Management Styles
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
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
Bibliography: Beardwell, I. Holden, L. Claydon, t. (2004) Human Resource Management. 4th ed. Essex: Pearson Education Limited. Bolton, G (2005) Reflective Practice. Uk: Routeledge Hobart & Frankel (2003) A practical guide to working with parents UK: Nelson Thornes Johnson, G. Scholes, K Whittington, R (2006) Exploring Corporate Strategy. 7th ed. Essex: Pearson Education Limited Mullins, L (2007) Management and Organisational behaviour. 8th ed. Essex: Pearson Education Limited Whetten, D & Cameron, K. (2005) Developing Management Skills. 6th ed. USA: Pearson Prentice Hall.