Camelot College

Programme : CMI Management and Leadership
Unit Title : An introduction to managerial styles
Unit Number : 4001
Unit Level : Level 5
Module Tutor : GOWHER MALIK

Learner’s name and statement of authenticity: Learner’s Name: TALHA AZAM Learner’s ID: Date handed-in: I certify that the work submitted for this assignment is my own. Where the work of others has been used to support my work then credit has been acknowledged. Signature: ……………………. Date: ……………

Learner’s name and statement of authenticity: Learner’s Name: TALHA AZAM Learner’s ID: Date handed-in: I certify that the work submitted for this assignment is my own. Where the work of others has been used to support my work then credit has been acknowledged. Signature: ……………………. Date: ……………

2.
In many management text books the three most talked about management styles are democratic, autocratic and consultative. Selecting the correct management style may lead to greater motivation and productivity from your staff. However, it is not as easy as just 'picking' a style. Managers personalities and characteristics will influence the type of style adopted. For example a timid manager will find an autocratic management style difficult to adopt.
Democratic Management Style
A democratic manager delegates authority to his/her staff, giving them responsibility to complete the task given to them (also known as empowerment). Staff will complete the tasks using their own work methods. However, the task must be completed on time. Employees are involved in decision making giving them a sense of belonging and motivating individuals. Because staff feel a sense of belonging and are motivated the quality of decision making and work also improves. Although popular in business today, a democratic management style can slow decision making down because staff need to be consulted. Also some employees may take advantage of the fact that their manager is democratic by not working to their full potential and allowing other group members to 'carry' them.
Autocratic Management Style
In contrast to the above an autocratic manager dictates orders to their staff and makes decisions without any consultation. The leader likes to control the situation they are in. Decisions are quick because staff are not consulted and work is usually completed on time. However this type of management style can decrease motivation and increase staff turnover because staff are not consulted and do not feel valued.
Consultative Management style
A consultative management style can be viewed as a combination of the above two. The manager will ask views and opinions from their staff, allowing them to feel involved but will ultimately make the final decision.
Laissez Faire Management style (Delegative/ Free Reign)
A laisses faire manager sets the tasks and gives staff complete freedom to complete the task as they see fit. There is minimal involvement from the manager. The manager however does not sit idle and watch them work! He or she is there to coach or answer questions, supply information if required.

Measures of Effectiveness
Management involves getting work done through the co-ordinated efforts of other people.
Good managers are most likely to be judged not just by their own performance but also by the results of the other staff members. Their effectiveness can be assessed with some factors as: * The strength of motivation and morale of staff * The success of their training and development, and
The creation of an organisational environment in which staff work willingly and effectively.

Both terms, efficiency and effectiveness, are used widely through the business world to determine levels of improvement and provide suggestions to the management. These two distinct but closely related variables are used extensively alongside productivity to set objectives and goals, predict future results, correct wayward behaviour and set the boundaries that define an operation and help it to succeed.
Efficiency And Effectiveness Compared
In management, these two terms are distinct from each other having slightly varying meanings because at times one may have to opt for efficiency over effectiveness or vice versa.
The term efficiency is basically the ability to maintain quality of a task using a particular ability and the least amount of inputs. Effectiveness is a more straight forward direct response to a given task. Being effective means achieving present goals and measuring up against those goals.
Effectiveness vs Efficiency – The Conflict
One can achieve both at the same time but it is rare. Most of the time to become effective one has to lose out on efficiency. These two measurement sticks are dualities that are always in conflict. The goal of any management is to achieve a high level of both or rather a combined high level.
For any management team or executive, the pursuit to merge a good amount of these two qualities together requires some amount of sacrifice. To become highly effective, efficiency has to be first sacrificed after which it can be slowly increased without a considerable drop in effectiveness. This is the most accepted method used by managers because results matter to clients and customers instead of the cost of acquiring it.

Q2# Explain why values, attitudes and assumptions are of critical importance in managerial behaviour and organisations.
Because the nature of work these days is collections of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organisations. Work attitudes are basically more specific than values because the way people experience their jobs often changes over time. For example, a person’s work situation might be altered due to a job transfer or being given or denied a promotion. As a result, his or her work attitudes might change, too. Values, in contrast, can and often do remain constant from job to job and organisation to organisation. Whereas, work attitudes that have especially important implications for organisational behaviour are job satisfaction and organisational commitment.