there one way to manage?

One of the critical aspects in pursuit of success in the modern companies is the achievement of effective management. This relates to ideal planning, goal setting, and planning, as well as the motivation of the workers with the intention of executing the strategies in pursuit of success and sustainability. Evidently, effective management is ideal in the creation of the direction for the company, thus, internal and external communication of the vision to the relevant authorities. Effective managers and leaders have the tendency to know that there is no one best way to manage in pursuit of sustainability. Instead, such leaders or managers tend to adapt their management and leadership styles in agreement with the development level, as well as demands of the subjects desiring the leadership or management duties (Giritli and Oraz, 2004). The purpose of this research is to justify that there is no one way to manage, thus, the objective of the managers to adopt diverse styles of management.

In the recent years, researchers or HR practitioners have focused on the illustration of the approach by successful managers and leaders to adapt their leadership style to the needs of the situation among the employees. From this perspective, such leaders or managers tend to recognise the essence that there is no one best management style in pursuit of the goals and targets (Williams, 2013). According to Hay-McBer, there are six critical management styles, which tend to apply to diverse situations in pursuit of success and competitive advantage. In the first instance, it is possible to adopt and implement the directive management style. In this context, the primary objective of the manager is to realise the immediate compliance from the workers or employees (Bolden, Gosling, Marturano, and Dennison, 2003). Categorically, managers utilise the ‘do it the way I tell you’ management technique, thus, the platform for the achievement of the compliance from the employees seeking to satisfy the needs of the consumers. It is valuable to illustrate the fact that this management approach controls the employees while motivating them by threats, as well as discipline. Directive management style proves to be effective in a crisis, as well as during risky deviations. Nevertheless, the approach is not appropriate when employees are underdeveloped, or workers are highly skilled.

In the second instance, it is possible for the managers to utilise the concept of authoritative management technique. Accordingly, authoritative management style or visionary aims at the provision of long-term direction, as well as a vision for the employees. In this management style, the manager appears to be ‘firm but fair’ in interacting with the employees, thus, the platform for the provision of a clear direction to the workers in executing their duties and expectations (Boyatzis and Sala, 2004). The management is essential in the motivation through persuasion and feedback during the task performance. This approach proves to be effective in the midst of the clear directions and standards. Additionally, the credibility of the manager makes the approach appropriate in pursuit of success within the organisation. On the other hand, management style is ineffective when the leader is not credible, as well as in the presence of underdeveloped employees.

In the third instance, managers have the ability and potentiality to adopt and integrate the concept of affiliate management style. The primary objective of this management style is to generate or create harmony among the workers, as well as between managers and employees. In this context, the approach entails the concept of ‘people first, task second’ in pursuit of substantive organisational goals and targets (Cerni, Curtis, and Colmar, 2014). The management technique aims at avoidance of conflict while concentrating on the good personal relationships among the workers, thus, the tendency to motivate workers by keeping them happy. This management practice proves to be effective in diverse situations. For instance, the approach is ideal in the midst of other management styles, thus, the platform for the exploitation of the tasks routine, as well as adequacy of the performance. Moreover, the approach is valuable in the management of conflicts and eventual counselling of the employees in pursuit of the quality-working environment (Pietersen, 2014). Nevertheless, the approach is ineffective when performance is inadequate because affiliation fails to emphasise the concept of performance. The approach is also ineffective in the demand for direction in crises.

Additionally, it is possible for managers to engage in the utilisation of the participative management approach, which aims at building commitment and consensus among the workers. This relates to the ‘everyone has input’ management mechanism, thus, the opportunity to encourage the employees’ input in the decision-making. The approach provides the platform for the motivation of the employees through a rewarding team effort. Participative management approach proves to be effective when employees or workers work together, thus, the opportunity for the employees to demonstrate experience and credibility. The management approach is also ideal in the context in which employees have steady working environment. On the other hand, the approach can be least effective when employees or workers require coordination, as well as in the midst of a crisis in which there is no substantive time for meetings. The approach proves to be ineffective when there is a lack of competency because of the demand for close supervision.

In other instances, managers tend to utilise the concept of pacesetting management technique. In this context, the primary objective of management is to facilitate accomplishment of tasks to the high standard of excellence. The approach relates to the ‘do it myself’ management concept. The approach provides the platform for the execution of numerous tasks personally while expecting the employees to adhere to the set examples or standards by the manager in pursuit of sustainability and competitive advantage. The management technique is essential in motivating employees through setting high standards, thus, integration of the concept of self-direction among the employees. This management technique proves to be effective in three critical conditions. In the first instance, the approach is essential and appropriate among highly motivated and competent employees. Secondly, the approach is ideal when little direction or coordination is required by the organisation. Thirdly, the management approach is appropriate and effective when managing experts. Nonetheless, the approach might not be appropriate in diverse situations in which the workload demands assistance from others (Montes, Rodríguez, and Serrano, 2012). Moreover, the management style might be ineffective when there is high demand for coaching and coordination among the employees.

Finally, managers have the ability and potentiality to utilise coaching concept, which aims at the long-term professional development of the employees, thus, a platform for the achievement of organisational goals and targets. Additionally, the technique relates to the ‘developmental’ manager. The technique is valuable in helping and encouraging employees to engage in the development of their strengths while improving their performance. Similarly, the approach is valuable in motivating employees through the generation of opportunities for the professional development (Safi and Kolahi, 2016). The approach is effective in the demand for skills development. Furthermore, the approach is ideal when employees feel the motivation, thus, the demand for development. Alternatively, the management technique might be ineffective when the manager lacks expertise. Similarly, the approach might be ineffective in the presence of great performance discrepancy, as well as crises making it inappropriate to achieve the organisational goals and targets.

Conclusively, it is appropriate for the business entities and corporations to engage in the exploitation of the existing management practices to achieve their goals and targets. The findings of this essay illustrate the fact that there is no one way to manage. The managers need to adopt and implement diverse management techniques and practices depending on the situation and demands of the employees, as well as organisations.

List of References

Bolden, R., Gosling, J., Marturano, A. and Dennison, P., 2003. A review of leadership theory and competency frameworks. Centre for Leadership Studies, University of Exeter.

Boyatzis, R.E. and Sala, F., 2004. Assessing emotional intelligence competencies. The measurement of emotional intelligence, pp.147-180.

Cerni, T., Curtis, G.J. and Colmar, S.H., 2014. Cognitive‐experiential leadership model: How leaders’ information‐processing systems can influence leadership styles, influencing tactics, conflict management, and organizational outcomes. Journal of Leadership Studies, 8(3), pp.26-39.

Giritli, H. and Oraz, G.T., 2004. Leadership styles: some evidence from the Turkish construction industry. Construction Management and Economics, 22(3), pp.253-262.

Montes, C., Rodríguez, D. and Serrano, G., 2012. Affective choice of conflict management styles. International Journal of Conflict Management, 23(1), pp.6-18.

Pietersen, C., 2014. Interpersonal Conflict Management Styles and Emotion Self-Management Competencies of Public Accountants. Mediterranean Journal of Social Sciences, 5(7), p.273.

Safi, M.H. and Kolahi, A.A., 2016. The Relationship between Job Satisfaction with Burnout and Conflict Management Styles in Employees. Community Health, 2(4), pp.266-274.

Williams, C., 2013. Principles of management. South-Western Cengage Learning.