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Example research essay topic: Style Of Management High Level - 1,396 words

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Management is a broad subject and time has been spent to analyse it. The study of organisations and their management, therefore, has to proceed on a broad front. No single approach provides all answers. It is the comparative study of the different approaches, which will yield benefits to the manager.

A central part of the study of the organisation and management is the development of management thinking and what may be termed management theory. The application of theory brings about change in actual behaviour. Managers reading the work of leading writers on the subject might see in their ideas a message about how they should behave. In order to spot the problems caused by the management at Aussieco, I will analyse the Classical Theory and Falls Functions of Management. The classical writers place emphasis on structure and formal organisation, set on principles to guide managerial actions, standardised procedures and the assumption of rational and logical behaviour. Writers that place emphasis on the technical requirements of the organisation tend to support a high level of control as necessary for efficiency.

Fall, for example, describes control as follows: In an undertaking, control consists in verifying whether everything occurs in conformity with the plan adopted, the instructions issued and principles established. It has for object to and point out weaknesses and errors in order to rectify them prevent recurrence. It operates on everything, things, people, actions. Comparing the Classical writers thought with the actual management structure at Aussieco will prove the unstable and badly structured companys situation. None of the Classical principles have never been met while analysing the case study. The company does not even have a skeleton of an organised and formal structure; every single thing is improvised and not rules are set.

High level of control is totally missing, mainly because the management itself is incompetent and not qualified for the position they cover. In many occasions managers who made the wrong decisions have seriously damaged the companys turnover. (The company has received an order for over $AUS 1 million from a customer in Perth, West Australia, who did not pay for its first shipment about a year ago and machine were brought back to Melbourne. Total loss $AUS 100. 000. A second order was billed six months ago but not dispatched. Total loss $AUS 60. 000).

The quality of the senior Management is poor and irrational. The owners dictatorial attitude, ignorance of modern trends and age-related dispositions (memory loss, child-like behaviour) are cause of contrast within the company. The owner-chairman refuses to hear any complains or problems about the company. To point out weaknesses and errors in order to rectify them and prevent recurrence becomes almost impossible. Another mean of describing and evaluating the style of management at Aussieco is the Blake and Mouton Managerial Grid. The Grid provides a basis for comparison of managerial styles in terms of two principal dimensions: Concern for production is the amount of emphasis that the manager places on accomplishing the tasks, achieving a high level of production and getting results of profits.

Concern for people is the amount of emphasis that the manager gives to subordinates and colleagues as individuals and to their needs and expectations. Analysing Aussieco's situation we will notice that managers are not remotely concerned about people and production. Communication, work groups, motivation and job design, the key elements of a successful and productive company, do not exist. There is no relationship between management and workers, no direct contact; problems are never discussed as no meetings are held. The general feeling that comes out of this company is recklessness.

Nobody in the company works for the pleasure of it as no satisfaction is received. Frustration, fear, disorganisation are the most recurring words. The verb run is very often used in the case study to emphasise the employees desire to run away from the company as soon as they can. According to Blake and Mouton Grid, the managers s attitude and style of management at Aussieco can be defined as the impoverished manager. It means that low concern for production and low concern for people is taken. Managers with a 1. 1 rating tend to be remote from their subordinates and believe in the minimum movement from their present position.

They do as little as they can with people and production. People management problems and management style Most of the critical problems at Aussieco are not in the world of the things, but in the world of people. The companys greatest failure as human beings has been the inability to secure co-operation and understanding with others. People management at Aussieco was poor and incompetent.

The lack of guidance, motivation, communication and group activities have brought the company being declared bankrupt. Beyond the money, people expect more out of their job. They wish to contribute, to see that their contribution is making the difference. The fact that many people voluntary work unpaid overtime at Intech when a job needs completion or a new project is at a crucial stage is determined by the fact that beyond the money people wish to contribute. Therefore encouragement and help must be involved in the new organisation. The previous management was also irresponsible for the workers health and safety measures.

Workshops are open, with no doors and filthy. Windows are never washed and a large number are boarded up. No consideration was given to the staffs morale. Nothing has ever been done to improve the working environment. The organisation appears reluctant to promote its own staff. The system of finding jobs for family or friends, nepotism, seems prevalent.

This attitude seriously damages the company as not qualified and incompetent people are hired damaging Aussieco productivity. As a consequence of the poor management style workers are unmotivated, they are unaware of the tasks they have to accomplish as resources and money to train them has never been employed. The new managers duties will be hard. Changes in the old employees behaviour will be significantly difficult and time consuming. In order to lead and influence the old staff, Intech management will have to analyse and understand the situation they are trying to influence. It is important to diagnose what the situation is now in order to know what can reasonably expect it to be in the future.

The discrepancy between the two is the problem to be solved. The new management should adapt their behaviour and the other resources they have available, in order to meet the contingencies of the situation. This process involves adapting behaviours and other resources in a way that helps to close the gap between the current situation and the one that wants to be achieved. Communicating in a way that people can easily understand is very important too. If the new management is not able to communicate in a way that people can accept, the whole process will not have the impact expected. The managerial functions of planning, organising, motivating and controlling are considered central to a discussion of management by many authors.

A model is suggested by Hersey and Blanchard, who present a form of situational leadership based on the readiness level of people the leader is attempting to influence. Readiness is the extent to which followers have the ability and willingness to accomplish a specific task. It is not a personal characteristic of the individual, but how ready the individual is to perform a particular task. Readiness is divided in a continuum of four levels: R 1 (low), R 2 and R 3 (moderate) and R 4 (high). R 1 is the one that best fits Aussieco workers at the moment and gradually must be moved upward.

It refers to followers who are both unable and unwilling and who lack of commitment and motivation. It has to be stressed that at the lower level of readiness, the leader has to provide directions: what, where, when and how things have to be done. Therefore, the decisions are leader directed. For each of the four level of maturity, the appropriate style of leadership is a combination of task behaviour (the extent to which the leader provides directions for the actions of followers) and relationship behaviour (the extent to which the leader engages in two-way communication with followers). From the combination of task behaviour and relationship behaviour derive four leadership styles: S 1 - telling, S 2 - sellin...


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Research essay sample on Style Of Management High Level

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