Management styles and culture

There are many different management styles, which exist with businesses, below is a description of the ones which are consider to be the main styles of management. Autocratic style: these managers take all decisions with very little or no consultation; they expect their orders to be carried out without any disagreement or questions. Democratic style: these managers take great care to involve all members of the team in discussion. It is a 'we need to find out what everyone thinks' Approach.

Although the style can work well with a small, highly motivated team, it can fail when the group cannot make a decision and needs real guidance and direction. Consultative Style: similar to the democratic approach but instead of allowing the group to make the decision, managers do so themselves. This approach can create a high level of motivation with good quality output and results Laissez-faire style: these managers intervene as little as possible and allow the group to take control.

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The group becomes leaderless task/activity managers-these concentrate on the job to be done, for example, certain football managers 'take every game as it comes'. Tesco use a mixture of leadership between autocratic and consultative. The managers do make the effort to inform staff of most changes which are being made within the organisation. However the main decisions are always finalised by management even if staff oppose against the decision being made. Management may still choose to carry out there decision at times. Culture

Any organisation will usually have a set of beliefs and behaviour patterns of different groups and individuals who make up an organisation, these beliefs and behaviour patterns are known as the culture of an organisation.

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It refers to 'the way we do things around here' from business type view. There are several factors that will affect an organisations culture, these factors are the atmosphere, individual freedom, kinds of personality, sets of values, norms and beliefs. Culture is affected by the past and present events, skills and experience of the workforce, aims and objective and the type of work done within the organisation.

There are various sources of culture within a business, the culture which are the company routines and the way decisions are made within the organisation, rules and procedures which refers to the companies organisational structure whether tall or flat etc, layers of hierarchy which indicates the layers of power and the functional areas which relates to each functional areas within the company e. g. finance, marketing, production, etc. The Power structure refers to interrelations between individual and groups, what goes on and who reports to whom.

Symbols are linked to promotion, pay rises, and training while rituals and myths are the stories told about history of the business and the everyday life that takes place within the organisation. There are also several types of culture within an organisation, these cultures can also be separated into categories: Power culture: this type of culture is common in small organisations, where a small group or powerful individual will establish the culture the organisation will use. This type of culture can be found within large organisations too.

As the organisation expands it will become more difficult to operate successfully with a power culture, as this culture disregards the use of procedures and value 'rules'. Role culture: this type of culture can be found within small organisations, which are governed by rules and procedures rather than values set by an individual, basically the organisation operates upon agreed procedures and strict hierarchy within the business. Employees who work for an organisation whom have decided to employ this culture are made to believe that individualism should be discouraged.

Government departments and merchant may use this type of culture. Role cultures are more likely to do well in a stable and predictable environment. Task culture: this culture is used when an organisation's values are linked to a job or project. In this culture teamwork, adaptability and communication are strongly needed for the team to get the project completed. This culture is usually employed when organisations need to focus on projects set. Worker's, who are highly skilled, have flexibility and creativity is usually needed for these projects.

Change culture: A change culture may be needed in certain organisations; these cultures are usually found within flexible, responsive organisations such advertising agencies etc. By using this type of culture an organisation that operates in a highly competitive and rapidly changing market can benefit heavily, as the market is always changing allowing the company to keep ahead of competition but, it can prove difficult to develop this culture as employees may not respond to changes made within the company well if changes occur regularly.

Tesco uses role culture within its business. This is based upon the fact that power authority and respect is obtained via the position of each individual within the company's hierarchy. The company is also known to use power culture Communication Within Tesco communication methods are divided into two basic categories: Written and Oral Written methods include: Fax, the businesses uses this to send important messages to other firms, as it is used to communicate both internally and externally. Bulletin/company Reports, these are written statements of profitability or loss.

Notices, these are used to display data on notice board about the firm's activity, jobs being advertised internally and safety Letters, used occasionally for notices of appointment, promotion or dismissal Memorandums, these are a form of letter used to transfer messages between sectionsof the organization, which are at different sites. Agenda, this is a list of schedule items to be discussed at a meeting. Internal Communications in the Tesco. Tesco transmit instructions or requests up and down in the lines of command, say from managing director to accounts manager to ledger clerk.

Tesco also brief staff of new developments or processes. To request information needed to help make decisions, analyse situations or provide feedback on past-instigated actions. The firm uses this to motivate staff or reassure them when required. When making proposals or suggestions and to transmit ideas up, down and across the organisational structure. External Communications in the Tesco. Tesco uses external communication to provide information to customers about new products or services that are being launched. And to handle incoming enquiring about their products and services.

They provide information-required say by stature to the Inland Revenue. To promote corporate and brand images. To maintain productive contracts with the companies network of associates, local public sector and customers. Formal Communications in the Tesco. The managing Director communicates with the managers on a daily basis. They have formal team meetings to discuss the company's policy. Then the managers have to delegate authority to run their own departments. So they use their supervisors to communicate with the staff on how they want things done.

Informal Communications in the Tesco. These are channels in the company, that are gossip and rumours get around, e. g. one manager hears a story that another manager is slacking from a operative, the manager may get mad and then feels de-motivated to work, and the operative heard it from someone else. So it could be lies. Upward Communications in the Tesco. This is communication starting from the bottom the operatives going thought all the levels of command to the CEO. Downward Communications in the Tesco.

This is communication starting from the top of the firm with the CEO going through all the levels of command to the bottom with the operatives. Open Communications in the Tesco. This is where there is no restriction that sees or receives the information. So everyone who works in the Tesco can see the information, this would probably be something to be put up on the staff notice board. Restricted Communications in the Tesco. A restricted channel of communication is when it refers to a specific person. This ensures that information is kept secure and confidential. This would be something like a pay rise.

Updated: May 20, 2021
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Management styles and culture. (2020, Jun 02). Retrieved from https://studymoose.com/management-styles-culture-3280-new-essay

Management styles and culture essay
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