Conflict Resolutions

 What is conflict?

Conflict is any situation in which two or more parties feel themselves in opposition.

Conflict is an interpersonal process that arises from disagreement over the goals to attain.

In addition to conflict over goals or methods, conflicts also arise due to task interdependency, ambiguity of roles, policies, and rules, personality deference, ineffective communication, competition over scarce resources and underlying differences in attitudes, beliefs and experiences.

Levels of Conflict:

01. Intrapersonal Conflict

02. Interpersonal conflict

03. Inter group conflict

Sources of conflict:

01. Organizational conflict

02. Different set of values

03. Threats to status

04. Contrasting perceptions

05. Lack of trust

06. Personality clashes

 

Conflict resolution strategies:

01. Avoiding

02. Smoothing

03. Forcing

04. Compromising

05. Confronting

 

Guidelines for conflict resolution through Confrontation/problem

Solving / integrating:

01. Agree on common Goal

02. Commit yourself to fluid, not fixed

03. Clarify the strengths and weakness of both party’s positions

04. Recognize possible need for face saving

05. Be candid and up-front, don’t hold back key information.

06. Avoid arguing or using ―yes-but‖

07. Strive to understand the other person’s viewpoint, needs and bottom line

08. Ask question to elicit needed information

09. Make sure that both parties have a vested interest in making the outcome succeed

10. Give the other party substantial credit when the conflict is over.

Grievance

 A grievance can be broadly defined as an employee’s dissatisfaction or feeling of personal Injustice relating to his or her employment relationship.

As Cherrington defined: A grievance is work related complaint or formal dispute that is bought to the attention of management.

Sources Grievance:

01. Absenteeism

02. Insubordination

03. Overtime

04. Rules Violation

Causes Grievance:

01. Unfair management practice

02. Low morale and frustration

03. Unclear contractual language

04. A violation of law

05. Violation of the intent of the parities

06. A violation of normal work procedures

07. Unfair treatment by the supervisors

08. Dissatisfaction about the job

09. Inconsistence in the disciplinary action

10. Misconception

11. A violation of health and safety standards

 

Handling Grievance:

01. Proper Investigation

02. Talk with employees

03. Comply with the contractual time limit for handling the Grievance

04. Visit the work area of the grievance

05. Determine whether there were any witness

06. Fully examine prior Grievance records

07. Treat the union representative as your equal

08. Hold your Grievance discussion privately

09. Inform your own supervisor of the Grievance matters

Solutions of Grievance:

01. Defining the nature of Grievance

02. Gathering facts

03. Establishing tentative solution

04. Checking tentative solutions

05. Applying solutions

06. Follow up the Grievance

What is an organization? Is the family unit an organization? Explain

An organization is a social group which distributes tasks for a collective goal. The word itself is derived from the Greek word organon, itself derived from the better-known word ergon - as we know `organ` - and it means a compartment for a particular job. A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis. All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems in that they affect and are affected by the environment beyond their boundaries. Family unit is an organization: It is good to remember a family is an organization. In fact, it is the basic organization of society. This is just one of the reasons I am such a proponent of family meetings. You wouldn't think of running a successful business without a plan, goal setting meetings, team building sessions and clear missions and expectations. As such, everyone in the family should have an equivalent of a job description. Each person's job description helps him define his roles and responsibilities in the family. Just like in the workplace, the clearer the job description and the more input is solicited from the participant, the more ownership is established. If you have ever worked in a workplace where no one knew what their job was day to day and rules were arbitrary, you will recall how chaotic and frustrating it was for everyone. The following information on structuring a family council has been compiled in part from information contained in The Parent's Handbook by Dinkmeyer & McKay, as well twenty five years of personal experience

To what extent and how is money an effective motivation

 Despite the fact that most of the world works for the sake of financial reward, the need for money only obliges us to undertake certain sort of work, but doesn’t motivate in actual fact. For example, one of the theories of human motivation - ‘Money as a motivator theory’ is grounded on the belief that the need for money primarily motivates all workers (“Theories of Human,” 2004). Nonetheless, such a statement is true just to a limited extent, to say the least. Although the very word “money” (which in final outcome aims to ensure greater happiness) would be the most common reply to the question of whatever causes us to work, in its own right it lags behind the variety of other human values. “A simple pay raise, naturally not identified as part of the corporate culture, would be defined as an external motivator. Pay is expected, needed, and required - it is not necessarily an identifier of either corporate or personal identity” (Grossman, n.d., A brief pause section, para. 2). “Psychologists have been finding that rewards can lower performance levels, especially when the performance involves creativity” (Kohn, n.d., Introduction section, para. 2). Furthermore, “if a reward - money, awards, praise, or winning a contest - comes to be seen as the reason one is engaging in an activity, that activity will be viewed as less enjoyable in its own right” (Kohn, n.d.). Herzberg said about 'salary': "...when salary occurred as a factor in the lows (causes of dissatisfaction) it revolved around the unfairness of the wage system within the company... It was the system of salary administration that was being described... as something that went along with a person's achievement on the job. It was a form of recognition; it meant more than money; it meant a job well done; it meant that the individual was progressing in his work

Personnel Management

Personnel management deals with the managerial function of estimating and classifying human resources requirements for meeting organizational goals through people at work and their relationships with each other.

Personnel Management involves strategies that ensure right number of staff, a right combination of talent, training, and performance in jobs.

According to Edwin B. Flippo – “Personnel Management is the planning, organizing, directing, and controlling of the procurement, development, compensation, integration and maintenance and separation of personnel to the end that individual, organizational and societal objectives are accomplished.”

 

Nature of Personnel Management

1. Personnel management includes the function of employment, development and compensation- These functions are performed primarily by the personnel management in consultation with other departments.
2. Personnel management is an extension to general management. It is concerned with promoting and stimulating competent work force to make their fullest contribution to the concern.
3. Personnel management exist to advise and assist the line managers in personnel matters. Therefore, personnel department is a staff department of an organization.
4. Personnel management lays emphasize on action rather than making lengthy schedules, plans, and work methods. The problems and grievances of people at work can be solved more effectively through rationale personnel policies.
5. It is based on human orientation. It tries to help the workers to develop their potential fully to the concern.
6. It also motivates the employees through its effective incentive plans so that the employees provide fullest co-operation.
7. Personnel management deals with human resources of a concern. In context to human resources, it manages both individual as well as blue- collar workers

Role of Personnel Manager

Personnel manager is the head of personnel department. He performs both managerial and operative functions of management. His role can be summarized as:

1. Personnel manager provides assistance to top management- The top management are the people who decide and frame the primary policies of the concern. All kinds of policies related to personnel or workforce can be framed out effectively by the personnel manager.
2. He advices the line manager as a staff specialist- Personnel manager acts like a staff advisor and assists the line managers in dealing with various personnel matters.
3. As a counsellor,- As a counsellor, personnel manager attends problems and grievances of employees and guides them. He tries to solve them in best of his capacity.
4. Personnel manager acts as a mediator- He is a linking pin between management and workers.
5. He acts as a spokesman- Since he is in direct contact with the employees, he is required to act as representative of organization in committees appointed by government. He represents company in training programs.

Following are the elements of Personnel Management:

1. Organization- Organization is said to be the framework of many activities taking place in view of goals available in a concern. An organization can be called as a physical framework of various interrelated activities. Right from manpower planning to employees’ maintenance, all activities take place within this framework. The nature of the organization is dependent upon it’s goal. The business concern goal being profit- making. Clubs, hospitals, schools, etc. their goal being service. The objective of consultancy being providing sound advice. Therefore, it is organizational structure on which the achievement of goals of an enterprise depends upon. In personnel management, a manager has therefore to understand the importance of organizational structure.
2. Job- The second element, i.e., jobs tell us the activities to be performed in the organization. It is said that the goals of an enterprise can be achieved only through the functional department in it. Therefore, seeing the size of organization today, the nature of activities are changing. In addition to the three primary departments, personnel and research department are new additions. Various types of jobs available are :
1. Physical jobs
2. Creative jobs
3. Proficiency jobs
4. Intellectual jobs
5. Consultancy jobs
6. Technical jobs
3. People- The last and foremost element in personnel management is people. In a organizational structure, where the main aim is to achieve the goals, the presence of manpower becomes vital. Therefore, in order to achieve departmental goals, different kinds of people with different skills are appointed. People form the most important element because :
1. The organizational structure is meaningless without it.
2. It helps to achieve the goals of the enterprise.
3. It helps in manning the functional areas.
4. It helps in achieving the functional departmental goals.
5. They make a concern operational.
6. They give life to a physical organization.

The different types of people which are generally required in a concern are :

7. Physically fit people
8. Creative people
9. Intellectuals
10. Technical people
11. Proficient and skilled people

In personnel management, a personnel manager has to understand the relationship of the three elements and their importance in organization. He has to understand basically three relationships:-

1. Relationship between organization and job
2. Relationship between job and people
3. Relationship between people and organization.

Relationship between organization and job helps making a job effective and significant. Relationship between job and people makes the job itself important. Relationship between people and organization gives due importance to organizational structure and the role of people in it.

 Functions of Personnel Management

Following are the four functions of Personnel Management:

1. Manpower Planning
2. Recruitment
3. Selection
4. Training and Development

Difference between Recruitment and Selection

 

Training of Employees

Training of employees takes place after orientation takes place. Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process molds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature.

Importance of Training

Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well.

Training is given on four basic grounds:

1. New candidates who join an organization are given training. This training familiarize them with the organizational mission, vision, rules and regulations and the working conditions.

2. The existing employees are trained to refresh and enhance their knowledge.

3. If any updating and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing a new equipment, changes in technique of production, computer impartment. The employees are trained about use of new equipment and work methods.

4. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job.

The benefits of training can be summed up as:

1. Improves morale of employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover.

2. Less supervision- A well trained employee will be well acquainted with the job and will need less of supervision. Thus, there will be less wastage of time and efforts.

3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less are the chances of committing accidents in job and the more proficient the employee becomes.

4. Chances of promotion- Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization.

 5. Increased productivity- Training improves efficiency and productivity of employees. Well-trained employees show both quantity and quality performance. There is less wastage of time, money and resources if employees are properly trained

Employee Selection Process

Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. 

But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.

The Employee selection Process takes place in following order

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews.

2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc.

3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased.

4. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer.

5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism.

6. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter

job Training Methods

 On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is placed on a specific job and taught the skills and knowledge necessary to perform it.

The advantages of OJT are as follows:

1. On the job method is a flexible method.

2. It is a less expensive method.

3. The trainee is highly motivated and encouraged to learn.

4. Much arrangement for the training is not required.

On-the-job training methods are as follows:

1. Job rotation:

This training method involves movement of trainee from one job to another gain knowledge and experience from different job assignments. This method helps the trainee under­stand the problems of other employees.

2. Coaching:

Under this method, the trainee is placed under a particular supervisor who functions as a coach in training and provides feedback to the trainee. Sometimes the trainee may not get an opportunity to express his ideas.

3. Job instructions:

Also known as step-by-step training in which the trainer explains the way of doing the jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments:

A group of trainees are asked to solve a given organizational problem by discussing the problem. This helps to improve team work.

5. Internship training:

 

Off-the-job Methods:

On the job training methods have their own limitations, and in order to have the overall development of employee’s off-the-job training can also be imparted. The methods of training which are adopted for the development of employees away from the field of the job are known as off-the-job methods.

The following are some of the off-the-job techniques:

1. Case study method:

Usually case study deals with any problem confronted by a business which can be solved by an employee. The trainee is given an opportunity to analyze the case and come out with all possible solutions. This method can enhance analytic and critical thinking of an employee.

2. Incident method:

Incidents are prepared on the basis of actual situations which happened in different organizations and each employee in the training group is asked to make decisions as if it is a real-life situation. Later on, the entire group discusses the incident and takes decisions related to the incident on the basis of individual and group decisions.

3. Role play:

In this case also a problem situation is simulated asking the employee to assume the role of a particular person in the situation. The participant interacts with other participants assuming different roles. The whole play will be recorded and trainee gets an opportunity to examine their own performance.

4. In-basket method:

The employees are given information about an imaginary company, its activi­ties and products, HR employed and all data related to the firm. The trainee (employee under training) has to make notes, delegate tasks and prepare schedules within a specified time. This can develop situational judgments and quick decision making skills of employees.

5. Business games:

According to this method the trainees are divided into groups and each group has to discuss about various activities and functions of an imaginary organization. They will discuss and decide about various subjects like production, promotion, pricing etc. This gives result in co-operative decision making process.

6. Grid training

It is a continuous and phased program lasting for six years. It includes phases of planning development, implementation and evaluation. The grid takes into consideration parameters like concern for people and concern for people.

7. Lectures:

This will be a suitable method when the numbers of trainees are quite large. Lectures can be very much helpful in explaining the concepts and principles very clearly, and face to face interaction is very much possible.

8. Simulation:

Under this method an imaginary situation is created and trainees are asked to act on it. For e.g., assuming the role of a marketing manager solving the marketing problems or creating a new strategy etc.

9. Management education:

At present universities and management institutes gives great emphasis on management education. For e.g., Mumbai University has started bachelors and postgraduate degree in Management. Many management Institutes provide not only degrees but also hands on experience having collaboration with business concerns.

10. Conferences:

A meeting of several people to discuss any subject is called conference. Each par­ticipant contributes by analyzing and discussing various issues related to the topic. Everyone can express their own view point.

barriers to effective leader communication

 As a leader you are measured on your ability to deliver results. Continually delivering results can be challenging and without doubt you will encounter many obstacles along the way. Some of these barriers might be obvious, others not. So what are 5 barriers to your success as a leader?

Barrier 1: No clear vision

As a leader you need to be able to clearly articulate your vision and then sell it to others. This requires you to define what success means for your organization, team or function and why it really matters. If you have no clear vision it is going to be pretty tough to achieve anything.

Barrier 2: Lack of belief

It is no use having a clear vision and be able to explain it to others unless you totally believe that it can be achieved. Gone are the days when you could come up with a nice set of words and hope that no one will see through their doubts. Your belief is the fuel that drives the organization, especially through those challenging and difficult times.

Barrier 3: Absence of goals

Goals or outcomes set a clear destination. When you focus on goals, you are in the driving seat. When you are in the driving seat you focus on results and when you focus on results you achieve more. Results provide the reinforcement and motivation to aim for more and better results.

Barrier 4: Resting on your laurels

You may be doing really well at the current time but resting on your laurels is dangerous. As a leader you need to be continually be proactive, anticipate the need for change and stay ahead of the game whenever you can. If you want to succeed don’t take your foot off the gas.

Barrier 5: Fear

Everyone has fears. It might be fear that something will not work, the request for funding will be rejected or the grand turnaround will fail to materialize. At the root of all of this is fear of failure. If you fear failure and are not willing to address it, you will stop taking risks and when you stop taking risks, you don’t get results and end up stagnating.

Bottom Line – Being a leader is not easy. Being aware of and being willing to address your barriers to success is essential. So what barriers do you need to overcome to prosper as a leader?

7 Barriers of Leadership:

1. Failure to name wins. Fear prevents you from naming what you really want. But, you can’t achieve what you haven’t named.
2. Unrealistic optimism. Thinking the path ahead is short, smooth, and easy.
3. Deliverables over developing people. Attaining goals is the easy focus of leadership. People are messy.
4. Plans without champions. Wouldn’t it be great if plans magically happened? Who owns success?
5. Ignoring barriers in the false hope they will magically vanish.
6. Big passion without small deliverables.
7. Lack of focus.

Breaking barriers:

1. Acknowledge you’re stuck. Progress is a function of discontent.
2. Name barriers. What’s preventing progress? Don’t assume you know.
3. Connect with people who share your frustrations. Common frustrations reflect common enemies. Frustration is more powerful than contentment.
4. Focus on people. The horses in the barn determine where you can go. Foolish leaders set short-term goals that teams can’t achieve.
5. Embrace small, simple wins. A small win today is worth two tomorrow. A series of small wins lengthens leadership’s reach.
6. Make plans by exploring the past. What repeated patterns emerge that must be leveraged or addressed? What are common points of failure or success in your past?
7. Do more of what works. Breaking barriers is necessary but focus on what’s working. Or…
8. Stop doing what’s working. When barriers persist, what you think is working isn’t.
9. Bring the outside in. Find and integrate people who think differently.
10. Identify and follow champions. Every barrier needs a champion whose working to break it. Competent champions galvanize teams that produce success.
11. Forget the barrier. Choose a new path.
12. Change the team. Identify the person who is the barrier and convert or remove them.

What are the major differences between an Autocratic leadership, a Democratic leadership, and a Laissez-faire leadership?

An autocratic approach relies upon formal power and/or physical strength - the goal is to ‘require’ the adoption of ‘orders’ from the top. It is often used in time-critical situations where operational procedure, defined by the leader, needs to be adhered to for success.

A democratic approach relies upon consensus being formed by a group such that the majority of parties agree to the solution. It is often used in non-time-critical situations where buy-in to the solution by multiple stakeholders is advantageous.

A laissez-faire approach approach relies upon the leader being ready and willing to accept the skill and expertise of their subordinates’ solutions and actions. It is often used where are easily measured and the procedure for achieving the outcome is not important.

Strategic control points

 Strategic control points are the foundations of defensive business strategy. They are the mechanisms that protect the company’s profit streams against erosion from competitors, customer power, and supplier power. SCPs come in many forms. Examples include having a dominant market position in attractive segments, locking up distribution channels, controlling the value chain, owning a de facto business standard, and many more.

Strategic control points are industry-specific, and some are more relevant than others. In mobile telephony, for example, innovation lead time is crucial. In the container shipping industry, large shipping capacity is essential. In retail, advanced inventory management technology is vital. In the software industry, owning the de facto technology standard is the name of the game. And so forth. The best firms secure two or more relevant SCPs in their industry.

 

STRATEGIC CONTROL POINTS ARE IMPORTANT FOR THREE REASONS

1. The more successful your business, the more likely competitors will try to take a piece of the action.

2. Without strategic control points, company growth becomes constrained by competitors who can inflict considerable harm.

3. Strategic control points offer a measure of protection against economic cycles.

Management Styles

A management style is a way in which a manager works to fulfill their goals. Management style includes the way that a manager plans, organizes, makes decisions, delegates, and manages their staff.

It can vary widely depending on the company, level of management, industry, country, and culture, as well as the person themself. An effective manager is someone who can adjust their management style in response to different factors while keeping their focus on successfully achieving targets.

Management styles are affected by both internal and external factors.

Internal factors include the overall organizational and corporate culture of the company, as well as policies, priorities, employee engagement and staff skill levels. In general, the higher-skilled staff does not need as much supervision, while less skilled staff will require more monitoring to consistently achieve their objectives.

External factors include employment laws, the economy, competitors, suppliers and consumers. These are factors that are outside of the control of the organization, but will have an effect on both managers and employees.

Types of management styles

There are three broad categories of management styles: Autocratic, democratic and laissez-faire. Within these categories, there are specific subtypes of management styles, each with its own pros and cons.

 

1)  Autocratic management styles

a)  Authoritative management style

b)  Persuasive management style

c)   Paternalistic management style

2)  Democratic management styles

a)  Consultative management style

b)  Participative management style

c)   Collaborative management style

d)  Transformational management style

e)  Coaching management style

3)  Laissez-faire management styles

a)  Delegative management style

b)  Visionary management style

4)  Management styles interview questions

5)  Conflict management styles

 

1. Autocratic management styles

This type of management follows a top-down approach, with one-way communication from bosses to employees.

This is the most controlling of the different management styles, with the management making all workplace decisions and holding all of the power.

Employees are treated as drones, to be monitored closely as they perform within clearly defined perimeters.

Employees are not encouraged to ask questions, submit ideas, or share their thoughts on improving processes, and are in some cases actively discouraged from doing so.

The subtypes of autocratic management style are authoritative, persuasive, and paternalistic.

Authoritative management style

In this style, managers dictate exactly what they require their subordinates to do and punish those who do not comply.

Employees are expected to follow orders, not question the authority of management, and perform their tasks the same way each time.

Managers monitor the employees closely, micromanaging their performance without placing trust or confidence that their employees can achieve their goals without direct and constant supervision. These types of managers believe that without this supervision, employees will not operate successfully.

Pros: This management style allows quick decision making, and creates clearly defined roles and expectations. With unskilled workers or large teams, setting clear and solid expectations can allow workers to operate without uncertainty. Productivity will increase, but only when the manager is present.

Cons: The negatives of authoritative management style includes an increase in the dissatisfaction of employees, which leads to higher turnover, resentment, a lack of professional development and employee engagement, and the formation of an ‘us’ versus ‘them’ mentality between employees and management. Innovation is stifled and inefficient processes will remain in place.

When to use this style: If decisions need to be made and executed quickly, for example, in a time of organizational crisis, this management style can be used successfully. It should otherwise be avoided.

Persuasive management style

In this style, managers use their persuasive skills to convince employees that the unilateral decisions that the manager implements are for the good of the team, department, or organization.

Rather than simply ordering employees to perform tasks, managers employing this style would invite questions and would explain the decision-making process and rationale behind policies. This can help employees feel as though they are a more trusted and valued part of the staff and are involved in key business decisions, leading to lower levels of resentment or tension between management and staff.

Pros: Management can establish a higher level of trust between themselves and employees, and employees will accept top-down decisions more easily. Employees respond more positively to reason and logic than they do the threat of punishment, and may feel less constricted than those managed with an authoritative style.

Cons: Employees will still chafe under the restrictions they are placed under, and become frustrated that they cannot give feedback, create solutions, or upskill in a meaningful way.

When to use this style: This style can be used when you have more experience on the subject than the team you are leading. In those cases, you are the expert. While it is helpful to explain your thought process, ultimately, you know best. It can also be helpful when managing upwards.

Paternalistic management style

In this style, the manager acts with the best interests of their subordinates at heart.

Usually, the organization will refer to staff as ‘family’ and ask for loyalty and trust from employees.

Management using this style will use unilateral decision making but will explain to employees that the decision-makers are working from a place of expertise, and thus, legitimacy. Decisions are explained to employees, but there is no room for collaboration or questioning.

Pros: A paternalistic manager is focused on the welfare of their employees, and will base their decisions on what is best for their staff. Upskilling and employee education are valued, leading to happier, more skilled, more productive employees.

Cons: Employees can become too dependent on management, leading to a lack of innovation and problem-solving. There is a high chance of this style breeding resentment among employees who do not believe in the ‘organization as family’ concept. Employees might find this style condescending and infantilizing.

When to use this style: The use of this style is heavily culture-dependent. In Western countries, there is less reliance on hierarchical structures, and employees will be less accepting of the idea of a benevolent leader. Smaller companies may find success in this type of leadership, but it should be avoided by larger organizations.

2. Democratic management styles

In this style, managers encourage employees to give input during the decision-making process, but are ultimately responsible for the final decision.

Communication goes both ways, top-down and bottom-up, and team cohesiveness is increased.

This process allows for diverse opinions, skills and ideas to inform decisions.

Consultative management style

In this style, managers ask for the opinions and thoughts of their team, consulting the viewpoints of every member of their team.

The manager will make the final decision, but they will consider all of the information given by team members before they do so.

This style is often used in specialized fields, where staff are experts and their input is needed for the management to make informed decisions.

Pros: This style promotes a deeper bond between staff and management, and builds trust within teams. Management grows with the team, as they learn from the ideas, opinions and experience of the employees that they lead. Innovation and voicing opinions are encouraged, leading to better problem-solving.

Cons: The process of consulting staff can be labor and time-intensive. If a manager is not skilled in the time management aspect of this process, they can easily get bogged down. If there is an appearance of favoritism or bosses not listening to opinions, employees may become resentful and distrustful of the manager. Excessive reliance on this style can lead to staff losing trust in their boss, as they will start to wonder why they are always called on to help solve problems instead of management handling it as part of their job.

When to use this style: This style should be used when managing teams with specialized skills or when the manager does not have as much experience with the subject as the team does. For example, a manager assigned to run a team of developers who are creating a new SaaS would want to consult with their team often, to gain the benefit of their experience.

Participative management style

In this style, managers and staff are all active members of the decision process.

Staff are given access to more information about the company and its goals, and are encouraged to innovate solutions.

Management seeks the thoughts, ideas and opinions of staff, works together with staff to make decisions and then the company acts on them.

Pros: Employees feel as though they are valued by their management team and the organization as a whole, and will respond with increased motivation and productivity. The more they understand and connect with the organization’s goals, the higher their engagement will be. Innovation is increased.

Cons: This process can be a slow one, and there is a risk of staff with bigger personalities steamrolling less assertive staff members, leading to conflicts and resentment. In industries with trade secrets, letting staff have access to sensitive information can be risky. If employees do not want to be involved in this type of decision making, they can grow to resent managers who employ this style.

When to use this style: When implementing large changes in an organization, especially one where employees are resistant to new concepts or strategies, encouraging participation from staff will result in a more positive outcome and less resistance to new policies. Organizations that want to drive innovation, such as tech companies, will find this style useful.

Collaborative management style

In this style, management creates an open forum for ideas to be discussed extensively before making decisions based on majority rule. Staff is empowered to take ownership of outcomes, which can lead to increased engagement, innovation and creativity.

Pros: Staff feels trusted, valued and heard by all levels of their management team. They are inspired to put forth their best work, find collaborative solutions to problems, and engage completely with the process. Open communication means that workplace conflicts are often solved before real issues arise. Turnover is decreased when employees are engaged, and diverse voices often lead to better solutions and outcomes.

Cons: As with other democratic management styles, this process can be time-consuming. Majority rule can also not always be the best choice for an organization, and if there is a decision that is not in the best interests of the business, management will need to step in and change it, which can breed resentment and mistrust.

When to use this style: When a business wants to foster innovation, drive collaboration, and engage employees, this style should be used. Any organization that wants to increase engagement and trust, especially in the face of large changes within the organization or industry, should consider this style.

Transformational management style

This style of management is agile and growth-focused.

Managers focus their efforts on pushing their staff to ever greater accomplishments through encouragement, pushing them past their comfort zones regularly, and consistently motivating their teams to raise their bar for achievements.

Managers work alongside with their employees, inspiring their team to ever greater efforts by demonstrating their own work ethic.

Pros: Innovation is increased, and employees will more easily adapt to change, disruptions, or challenging projects. Creative thinking is encouraged, and problem-solving and product development will benefit from the increased flexibility of the staff.

Cons: If not used carefully, this style will cause staff to burn out. Staff may end up spread too thin, worn out from constantly pushing themselves, and unable to keep up with the pace.

When to use this style: This style is best used in companies that are in fast-paced industries, or are anticipating a period of changes within the industry, organization, or department. This style will help teams become more agile, flexible, and innovative while responding to the outside or inside forces.

Coaching management style

In this style, managers see themselves as the coach and their employees as the valued members of their team.

The manager’s job is to develop and guide their team, putting their team’s professional development at the forefront of their priorities. Long-term development is valued above short-term failures in this style, and the manager wants to promote learning, upskilling and growing in the workplace.

Pros: Employees feel valued, they know that they will learn and develop within their roles, and are more likely to be engaged. Managers build a strong bond with their employees, who will in turn be more likely to put forth their best work for their ‘coach’.

Cons: This style can lead to toxic environments, as staff jockey for favored roles and development tasks. Too much focus on long-term development can leave short-term projects without proper support.

When to use this style: This style is useful when organizations want to promote and develop talent from within. Industries with competitive job markets would benefit from this style, as it can cost time and money to recruit the right candidates.

3. Laissez-faire management styles

In this style, management takes a hands-off approach to leadership.

Staff is trusted to do their work without supervision, and they are left to control their decision making and problem-solving.

Management is present at the delegation and delivery stages of work, but otherwise steps back and gives staff the freedom to control their workflow and outcomes. Management is only involved during the process if the staff requests their assistance.

Delegative management style

In this style, the manager is only present to assign tasks, although they still are responsible for tasks being completed successfully. Once the task is assigned, then the employees are empowered to do their work as they see fit.

After the task is complete, the manager steps back in to review the work and give advice about how to improve future projects.

Pros: Innovation and creativity are fostered by this system, especially in organizations with highly skilled workers. Problem solving and teamwork are strengthened, as staff are given space to handle their own issues and will work together to solve them. Job satisfaction may be increased in those who crave autonomy in their workplace.

Cons: Without leadership, productivity may suffer. Teams can experience a lack of direction, focus, or uniformity. Poorly managed conflicts may flare up and breed resentment. Some staff may feel that the management is not contributing anything towards the team’s success and become resentful.

When to use this style: This style is best used in organizations with more decentralized leadership and where the team is much more skilled than the manager in the tasks. If the manager has no real experience in producing new cloud management software, for example, they can step back, allow their team the freedom to innovate, and offer support if needed.

Visionary management style

In this style, managers lead through inspiring their staff.

Leaders explain their goals and the reasons behind them, convincing their team to work towards executing their vision.

Team members are motivated by their manager, then allowed the freedom to achieve their tasks with minimal interference. Managers will check in from time to time, but they trust that their shared vision will keep employees on track and produce good results.

Managers offer a lot of constructive feedback during and after the process to assist their employees, and make sure to give praise liberally.

Pros: Engagement is heightened because staff believes in what they are creating and are driven to complete tasks to the best of their ability. Employees are more satisfied, motivation is higher and turnover will be lowered. Innovation is higher, and problem-solving can happen quickly within teams.

Cons: Not all managers can be legitimately inspiring. It depends on the job, the industry, the product, and the person. This is not a style that can be faked, employees must actually be inspired, or they will not perform as well.

When to use this style: This can be a great style in tech companies who are looking to disrupt industries, nonprofits trying to innovate creative solutions to problems, or companies who have a very strong sense of purpose. An organization that wants to drive innovation can turn to this style to galvanize their staff into action.