Management Styles and the Organization's Communication Climate

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Management styles and the
organization’s communication climate

Content

I. Introduction3
II. Management and communication styles 4
2.1. Categories of management styles4
2.2. Communication styles5
III. Organization’s communication climate7
3.1. Organizations7
3.2. Communication management7
3.3. Communication climate8
3.4. How to establish a healthy communication climate9
IV. Conclusions11
V. Bibliography12

I. Introduction

Communication is necessary to effective management. Studies have revealed that managers spend over 60 per cent of their working time in scheduled and unscheduled meetings with others, about 25 per cent of their time doing desk-based work, some 7 per cent on the telephone and 3 per cent walking on the job.

Furthermore, it has been shown that communication, especially oral skills, is a key component of success in the business world. Executives who hire college graduates believe that oral communication skills will become even more important for career success.

Communication, through both formal and informal channels, is the lifeblood of any organization. In reading about communication environments, channels, processes, systems, and hierarchies, we sometimes lose sight of the essence of the communication act: it is profoundly human. At the center of every organization are people held together by cooperation. These connections are maintained by people sharing information with each other. The result is a delicate network of human relationships linked through communication.

In these networks, information is a commodity. It has value, can be exchanged and is crucial to the success of launching a project, selling a product, or marketing a service.

II. Management styles

It is most likely that well-known leaders or managers are successful due to a combination of personal characteristics and good training.
Managers deal with their employees in different ways. Some are strict with their staff and like to be in complete control, whilst others are more relaxed and allow workers the freedom to run their own working lives. Whatever approach is predominately used it will be vital to the success of the business. An organization is only as good as the person running it.

2.1. Categories of management styles
Management styles are characteristic ways of making decisions and relating to subordinates.
There are four main categories of management styles: autocratic, paternalistic, democratic and laissez-faire.
An autocratic style means that the manager makes decisions unilaterally and without much regard for subordinates. As a result, decisions will reflect the opinions and personality of the manager. This in turn can project an image of a confident, well managed business. On the other hand, subordinates may become overly dependent upon the leaders and more supervision may be needed.

A paternalistic form is also essentially dictatorial; however, decisions take into account the best interests of the employees as well as the business. Communication is again generally downward, but feedback to the management is encouraged to maintain morale. This style can be highly advantageous when it engenders loyalty from the employees, leading to a lower labor turnover, thanks to the emphasis on social needs. On the other hand for an autocratic management style the lack of worker motivation can be typical if no loyal connection is established between the manager and the people who are managed. It shares disadvantages with an autocratic style, such as employees becoming dependent on the leader.

In a democratic style, the manager allows the employees to take part in decision-making: therefore everything is agreed upon by the majority. The communication is extensive in both directions (from employees to leaders and vice-versa). This style can be particularly useful when complex decisions need to be made that require...
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