MIANAGEIWENT STYLES7 | cae | Cartes Management is disciplines ] But management is also people. 99 eam ere Deu) —— ‘QO Which of these statements do you agree with? Explain your reasons. A manager should: 4 know when your birthday is. N NOW Pw 10 know where you are and what you're doing at all times during working hours. not criticise or praise. not interfere in disagreements between members of staff. not ask people to do things they’re not prepared to do themselves. be available at all times to give staff advice and support. keep their distance from staff and not get involved in socialising outside work. use polite language at all times. work longer hours than their staff. comment on the personal appearance of their staff.0 What is the role of a manager? Choose your top three roles from the following: ® coach/motivator ® organiser © mediator ¢ facilitator ® problem-solver * leader ® instigator ® mentor «dictator © decision-maker‘© Complete column 2 of the table with opposite meanings. Use the prefixes in-, ir-, un-, il- or dis-. Then complete column 3 with the noun forms. 1 Adjective _2 Opposite adjective | 3 Noun form considerate inconsiderate consideration creative decisive diplomatic efficient flexible inspiring interested logical organised rational responsible sociable supportive © Choose the four best qualities of a manager from the list above and rank them in order of importance. Then choose the four worst qualities and rank them (1 = worst). @ Discuss your answers to Exercise B. What other management qualities or weaknesses can you add?() Match these pairs of contrasting management styles. 1 autocratic - a) collaborative 2 centallsing \, b) controlling 3 directive \. ©) delegating 4 empowering “d) democratic 5 hands on e) people-orientated 6 task-orientated f) laissez-faire Q Different business situations call for different management styles. Which kinds of situation need to be tightly managed and which loosely managed? Q Which management styles have you experienced? Which do you prefer? If you are a manager, how would you describe your own management style?0 What do you think are the key qualities for a successful manager today? 0 .) 12.1 Listen to the first part of an interview with Niall Foster, an expert on management styles, and answer the following questions: 1 What does Niall say a successful manager must do? 2 What does Niall do before he makes contact with people in other countries? @ In pairs, think of five ways managers can get the best out of people, 0 0) 12.2 Listen to the second part of the interview and note down Niall’s five key points on ways managers can get the best out of people,0 0 Before you read the article answer one of these questions. 1 If you are a manager, what sort of style do you have? 2 If you were a manager, what sort of style do you think you would have? Work in groups of three. Each of you read about one of the management styles — Directing, Discussing or Delegating — and decide which of the following statements are true for your style. 1 It is up to employees to keep the manager up to date on progress. Managers set strict time limits. Managers encourage staff to put forward their ideas. Managers and employees decide together what needs to be achieved. Decisions are made by managers and their staff. Employees get precise instructions. NOU rpwn Managers do not want employees to avoid making decisions which employees should make. 8 Managers have tight control of employees’ movements and work schedules. g When employees are given tasks, they decide how to complete them.@ Meet as one group and summarise the main features of the style you read about to the others in your group. Which of the three management styles would you prefer to: a) use asa manager? b) experience as an employee? @ Match the word partnerships in groups 1 and 2, then check your answers in the article. Group 4 1 establish 2 monitor 3 provide 4 set 5 make 6 assign tan a) feedback b) goals c) decisions d) performance e) roles f) standards Group 2 1 present 2 achieve 3 direct 4 take 5 improve a) action b) employees c) ideas d) performance €) goals@ Check the following word partnerships. Find the odd one out in each group. 1 check / assess / look 2 make / achieve / establish 3 reach / do / implement 4 meet / set / get 5 establish / assign / make 6 reach / deliver / achieve 7 come up with / make / present 8 achieve / direct / guide performance goals decisions standards roles goals ideas employeesThe Big Three Management Styles ' by Paul B. Thornton \ Management literature describes numerous management - y styles, including assertive, autocratic, coaching, country club, directing, delegating, laissez-faire, participatory, supportive, task-oriented and team-based. Are there really that many styles? | believe there are three basic styles ~ directing, discussing and delegating, the 3-Ds of Management Style. DIRECTING STYLE Janagers using this style tell do. The ability to communicate 25 them. Goals and deadlines often Monitoring Performance and people what to do, how to in a clear, concise and completa motivate people. Providing = Feedback = - do it and when to have it 1s fashion is critical, The only completed. They assign roles feedback managers ask for is, sand responsibilities, set ‘Do you understand what needs standards and define to be done?’ 30room for the seminar’ The 11:00 a.m. to brief me on what eeeratns Goal-Setting - ‘Your goal is to manager makes most if not all YOU have accomplished. Communicating - The manager 20 sell 15 cars per month.’ The decisions. When problems arise Managers provide frequent speaks, employees listen and manager establishes short-term the manager evaluates options, ‘* feedback including specific 10 react. Managers provide goals. When goals are specific makes decisions and directs "structions on how to improve detailed instructions so and time bounded, employees 35 employees as to what actions to Performance. employees know exactly what to are clear on what is expected ot take, Decision-Making - | want you _ Managers establish specific rol points to monitor to stop what you are currently “2 con nt doing and help Sue set up the Performance. ‘Get back to me atDISCUSSING STYLE fanagers using this style Communicating - Two-way 30 quarter?’ After adequate and employee pay an active role Hake time to discuss communication is the norm. discussion, goals are. then 4s in defining problems, evaluating relevant business issues. What ‘Let's go around the table and established. Utilising @ options, and making decisions. happens ina good discussion? give everyone a chance to participalory style generally monitoring Pertormance and People present ideas, ask 20 dlscuss tei ideas’ Managers helps to increase employees’ providing’ Feedback The questions, listen, provide spend as much time asking 36 commitment to achieve their Trnager Und employes monitor feedback, challenge certain questions and listening as they goals, so petorcante aid aease Met assumptions and coach as do taking and sharing theit eeision-Making - "We have a setlos need to be later, the Needed. Its important to make | ideas. The right question probiem with the amount of works best when both parties 19 sure ideas are fully dscussed 25 focuses the discussion and fryentory we're currently are open and miake austen and debated. Managers often draws out people's ideas. carting’ What action “dy asinended, perform the role of facilitator, Gyal-setting - ‘Ingrid, what do you think we should take?’ making sure the discussion yoy think our salés target Dacisions are made stays on track and everyone has eee ae should be for the fourth collaboratively. Both manager DELEGATING STYLE anagers using this style situations it may be two-way: desired output or deliverable. ‘| Monitoring Performance and usually explain or get ‘Let's discuss what needs to be thought you only wanted $9 Providing Feedback - | want a agreement on vihat has to be accomplished in the marketing 25 recommendations, not an weekly update on pian accomplished and when itmust 20 brochure you're designing.’ implementation plan. accomplishments. Managers 5 be completed. The now-to-do-it Additional communication takes “ ty decide how much monitoring is part ofthe eauation ft upto place to review what has been pecsiom Manin - BAM2"2;ecessary. The amount of the employee. Responsibly accomplished and obstacles Duncderse tenom theteer ea 5 Monitoring depends on the and authority are given to preventing prograss. Be accomplished are le to te Priory of the task and the employers to get the job done. 55 Goat-geting-As stated above, "employee, Emplovees nave the person. doing it, Providing 10 Communicating - Regarding specific goals may be power to take appropriate feedback's the responsibilty of what has to be accomplished, established by the manager or actions to achieve the desired ,, me employee. Keeping the communications may be one- may evolve after a discussion goals. Managers must avoid ® manager informed, especially way: ‘Iwant you to deliver a15- between manager and 4s ‘reverse delegation’ when When the plan is off track, is ‘minute presentation on our new 30 employee. Failures in delegation employees try to give back ‘itil \8 compensation program at can often be traced back to a decisions that they should be Tuesday's meeting.” In other lack of understanding of the making. dhe ARR leIn written English, we often use pronouns to avoid repeating words and phrases when it is already clear what we are talking about. For example, We need the report urgently — it’s got to be sent to head office. Writers sometimes use we to refer to themselves and the readers together. For example, As we saw in Chapter 2 ... We sometimes use if as an ‘empty’ subject with no real meaning. For example, It’s raining. We can use it, this, that, these and those to refer back or forward to something in a text, or outside the text itself. We can use they to avoid saying he or she, especially after indefinite words like anyone, no one, somebody, etc. For example, Someone's been trying to send us a fax but they can’t get through.0 Look at the article on page 103 and answer these questions 1 What do the following words refer to? a) they ( b) this (line 1) in Discussing style ¢) they (line 22) in Discussing style d) their (line 35) in Discussing style e) this (line 51) in Discussing style 2 Find an example of it as an empty subject. line 4) in Directing style6 The following paragraphs are from the same article. Look at the paragraphs and do the following. 1 Find all references to the writer. 2 Find all references to the first highly competent person mentioned. 3 Find all references to the second highly competent person mentioned. 4 Find an example of it as an empty subject. | once had two highly competent people working in similar roles who needed very different styles. 5 One did her thing and kept me informed. She used me to bounce ideas off, but never waited for or expected approval before proceeding. 10 She gave me reports and | rarely checked on progress. The other person, who was equally competent but less experienced, felt that | didn’t 15 care about his work unless | checked on progress frequently and provided feedback on how he was proceeding. At first | didn’t know my delegating style with him was ineffective because he was meeting objectives. On the other hand, he always 25 seemed to want to stop by and give me verbal updates that | felt were unnecessary. Finally | asked him how our relationship was working for 30 him and he told me how he 20 felt about my lack of apparent interest. He thought what he was doing was not important unless | was asking about the 35 progress on a regular basis. What | thought was a vote of confidence was actually eroding his confidence. When using each style it's 4o important to pay attention to both project results and the behaviour/morale of the people.@ Discuss these questions. 1 What is small talk? 2 What are your five favourite topics for small talk? 3 What topics are definitely not suitable? oe Someone is visiting your country. To which questions might the following be answers? 1 Terrible. There was a lot of 5 We're doing very well, thanks. turbulence and several people 6 | enjoy tennis, when | get the were sick. time. 2 Yes, several times. 7 \'mreally impressed. The 3 Right in the centre. architecture is fascinating. | hope 4 Very comfortable, and the service have time to take it all in. is first class. 8 I'd love to. 6 0 12.3 Now listen to the conversation. Were your questions the same as onthe recording?0 Discuss these questions, 1 What ways could you use to put people at ease in the following situations? a) entertaining socially with friends b) business entertaining with colleagues ©) entertaining foreign visitors 2 Do you feel comfortable when there is silence in a group? 3 Do you feel more comfortable: a) inasmall group ora large group? b) with members of your own sex or with the opposite sex? ¢) ina formal situation or an informal one?e The Managing Director of a large American company made the suggestions on the left for putting people at ease. Match them to the comments on the right. 1 Use informal greetings when you a) ‘I'm a bit stressed - we've got meet people. the builders in our house!’ 2 Show you know something about b) ‘Did you see the football last somebody you meet. night?’ 3 Share something of a personal ©) ‘Hi, I’m John’ nature. d) ‘How are you finding the 4 Pick atopic which isn’t work-related. conference?’ 5 Use open questions rather than e) ‘You must be Dan Jervis. Weren't statements. you with Datacom?’ @ Which would be appropriate in your culture? What other things do you say to put people at ease?6 You are about to meet a foreign business contact socially for the first time, Choose four of the topics below and prepare to talk about them, places of interestin cars holidays your town country families © how you travelled here * the bullding you are in food and restaurants ITtopics » the stock market «hobbies 6 the weather *jobs