The manager tells emplyees what decisions have been made
manager attempts to sell decisions made to employees
Manager consults employees before making decisions
Manager unites with employees to make decisions together.
employees assume total responsibility and control for the workplace operations.
- frequently checking up on employee performance - give more negative and personalised feedback - provide clear directions on what to do - expect compliance and obedience
- communication is one way - employees are not given opportunity to share ideas or provide feedback - manager tries to convince employees that the managers way is the right way
- two way communication - employees share ideas with a manager willing to listen - provides social activities - recognises good performance
- manager gives employees responsibility in the management process. -managers recognise the strengths and abilities of employees and actively involve them in all the stages of decision making - communication is two way
- Management has no central control role or power - employees take responsibility to implement the means of achieving the objective. - decentralised organisational structure.
Autocratic is useful when
- individuals lack skills and knowledge - when supervision new employees (frontline manager) - in times of crisis - meeting unexpected deadline, when speed is important
Persuasive is useful when
- individuals lack skills and knowledge - in times of crisis - similar to the condition suiting an autocratic style
Consultative is useful when
- a new operating Procedure is to be introduced or some organisational change implemented.
Participative is useful when
- in flatter mangement structures - when the organisation environment is undergoing rapid change.
Laissez- Faire useful when
- creative work and research -employees who are highly qualified in the tasks to be performed -minimal supervision and direction is needed.
- directions and procedures are clearly defined - control is centralised at top management level - time is used efficiently and problems are felt with quickly. - employees roles and expectations are set out plainly- management can monitor their performance.
- no employee input is allowed- employees may not feel valued - no responsibility given to lower level staff may decrease employee satisfaction - conflict between employees competing for the managers approval.
- managers can gain some trust though persuasion - workers believing that their feelings are being considered may approach tasks more positively. - there is some acceptance of negative situations.
- communication is still poor (top- bottom system) - employees remain frustrated - denied full participation in the decision making process - attitudes remain negative - full employee support is not given to management
-greater variety of ideas should improve the quality of management decisions. -employees have more interest within the way the organisation is run as they know have come input. -tasks can be completed more efficiently with better results.
- some issues are not suitable for a widespread consultation process - ideas can be over looked which may cause conflict - time consuming
- motivation and job satisfaction is at optimal - employees have a greater opportunity to acquire more skills - high level of trust often resulting in improved employee performance.
- role of management/control can be weakened and undermined -internal conflict can arts between different views -not all employees want to contribute
- employees feel a sense of ownership which can enhance employee performance - ideas are discussed and shared - continual encouragement for creativity - which is important to a dynamic environment
- the style can breed personal conflicts where individuals may not cooperate - focus on meeting organisational objective can be easily eroded - complete loss of control by management- potential for misuse use of resources, time and money.