Management Styles

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Multi-agency working is about different services, agencies and teams of professionals and other practitioners working together to provide services that fully meet the needs of children, young people and their parents or carers (Weinberger et al, 2005:25). Organisations can achieve their goals and objectives only through co-ordinated efforts of their members and it is the task of management to get work done through other people (Johnson et al, 2006: 156). This assignment will critically examine my manager’s role in my workplace. I will look at which theories she links too and her approach on managing staff and her workload, linking in with reflective practice in the workplace, policies and appraisal systems. Management is fundamental to the effective operation of work organisations and it is by the process of management and execution of work the activities of the organisation are carried out (Mullins, 2007: 410)

Management styles have been studied for many years. Fredrick Taylor (1911) studied the work process scientifically looking at how work was performed, and then how this affected worker productivity (Whetten & Cameron, 2005: 285). Taylor's philosophy focused on the belief that making people work as hard as they could was not as efficient as making the job more efficient to perform the task (Beardwell et al, 2004: 65). From a study he undertook in the USA with steel worker, he stated that by matching workers to specific tasks based on their capability they would get the job completed quicker than letting everyone do the same task. Another theorist Elton Mayo (1933) conducted the Hawthorne Experiments. The initial test looked at the effect lighting had on workers’ productivity however, Mayo expanded these to look at pay and incentives, rest periods, hours of work, supervision and work pace (Whetten & Cameron, 2005:287). He concluded that the workplace was above all, a social system of interdependent actors in which workers are influenced more by the social demands of the work place, by their need for recognition, security and a sense of belonging, than by their physical working environment (Mullins, 2007:568). This links slightly to Maslow’s Hierarchy of Needs model. Each of us is motivated by needs and our most basic needs are inborn, having evolved over tens of thousands of years (Beardwell et al, 2004: 78). Abraham Maslow's Hierarchy of Needs helps to explain how these needs motivate us all. Maslow's Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself and only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development; conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs (Whetten & Cameron, 2005: 312). This theory remains valid today for understanding human motivation, management training, and personal development and is used in my line of work when working with families.

There is an autocratic management style in my work place as is it is such a big company and made up of ten teams there are many higher management levels other than my own manager. The autocratic management style is characterised by a top-down communication model, in which information is passed from executives to senior management to employees, because most decision is made at the top (Beardwell et al, 2004:186). This happens on a fortnightly basis, where my manager will attend a team leader meeting along with the rest of the team leaders and higher management, then will feed back at our own team meeting. Although my manager follows this autocratic managing style she has much of a paternalistic management styles in our team. The paternalistic management style strives to achieve a balance between top-down decision making, and maximising the welfare...
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