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... Reduced overtime. Greater accuracy of work. More extensive skills and versatility. Job satisfaction Costs Costs or disadvantages to the business may include: . Training material.
Training venue. Time (with pay). Fees for the training of staff As the reader can perceive, the benefits out way the costs. Therefore, the business is achieving to be successful as it meets its equilibrium point in the benefits/ costs encounter. Management development audit In every organisation including Thornton's, there should be a system of management development that looks at the type of experience a senior manager will acquire. Thornton's may require new skills therefore training to meet aims and objectives.
The following is an example of how the management in the business should equip themselves: . Managers may require experience to enable them to do another more senior job in due course of time. Subordinate managers must be experienced or trained in guidance and counselling. Managers given suitable training and education to develop their skills and knowledge. Managers should adapt to environment, not the other way around. Some businesses believe that those who are expected to manage cannot manage without being taught and trained.
This also applies to Thornton's. Methods of management development Managers at Thornton's need to be educated and trained in their area or department as well as other management skills such as interpersonal skills or delegation tactics so that they can accomplish their role successfully in the business. Therefore, managers at the business are sent on courses, usually situated at colleges or universities to gain qualifications at the end of the course to enable them to fill their job out to its full potential. Examples of qualifications could include: . Certificate in Team Leading.
Certificate in Fist line Management. Diploma in Management When accomplishing these courses, the business should find out if managers thought that the course was relevant and helped them develop their skills, and if on return to the business, that the department is benefiting from the new skills that the manager has learned. Analysing this will help the business find out if the courses are necessary or on the job training would be more appropriate. This is necessary to find out as courses can be quite expensive and Thornton's will not want to fork out a lot of money for a course that is not needed and does not benefit the company. Courses also are a good method of creating motivation in managers, as employees do, as they feel important by the company and feel that they are being developed for the future, not left behind. The business could also used 'shadowing' to different mangers as employees do as they could use more experienced mangers as a role model for their own skills and knowledge, this would be an advantage as the business will probably want their managers to act the same and have the similar management skills.
A disadvantage however, is that if the managers have bad habits or poor management styles, then this could be picked up by the training managers, to avoid this, Thornton's will have to analyse there existing managers, although this should not be a problem as they should in theory only have managers that are motivated and have good management styles. Management skills Managers are trained and develop to learn new skills and develop existing ones so that Thornton's can get the best out of their managers. One of the main skills that are needed in management is leadership skills, this is important, as managers need to learn how to manage their subordinates and delegate work objectives and tasks. Leadership skills are important so that management is effective and efficient. Another skill that needs to be developed by managers is the style of management that they use; there are courses that managers can also be sent on to develop these skills. Role of Managers under Different Styles of Management The following is a short summary of the role of managers under authoritarian and participative styles of management to help the reader understand the different methods of management compared.
Also covers decision taking and the basic characteristics of each style. STYLE OF MANAGEMENT Authoritarian Participative Manager's Job Managers do as they are told, transmit orders. Work (responsibility) is delegated. Manager co-ordinates own group's work with that of the group in which he is a subordinate. Manager clears difficulties out of path of subordinate. Work can be a source of satisfaction (voluntarily performed) or punishment (avoided) dependent on controllable conditions (manager and management).
Decision Making Decisions are made at the top. Military type of organisation. 'Line and staff'. 'Chain of command'. Participation in decision making at all levels. View of people Assumes that people hate work, have to be forced to do it, have to be forced to achieve company's objectives.
People learn not only to accept, but to seek greater responsibility (work at a higher level). In modern industrial life, most people's intellectual potential is only partially utilised. Motivation Fear motivation. We need 'a certain level' or 'more' unemployment.
Reward motivation. Managers have to perform many roles in this organisation and how they handle various situations will depend on their style of management. A management style is an overall method of leadership used by a manager. There are two sharply contrasting styles that will be broken down into smaller subsets later: . Autocratic.
Permissive Each style has its own characteristics: Autocratic: Leader makes all decisions unilaterally. Permissive: Leader permits subordinates to take part in decision-making and also gives them a considerable degree of autonomy in completing routine work activities. Combining these categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles gives us four distinct ways to manage: . Consultative: takes every person on staff opinions on board but then makes final decision... Laissez faire: let's workers get on with what their job roles with hardly any interception... Directive Democrat: Makes decisions participative; closely supervises subordinates...
Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates... Permissive Democrat: Makes decisions participative; gives subordinates latitude in carrying out their work... Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying out their work. Thornton's management style Roger Hardman is the Assistant manager at Thornton's store in Nottingham; she has the consultative style of management.
In my opinion, I believe that this is the best form of management because it lets the manager know the state of how staff are feeling and their motivations levels and the reasons for such. It also lets staff feel comfortable in the way that they feel they can be heard without the feeling off losing their job or getting into trouble. This kind of management style comes under the participative style (in the hierarchical structure), which is described, further back into this chapter where the reader can perceive the benefits of this managerial state. Such as all responsibilities being delegated fairly and justly with no prejudice or favourites and all motivation being rewarded with such reward schemes as extra points on store cards (which is also used as incentives to customers) or competitions to be...
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Research essay sample on Style Of Management Decision Making
