Is Your Management Way Assisting or Damaging Your Business?

Staff members can have differing requirements that require differing approaches to management. Problems arise when the management design of a business owner does not match the requirements of the staff members.

There are 2 basic management styles that are likewise broken down into more small categories, the Autocratic Management Way and the Permissive Management Approach. An Autocratic Management Style is one where the business owner makes all choices unilaterally. To puts it simply, the business owner is the "manager" period and does not value input from staff members. The business owner's word is law. The Permissive Management Style allows staff members to take part in business decisions. A rather substantial degree of autonomy on the part of workers is motivated in this management style.

If an entrepreneur possesses an Autocratic Management Style, and the employees and/or type of business would benefit more from a Permissive Management Style, issues will occur, and vice versa.

Management styles might likewise be "situational", simply puts, ought to be changed relying on the needs and growth of business, as well as the varying circumstances that may happen.

Precisely how then can an entrepreneur understand if their general "approach" or management style is hurting or helping their business? Easy: Results.

The results of thebusiness, in all facets of the business, will dictate which management style is required, or if an entrepreneur should modify their management style. If a business is succeeding economically, if customers are routinely pleased, if workers more than happy, are all indications that the management design of business owner is proper. Discontentment and loss of business would be signs that the technique is inaccurate.

 

An example of this will describe this principle even more:

Karen R. successfully managed her own business for several years. She used a rather Permissive Management Style, enabling the worker's lots of input, with a rather "household style" atmosphere-establishing. The staff members quite participated in the business and considered the business "their own" as well, causing much devotion on their parts.

Nevertheless, as thebusiness grew, so did the needs of the clients. It became necessary for Karen R. to change her management design to the Authoritative Management Style, as she needed to quickly impose specifications and complete tasks. There just was no time at all for conversation amongst the workers, and no time for numerous approaches to each project.

This led to much discontent on the part of the staff members, and they had to be advised that their opinions were no longer welcomed consistently, which left Karen R. frazzled and stressed too.

The option: Karen R. engaged a series of psychological tests for both herself and her workers, as initially, she had no clue exactly what was incorrect or the best ways to relieve the issues. This test exposed that she was being rather "excessively authoritative" in her methodand that her employees were "too expectant" in their demands that she includes them in decisions. A compromise was attained, and Karen R. now allows some "input" from the workers but maintains the right to make a choice unilaterally. This mix of Authoritative/Permissive Management Styles has led to the relief of the tension within her organization and has also caused increased joy and efficiency on the part of the workers.

Without a good knowledge of their own management styles, or mental techniques to business, business owners can set themselves up for problems. They may be so tough in their method, and so embedded in their methods, that they,would not tolerate this behavior if they worked for on their own. Or they can be so passive, therefore liberal, that they end up being "doormats" for the workers, thus not attaining adequate control over the business. Karen R. above is a fine example. Her Authoritative Management Approach, when embraced, became much too stiff for the growth of the business, and this was because of her perceived "requirement" for control in a business that was growing rather rapidly. Because she herself felt rather overloaded by the development, she had the tendency to approach the employees, with an attitude that was too strict and unrelenting.

Assessment of circumstances, along with mental tests administered to all within a business, if issues emerge, can go a long way to alleviating the problems. These tests are normally readily available online or from Human Resource providers.

Company owner can't correct an issue or their own habits or that of their workers unless they understand specifically what these issues are. Insight into themselves and others will assist business owners ineffective resolution of all problems as they happen. Knowledge of behaviors and understanding of management styles can avoid problems in management problems before they happen.


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