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Study Of Autocratic Management Style Management Essay

There are many ways to lead and every innovator has his own style. Some of the most common styles include autocratic, bureaucratic, democratic and laissez-faire.

Autocratic Leadership Style

This is often considered the traditional approach. It really is one in which the manager retains all the vitality and decision-making expert as possible. The manager does not consult employees, nor are they allowed to give any source. Employees are expected to obey purchases without getting any explanations. Some studies say that organizations numerous autocratic market leaders have higher turnover and absenteeism than other organizations.

These studies say that autocratic leaders:

- Depend on threats and consequence to impact employees

- Do not believe the personnel

- Do not allow for employee type

Nevertheless, the autocratic command is not so bad. It is sometimes the most effective style to work with. Such situations can include:

- Employees do not react to any other style of leadership

- A couple of high amounts of creation needs each day

- There is limited time for decision

- Work must be coordinated with another team or organization

autocratic control style shouldn't be used in the following situations:

- Employees become anxious, fearful, or resentful

- Employees are expected to possess their opinion heard

- Employees get started depending on their manager to get all their solutions

- There is certainly low worker morale, high turnover and absenteeism and work stoppages

Bureaucratic Authority Style

Bureaucratic leadership where in fact the manager manages "by the book". All must be achieved relative to the procedure or insurance plan. If this does not apply to literature, the manager identifies another level above her or him. This manager is absolutely more police officers than the first choice. She or he apply the rules.

This style can be effective if:

- Employees perform tedious tasks over and over again.

- Employees must understand the specific standards or types of procedures.

- Employees working with hazardous or delicate equipment that will require a set of procedures for the work.

- Security and safety training is conducted.

- Employees perform jobs that require cash handling.

This style will not be effective if:

- Skills of the varieties that are difficult to break, particularly if they are no longer useful.

- Employees are sacrificing interest in their work and their fellow workers.

- Employees do only what's expected of them and nothing more.

Democratic Management Style

It motivates employees to participate decision-making process. Democratic supervisor keeps his or her employees up to date about everything that affects their work and shares decision making and problem-solving tasks.

Democratic command can produce high quality and quantity of work for extended periods of time. Many employees like the trust they get and respond cooperation, team heart and high morale. Typically, the democratic leader:

- Develops programs to help employees examine their own performance

- Allows employees to set goals

- Encourages employees to increase careers and encourage

- Recognizes and induces achievement.


Like other styles, the democratic style is not always appropriate. It is most successful when working with highly skilled and experienced employees or when implementing functional changes or enables a person or group problems.

The democratic authority style is most effective if:

- The first choice wants employees prepared about concerns that have an impact on them.

- The leader would like employees to participate in decision-making and problem-solving duties.

- There is certainly a big and complicated problem that requires a great deal of input to resolve.

- you want to market team development and participation.


Democratic leadership shouldn't be used in the following conditions:

- There isn't enough time to find the input of each.

- It's easier and more cost effective for the administrator to decide.

- Business cannot afford mistakes.

- The administrator feels threatened by this type of management.

Laissez-Faire Leadership Style

This kind command style is also called "hands-off Ё style. This is where the manager provides little direction and provides employees more independence as is possible. All authority or electric power is directed at employees, and they must place goals, make decisions and solve problems individually.

This is an efficient style to work with when:

- Employees are very skilled, experienced and educated.

- Employees have pleasure in their work and want to do it successfully yourself.

- Reliable and experienced personnel.

This style should not be used in the next conditions:

- It makes employees feel insecure in the lack of the director.

- The administrator cannot provide regular feedback to employees know how well they are doing.

- The administrator does not understand their tasks and hopes that personnel can cover for her or him.

P7. Explain the different motivational theories and their application within the workplace

Maslow's Hierarchy of Needs is the most popular theory. He thinks that human beings have needs that influence their behavior in particular unmet needs. needs come in order worth focusing on. person to the next level is necessary if low-level need is satisfied. on the need to level the individual goes, more personality and mental health reveals.

These requirements, from a most affordable to highest are: mental, health and security, sociable, esteem and self-actualization. Types of physiological needs are water and food. Security refers to security, flexibility from violence, safeness, and others. Social is a feeling of owed as family, friends, colleagues and other pros. Self-esteem is a need for approval, recognition, position, etc. And, finally, self-actualization refers to the need for personal development through education, faith, hobbies, and more.

According to Maslow, it would be difficult to attain the ultimate goal of self-realization, if the following goals are not met or looked after first. Food, drinking water, shelter - they are are just some of our most pressing needs, which precede others. For example, it might be silly to be concerned about how to be emotionally stable, when you can not even have a good meals or if you are really ill. Caring for immediate needs, you can begin to care for the bigger needs.

Just as Maslow's hierarchy of needs, Herzberg's Two Factor Theory is a need-based theory of motivation. This theory is known as more powerful than Maslow, because it is simpler to understand.

two-factor theory says that one factors in the workplace brings about job satisfaction. Others did not have an impact on the satisfaction, but if not can result in dissatisfaction

These factors of motivation and hygiene factors. Motivators to ensure job satisfaction. This includes the recognition, obligations and tasks. Health factors are so called because, like cleanliness, their presence won't make people healthier, but their lack can cause decay. Examples of these include salaries, fringe benefits, job security. Health factors, therefore, can determine dissatisfaction and motivators determine satisfaction. Both scales are indie and one can score high on both factors.

Vroom's Expectancy Theory points out why people choose a certain course of action. Unlike the three above mentioned theories, Vroom's theory is not need-based. A couple of three variables in this theory: Valence, Expectancy and Instrumentality.

Valence identifies the value of the expected outcome of a situation. Expectancy is the belief that your time and effort exerted and success of the problem are related. Instrumentality means the success is related the expectations

Vroom's Expectancy theory could sometimes be associated with work situation just like Herzberg's Two Factor Theory. But, in most cases, this theory does apply to almost a myriad of situations whether work-related or not.

Vroom's expectancy theory simply espoused the theory that the reason why people do some things is basically because they expect a certain outcome.

I apply Vroom's expectancy theory to my professional life because I really believe in doing things not because I want to attain a certain incentive but I wish to attain something I must say i desire to have myself. For instance, I really do a good job at the office not because I'd like a promotion, although it is part from it, but because I be prepared to feel fulfilled after having done something beneficial.

P8. The partnership between inspiration theory and the practice of management:

Different motivation theories have different effects. Motivation needs to be included in the composition and without the motivational theory with no practice of management. You can practice motivation if you don't first have a theory or idea.

In order to be always a great director or leader you have to be a good motivator, you should know very well what motivates your personnel and what doesn't. A manager who cannot motivate or doesn't know how to motivate cannot execute a good job, his job is to enhance the performance of the staff and motivate all of them.

P9. Describe the type of groups and group behavior within organizations:

Nature of groups

The term "group" can be defined as, two or more folks interacting and working collectively to obtain a job or something done. When people work in organizations somewhat than as individuals, the goals of the organization can be easily achieved. Categories can get a job done fast and usually exact, group associates could collect information and inform each other if they are doing something wrong or not, plus they could appoint themselves to do a specific job that they are best directly into contribute whenever you can to the group.

People form teams for various reasons. Maybe get employment done faster or to get a job done while not putting all the effort if you are the only one focusing on something.

Various Types of Teams:

There are formal and informal groupings in organizations. Various teams exist within the organization and they're of varying examples of formalization. Groupings in organizations are of varied types based on the amount of members they have and the interactions between them.

Formal Groups

A group shaped by the organization to accomplish a specific task is termed as a formal group. The business sets up a formal group and allocates jobs and obligations to different members with the intent of achieving organizational goals. Demand groups and task groups are examples of formal communities. A demand group is relatively long lasting in characteristics and discovers representation in the organization chart. Functional departments of organizations are believed as command organizations. Task categories, on the other hand, are formed for a particular job and are temporary in nature. They can be dissolved after the task is accomplished. After dissolution of the task group, the people of the task group continue as customers of their respected practical departments or control groups with minimal duties.

Informal Groups

Informal categories are shaped by the employees themselves. The reason why for the forming of informal groups may be the dependence on companionship, common passions, growth, recreation, or support. A couple of two types of casual groups - friendship groups and interest organizations. Members of friendship categories have a cordial relationship with one another, common passions and are similar. They like each other's company and want to invest time along. Interest communities are formed to arrange an activity and are temporary in nature. Informal groups mainly satisfy the sociable needs of customers.

With regards to nature of groupings, I would much like to include that associates may have conflicting ideas and getting the views challenged should could either reaffirm your own values or transcend them-people should come into groupings with an open mind.

P10. Investigate the Factors Lead to Effective Teamwork and Influences that Threaten Success:

In today's work environment, the group leaders need to resolve complicated problems also to take ideas of their first stage through a series of complex procedures to a successful completion. This kind of work can't be done alone. There are just too many demands, task requirements and different resources of information necessary to do it without the support of others.

The most important factor that can result in productive teamwork is motivation, it is just a team leader's job to delegate jobs and to ensure that each member of their team contributes and it is good at what they do. For instance, if Picasso was one of the associates in your group then you should give him a task that requires creativeness, since being creative and artistic is his strength then it appears that natural that he'll be good at what he's allocated to do.

Leaders should build a relationship with its members by making ideas mutually and assisting it, and even enhancing each other's ideas. They need to be open and approachable

P11. Measure the impact of technology on team working within a given firm:


The use of new technologies can improve and in some instances hinder team functioning.

As technology changes teams must update and keep maintaining their knowledge in order to function effectively.

Technologies that have upgraded team functions




Cell Phones




Personal personal computers allow associates to handle various duties and communicate better. Laptop computers allow you to get this done anywhere. They are actually lighter, more powerful and an extended electric battery life.

Personal Digital Assistants (PDA) now have much of the same features as notebooks, but are smaller, more lightweight and have a longer electric battery life. Many PDAs now have wireless as standard plus some are also mobile phones (plus some telephones have many PDA features).

Internet has been a huge, worldwide explosion in the use of the web. It really is already changing just how we work, shop, lender etc.

Information technology has had an impact along the way we work for a long time, but the Internet has now added electronic mail (email), teleworking and training video conferencing to the workplace.

E-mail allows immediate communication which means team members need not maintain the same place at the once in order to connect effectively. E-mail also offers it's negative aspects in conditions of taking care of e-mail and the misuse of e-mail.

Cell phones attended a long way because the 1980s and there are now more mobile phones in the united kingdom then there are people. Mobile phones allow clubs to communicate even when team members are from the office, on the road or elsewhere unavailable. Sometimes having always usage of team members can impede team operating.

Phone solutions such as blackberry and 3G datacards allow associates to work and talk remotely.

Groupware enables groups to plan conferences, collaborate, delegate all inside a online environment which can frequently be seen remotely from all over the world.

Technology is situated in its various varieties in small and large businesses, the service sector, and express institutions, manufacturing companies, educational departments, multi-national organizations and the neighborhood shop.

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