Management Styles Affect an Organizations' essay

Download this essay in word format (.doc)

Note: Sample below may appear distorted but all corresponding word document files contain proper formatting

Excerpt from essay:

The coercive style: decisions are made top-down with little emphasis on individual ideas; it is best used in situations of crisis, but in the long run, it negatively affects the employees' morale levels

The authoritative style: sets clear goals and directions; rewards based on performances; individuality; it is stimulating for the dedicated employees; does not work if the manager is too demanding or when the employees work in teams

The affiliative style: based on the creation of a pleasant working environment; may lack control and stimulation; high performances only in a compact and hard working group, sharing common goals

The democratic style: employees' ideas are listened to; team work and participation are encouraged; could create a pleasant environment, but may lack control and direction

The pacesetting style: rapid pace of work, high expectations and performance-based rewards; might stifle creativity and generate a tense environment

The coaching style: based on roles and responsibilities; delegates and sets long-term goals; implements change and may be reluctantly accepted by the employees.

The previous pages have demonstrated that the managerial style directly impacts the organizational performance in terms of employees' motivation and morale and that the participative leadership styles are preferred in the detriment of more autocratic managerial approaches. Taking one step further, V.S.R. Vijayakumar (2007) points out that the performance is also influenced by the way in which the employees perceive the managerial style. "Conceptually, the results imply that organizational climate a key contributing factor for organizational performance, is influenced by the way employees perceive the style with which the management directs and coordinates work activities and their inclinations for accepting diversity and orientation towards individual or team work. If employees perceive the style of management as command and control, [...] then the climate perceptions are negative [...]. On the other hand, if the style is perceived as empowering and support [...] then positive perceptions of organizational climate emerge" (Vijayakumar, 2007). The favorable climate and perceptions positively influence overall organizational performance.

Accepting then the idea that the participative managerial style is more appropriate for registering high levels of corporate performance, the next question that is being posed refers to the levels of actual participation. M. Jamshidian and M. Rahnama (2004) found that these levels are not consistent, generating then the conclusion that the performance of an organization is not only impacted by the managerial style adopted, but also by the characteristics of implementing the particular style, the personal features of the managers or the collective and individual responses from the employees.

3. Conclusions

All the studied sources agree that the implemented style of management has an impact upon the overall organizational performances. In further addressing the matter however, the scholars and practitioners have looked at the issues through various indicators of performance. Some analyzed performance in light of output, budget constraints, stakeholder relations, agency costs relative to the overall goals or organizational effectiveness. The majority of the academicians have nevertheless concluded that the impact of the managerial style upon corporate performance is best revealed through the lenses of the working environment and the human resource strategies (i.e. motivation or training).

Works Cited

Atrill, P., McLaney, E.J., 2007, Management Accounting for Decision Makers, 5th Edition, Pearson Education

Davidmann, M., 2006, Style of Management and Leadership, on February 17, 2009

Hannagan, T., Bennett, R., 2007, Management: Concepts and Practices, 5th Edition, Pearson Education

Ison, M., Kempton, K., 2007, the Impact of Management Style, NSW Department of Primary Industries, Retrieved at 17, 2009

Jamshidian, M., Rahnama, M., 2004, the Effects of Management Styles and User Participation on MIS Success over Different System Growth Stages, Iranian Journal of Information Science and Technology, Vol.2, No.2

Madura, J., Fox, R., 2007, International Financial Management, 1st Edition, Cengage Learning EMEA

Manch, S.G., Shannon, M.P., Henning, J.F., 2006, Maximizing Law Firm Profitability: Hiring, Training and Developing Productive Lawyers, 2nd Edition, Law Journal Press

Osborne, S., 2002, Public Management: Critical Perspectives, 1st Edition, Taylor & Francis

Vijayakumar, V.S.R., 2007, Management Styles, Work Values and Organizational Climate, Journal of the Indian Academy of Applied Psychology, Vol. 33, No. 2

Wolper, L.F., 2004, Health Care Administration: Planning, Implementing and Managing Organized Delivery…[continue]

Cite This Essay:

"Management Styles Affect An Organizations'" (2009, February 18) Retrieved October 25, 2016, from

"Management Styles Affect An Organizations'" 18 February 2009. Web.25 October. 2016. <>

"Management Styles Affect An Organizations'", 18 February 2009, Accessed.25 October. 2016,

Other Documents Pertaining To This Topic

  • Management Future Applications of Organization

    A discussion on important management concepts and techniques wouldn't be complete without an examination of leadership. But, then, what is leadership? Unfortunately, the available literature on the subject is less than clear, with different researchers coming up with different criteria and different proofs. The three top theories are trait, behavioral, and contingency. The first argues that leaders simply possess inborn traits that make them so. The second presumes leadership

  • Management Style Fred Smith Started

    There are some disadvantages to the transactional leadership style, however. This style is often considered to be inferior in times of crisis when strong transformation of the business is required. Should FedEx's core business move beyond the "cash cow" stage of maturity, the company may lack the vision to radically transform itself (for example, if jet fuel costs become too high to offer overnight courier service profitably). The company has

  • Management Styles Fool Proofing a Service Operation In

    Management Styles Fool-proofing a service operation. In the banking industry, a significant service industry in any country, optimized operations are essential to ensure that the public has maximum confidence in the operators of this industry. Bank of America and its operations have been selected for discussion in this study. The bank has grown tremendously in the past few years. CEO, Ken Lewis realized that the bank could gain a wider market share

  • Organizational Behavior Management

    Organizational Behavior and Management Coursework The objective of this report is to describe the organizational changes in the context of strategy, structure and design as a result of the changes. The report also consists of recommendations on approaches to achieve organizational effectiveness for the organization identified. With reference to a hypothetical organization example, the company which has been identified is ZingFresh Holdings Pte Ltd. As the subject organization of this report. The

  • Cultural Differences in Management Styles

    In a large measure, these concepts reflect the problems that have accompanied increased diversity as both a consequence and a cause of a great many social problems" (1999, p. 1). In this regard, Naylor defines culture as being "the learned way (or ways) of belief, behavior, and the products of these (both physically and socially) that is shared (at least to some degree) within human groups and serves to

  • Shortell & 38 Kaluzy Health Care Management 6th Edition Coordinating...

    Shortell & Kaluzy, Health Care Management, 6th Edition, Coordinating Organizations Organizational culture can play a major part of mergers and alliances between two or more companies. As such, it is important to identify the factors that actually comprise an organization's culture. By isolating each of these factors, it becomes substantially easier to assess what sorts of issues, if any, might arise between a potential alliance between organizations. Additionally, an analysis of

  • Change Management in Healthcare Organizations

    1.3. Summary of argument, Hypothesis The role of leadership styles and their applicability to the success or failure of mergers, acquisitions and alliances is the focus of this research. Any leadership study, to be relevant, must also focus on the needs of those served by the organizations studies. That is why in the proposed Change Management Equilibrium Model have customer-driven processes at their center or core. The focus of the research

Read Full Essay
Copyright 2016 . All Rights Reserved